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dc.contributor.author | Syed Raza Haider, 01-122072-141 | |
dc.contributor.author | Fawad Umar, 01-122072-045 | |
dc.contributor.author | Waseem ul Hasan Malik, 01-222071-103, | |
dc.contributor.author | Muhammad Shakeel, 01-222072-017 | |
dc.date.accessioned | 2017-08-02T05:42:11Z | |
dc.date.available | 2017-08-02T05:42:11Z | |
dc.date.issued | 2010 | |
dc.identifier.uri | http://hdl.handle.net/123456789/3442 | |
dc.description | SUPERVISED BY Majid Bashir | en_US |
dc.description.abstract | Red Bull is the brand name of an energy drink that originated in Thailand and, in a version adapted to Austrian tastes. First introduced in Asia in the late 1960s, Red Bull began a small revolution in the global soft drinks market in the 1990s. Red Bull rapidly gained in popularity, giving people wings right from the start. It is now popular throughout the world. Red bull is consumed to combat mental and physical fatigue. Red Bull timeline is shown in exhibit 1. Since its launch Red Bull has carved out a whole new niche of "energy drinks", forcing soft drinks giants Coke and Pepsi to play an undignified and so far largely unsuccessful role. Meanwhile, Red Bull itself is approaching mega brand status; with retail sales of well over $4bn. Currently Red Bull is sold in over 130 countries. One of the most remarkable things about Red Bull's 8.3-ounce can is not its size or sex appeal but the fact that it's the company's only offering. One size. One color. One sticky, sweet taste. That's all. There is no product line and they don’t even plan to expand their product range. "We are one of few companies around the world that can stay focused on one product," the owner of Red Bull says in defense of Red Bull's narrow strategy. "We do what we do best." | en_US |
dc.language.iso | en | en_US |
dc.publisher | Bahria University Islamabad Campus | en_US |
dc.relation.ispartofseries | MBA;MFN2513 | |
dc.subject | Management Sciences | en_US |
dc.title | Consumer Perceptions about RED BULL | en_US |
dc.type | Thesis | en_US |