Applied Marketing Strategy

NUST Business
School
National University of
Sciences & Technology

MBA 2K18 A
Submitted to: Kashir Asgher
Submitted by: Hareem Sattar

Quiz 2

Date of Submission:10/25/2019
 Introduction

“When we first started, we said there is no existing market for Red Bull… but Red Bull will
create it. And that is what finally came true”
Dietrich Mateschitz (Dolan 2005 p.1)
Red Bull was introduced to the world when an observant businessman, along his travels across
the world, came to know of a certain Mr.Taisho who happened to be one Japan’s highest
taxpayers. Mr.Taisho was the manufacturer of a drink that claimed to give energy, and was quite
popular with the local drivers to fight off fatigue. Fortunately for Dietrich Mateschitz, the drink
lacked a patent, and making use of this information, he set out to create his own brand of energy
drink. In 1984, he approached Chaleo Yoovidhya, owner of a company that produced the
‘Kratindang’ energy drink and together they put up the first production plant for Red Bull in
Austria, back in 1987.
With the prominent logo, the sleek can design, and the slogan everyone knows, Red Bull has
definitely claimed its place in the world. And few can argue with its effectiveness, with many
studies being carried out, confirming that yes, the drink really does deliver on its promise to
revitalize the body and mind. This, backed up with the huge amount of money it spends yearly
on promotions, including extreme sports events, music festivals, sponsorship of famous athletes
and even opportunities for young people to showcase their talents on a large platform, has gained
Red Bull a loyal customer and a place as the market leader in the functional drinks category.
In 2009, the company continues to dominate globally. However, competition is on the rise and
sales in key markets are maturing. Will Red Bull be able to maintain its stronghold by continuing
to employ the same strategies it has made use of in the past two decades? If not, what are the
different approaches it can explore and what are their implications for the brand?
 Part 1-Analyze the key global strategic challenges facing Red Bull.

The market for functional drinks around the world stood at a worth of $26.9 billion in 2008, having
grown by 7% from the previous year. Furthermore, by 2013, this market is expected to reach a
value of $38.9 billion, with a 39.7% increase from 2008 (Datamonitor, 2009). The functional
market is largely divided into three categories; Sports, Energy and Nutraceutical. Of the three, the
energy drinks sector is the largest, catering to 47.3% of the total market. Red Bull has been deemed
the first of its kind, to hold a 29% in the entire functional drinks market, clearly marking itself as
a global leader (Datamonitor, 2008).
It may very well be Red Bull’s distinct and unusual marketing techniques that pulled the company
to the top, but it wouldn’t be fair to not account for the fortunate circumstances it found itself in,
back in 1987. Dietrich basically took an idea from Thailand and created the ‘energy drink’ market
first in Europe, then UK and USA, and being the first of its kind in most of these places,
successfully captured the market with no competitor alongside for a long period of time.
However, today, the market is diverse and expanding faster than ever, and with more than 228
competitors in the game, there needs to be a critical evaluation of its global position to deduce
whether Red Bull will be able to maintain the market leader status. To support my discussion, I
have used two analysis tools, SWOT and a weighted PESTL.

SWOT ANALYSIS

Strengths
Red Bull rose to its status as the market leader, simply by being the first entrant in the market,
giving it a competitive advantage to all the follow-ups. Today, one of Red Bull’s biggest strength
lies in its strong and cool brand identity. The name has always been able to attract attention, with
or without effort. The bans and the idea of it being illegal in some places actually adds onto the
curiosity and makes people want to try it out more than ever. For its own efforts, Red Bull has
been commended on its unique marketing styles and extensive use of innovative, experiential
promotional activities to infiltrate markets, which helps bring the ‘people to the product’ and not
the other way round (The Economist, 2002). The expenses allocated to these promotions range
around 30% of the total sales, which indicates just how much the company invests in its image.
And it works. Red Bull has its name attached to famous sporting events, athletes, music events,
seasonal festivals, creating a ‘World of Red Bull’, reaching out to a mostly ‘fluidly-descriptive’
community. It all adds up to it standing as a market leader in the functional drinks category with
very high revenues.
Weaknesses
One of its major weaknesses may be its limited product portfolio. The company has for very long
relied on selling just the original drink, a sugar free version, a can of a smaller size and a higher
concentration and a Red Bull Cola, which ended up being banned in several countries. It’s certainly
not the taste why the company has come so far, for some have described it similar to a cough syrup.
So what might happen when competitors offer a wider, better-tasting variety of drinks that promise
the same levels of efficiency, maybe even at a lower price? Furthermore, it’s not like Red Bull is
hiding a big secret, all of its ingredients are labelled on the can and the recipe for the drink is not
patented. Red Bull may not be able to rely for too long on its marketing tactics, which is also quite
expensive, to continue securing its status. Lastly, Red Bull’s main demographics are aging. The
company describes its customers as young, urban professionals, aged between 16-29, and it
specifically targets to the Generation Y, the ‘millennials’. Can Red Bull continue attracting the
newer young generation, year after year, using the same idea of viral marketing?
Opportunities
Red Bull continues to find ways to remain relevant and recognized through sponsorship of extreme
sports and concerts. The market for functional drinks is expected to grow almost 40% by 2013.
Red Bull can make use of this opportunity by employing several different strategies, the most
obvious of which would be expanding and exploring unsaturated markets and creating a strong
hold before other competitors can. Red Bull could also focus on R&D and come up with innovative
new ideas for drinks to diversify their product range and perhaps get the sales out of maturity. Red
Bull can also attempt to step out of the functional drinks category, and perhaps diversify into other
products like sports apparel or athletic equipment.
Threats
The most threatening threat might be increase in a health-conscious population, with fitness-gurus
and social media influencers talking about the harmful effects of drinks like Red Bull and the
toxicity they bring into the body. With schools placing bans on energy drinks, parents too are
worried about the rumored side effects of Red Bull. The worse that could happen is a change of
habits of the existing target market, although it is a long shot. Actual bans on Red Bull all over
countries itself is a major concern. On the other hand, competitors may come up with ‘healthier’
versions of energy boosting drinks, and coupled with good marketing may very well cause them
to give Red Bull some trouble where it doesn’t yet have a strong presence.
 PESTLE ANALYSIS

Model Framework: The purpose of using a weighted pestle analysis is so the factors more
relevant to Red Bull’s expansion globally can be given a higher importance and so the assessment
may be more useful. Each factor would be given a weight, corresponding its significance. Then
the model may be applied to different countries, so we may be able to achieve a comparable
analysis. Each country would be given a rating out of 5 (1 being the lowest), indicating how much
it scored in that particular factor, and any country that score high enough can be given a green
signal when considering global expansion.
For a better understanding and an estimate of what might be a good score for this analysis, I’m
choosing a base country, chosen on its relevant success with Red Bull. Ireland, with one of the
highest consumption per capita, can be considered a key market and therefore I’ve chosen it as the
country whose total score may be used to set an estimate. .
Political and Legal
Red Bull has had a controversial history with legal matters in a number of countries. The drink
had been banned in some countries including Denmark and France, due to one of its major
ingredients, Taurine, being considered detrimental to health. Moreover, the Red Bull Cola was
found to contain traces of cocaine, getting it banned in China and a few states in Germany. Some
states across the US had also been considering banning the drink to teenagers while some
supermarkets in Sweden already had placed said bans, following warnings from school
administrations that students were consuming too much Red Bull. One might argue that all of this
air of notoriety surrounding Red Bull was adding to the ‘buzz’ and actually helping it getting
noticed. But was it worth losing potential sales where the bans had been implemented? Following
are the two factors I have identified here to add to the model.

Factor Rating Weight Score

Presence of bans on sale of Red Bull 4* 0.10 0.4
Presence of age restrictions on the purchase of Red Bull 5 0.06 0.3

*Here a score of 4 indicates that Ireland doesn’t have too strict a law surrounding a ban of the
drink, so it’s a good score. It couldn’t score a 5 because of some areas placing a ban on the sale
of Red Bull Cola, which had been found to contain minute amounts of cocaine.

Economic
One of the major reasons why Red Bull needs to expand globally is because its sales are seeing
maturity in its key markets. Although, the volume of the sales being made is a staggering number,
the company must make strategic choices to reach out to unsaturated markets and keep the numbers
growing to stay in the lead.
One thing it needs to consider while expanding internationally is whether Red Bull will be able to
maintain a high industry margin in the country it’s focusing on. The company has a very few
number of production plants in a limited number of countries, and mostly works on a system of
setting up local subsidiaries who are then giving the responsibility of importing the drink into the
country. So to maintain a high margin, it is important to consider the laws surrounding import
taxes and the exchange rate between Euro and other currencies.
Additionally and quite importantly, purchasing power of the consumers must be thought about.
Red Bull, priced at €2, which is around 5 times the price of most branded soft drinks, is a premium
product. It really wouldn’t be worthwhile to enter into a market where the drink might be perceived
out of reach for the targeted consumer.

Factor Rating Weight Score

Maturity of the functional drinks market 2 0.14 0.28
Industry Margins 4 0.12 0.48
Purchasing power of consumer 4 0.10 0.40

Technology
One relevant concern for Red Bull might be the possibility of unexpected competition.
Countries with emerging technologies and a focus on R&D might prove to be trouble if they come
up with innovative alternative products using cheaper resources and thus providing consumers
with a more pocket-friendly energy drink.
Factor Rating Weight Score
Risk of Competition due to innovative alternatives 3 0.08 0.24

Socio-Cultural
This may be the most important part of the analysis because it can be used to identify
characteristics of the target market which would help suggest which countries might be worthwhile
to explore. Here, I’ve made use of the Hofstede’s dimensional model of national culture (de Mooij
and Hofstede, 2010) to better understand the sorts of people who consume Red Bull. The model
divides culture into 6 dimensions, and using the data for the base country selected (Appendix A),
I will be briefly explaining what each of dimension indicates.
  Power Distance: This refers to the extent to which people accept the unequal distribution
of power in a country. In most cases a large power distance might actually mean good
business for high-end products, as they might make one’s social status more apparent.
However, it’s important to note here, that Red Bull, despite being a premium-priced
product, is targeted at students, drivers and largely, the working-class people. Ireland
scores relatively low in power distance which indicates that Red Bull might benefit from
choosing countries with similar levels in this dimension
 Individualism: This denotes to the ‘I’ versus ‘We’ mentality in a culture. Individualistic
cultures place emphasis on freedom of choice, while collectivistic cultures let decisions be
made as group. For Red Bull, Individuality has a higher pay-off, people may be able to
make their independent decisions regarding the consumption of something of a ‘dubious’
nature, while in a group-setting, people might influence one another, parents might tell
their children to not purchase the drink and so on. Supporting this idea, Ireland scores quite
high in Individuality.
 Indulgence: Cultures that score high in indulgence suggest an optimistic lifestyle, of people
who don’t take life too seriously and focus on personal happiness. On the other hand, highly
restrained cultures show a more controlled and rigid behavior. Red Bull cannot have its
consumers overthinking their purchase of a can, they need them to be convinced Red Bull
will bring them the benefits it claims. Ireland, again, scored high in this regard.
 Uncertainty Avoidance: This dimension explains how well people cope with the unknown.
Cultures that score high in UA consist of people trying to make their lives as predictable
as possible. These are people who might avoid consuming energy drinks rumored to have
illegal substances injurious to health, just to make sure they’re doing everything in their
power to stay healthy, avoid any unwanted situations. And these are the people Red Bull
needs to avoid. Here, Ireland scores quite low on uncertainty avoidance, suggesting Irish
people are more open to exciting products.
 Masculinity: Masculine societies are expected to show more ‘manly’ characteristics such
as assertiveness as opposed to ‘feminine’ ones like care, and focus on relationships. This
dimension doesn’t really help define Red Bull’s target market well so will be given less
weightage in this analysis.
 Long-Term Orientation: People with short-term orientations search for short-term gains
and fast results. Which is why Red Bull might do well with cultures that score low in this
dimension because the drink provides just that, a caffeine-driven efficiency high for a
couple of hours.

Factor Rating Weight Score

Power Distance 4 0.05 0.20
Individualism 5 0.10 0.50
Indulgence 4 0.08 0.36
Uncertainty Avoidance 4 0.08 0.36
Masculinity 3 0.04 0.12
Long-term Orientation 4 0.05 0.20

Analysis
The total score for this pestle analysis adds up to a value of 3.14 (also the value of a centuries-old
constant), which gives us a ‘good’ standard of the environment Red Bull may find success in.
When considering global expansion, this model might be used to compare the different possible
environments and strategically analyze the move.
 Part 2- Critically appraise the arguments for and against changing
or retaining Red Bull’s current product mix.

A lot of companies that started out with one product and later achieved considerable growth,
eventually diversify their product range, or maybe bring innovative changes to the original product.
This happens because the product reaches a stage of maturity, where the sales volume peaks, the
market becomes too saturated and the company fails to bring in new customers. More often than
not, a decrease in the market share can be observed as more competitors enter the market with new
ideas and better quality, and companies need to address these challenges before they get left behind
((Productlifecyclestages.com, 2019)).
Decades after it was initially launched, Red Bull has fought the odds and been able to continue
growing and maintaining its position as the market leader in the functional drinks category, without
bringing any significant change to its product line. Presently, it has four products, none of which
deviates much from the original drink; Red Bull (Original), Red Bull Sugar free (which was
launched in2003 to tap into the ‘health conscious/weight-watching market), Red Bull Energy shot
(which is just Red Bull in a higher concentration in a smaller can) and Red Bull Cola, which it
launched in 2004. However, maybe now might be a good time for Red Bull to consider strategies
to deal with the maturity of sales it has been facing in many of its key markets. As the BCG matrix
in Appendix B indicates, the markets in Western and Eastern Europe, as well as North America,
have very high market shares but a slowed down growth rate. Business logic suggests that the
profits from these cash cows be used to expand into other regions like Asia, Latin America and
Australia to keep the company in the growth stage.
But keeping the limited product portfolio in mind, Red Bull may have other options to explore.
The Ansoff matrix in Appendix B.1 is a tool many corporations make use of when the reach
maturity and are looking for ways to move back in the growth stage. Red Bull has largely been
employing the market penetration strategy, by sustaining growth through extensive promotions,
sponsorships for events and creative advertising. It is also the strategy with the least amount of
risk attached but only if considered in the shorter-term. Competition is rising and eventually
someday could push Red Bull of its market leader status. The company is also penetrating into
newer markets like Latin America and Asia, which is also a good strategy with a relatively lower
risk attached provided it carries out its research well regarding the markets it’s exploring.
Red Bull may however need to start considering expanding its product line. The functional drinks
market is expanding, not only in the energy drinks section but an observable growth can also be
seen in the sports drink category. Major competitors like Coca Cola and Pepsi are continuously
expanding their portfolios, and some regions face Gatorade as a direct competitor. Larger
supermarkets like Tesco, have now launched their own versions of energy drinks, at a much
economical price. How long can Red Bull keep relying on its marketing tactics to retain their
consumers, while competitors starts offering better, more innovative, more efficient products?
Red Bull argues against the need to expand its product line, claiming the drink is recognized for
its efficiency, the brand’s identity is what sells it and changing how things have always been might
do more bad than good for the company. There is no way to know for sure whether bringing in
more variants of the drink might push loyal customers away or bring new customers in. Keeping
this concern in mind, my recommendation for Red Bull will be to explore product development,
but perhaps by diversifying a little away from the functional drinks category.
When one thinks of Red Bull, they think of energy, something they might need before an all-
nighter for an assignment, a long drive ahead, a tricky uphill trek and so on. Taking this idea of
being a brand that provides energy, Red Bull may consider entering the energy bar category. This
will not attach with itself the risk associated with exploring both a new product, and new customers
because a large component of the target consumer, the athletes and the students, could remain the
same. And loyal customers for Red Bull will give the bar a try at least once, so if they come up
with a good bar that tastes wonderful and provides high energy, there may be good chances the
strategy would work.
Red Bull may take it slow and smooth, analyze its priorities and then choose whether to continue
penetrating markets, developing them through global expansion or move into product
development.
 Part 3-Critically assess Red Bull’s mode of market entry into non-domestic
markets and make appropriate recommendations for future global expansion.

Red Bull almost never puts up a production plant in the country it expands its market to. Instead,
first a local well-developed network of subsidiaries is set up to manage distribution to any region.
These subsidiaries then import Red Bull from Austria and sell them to vendors in their networks.
Red Bull primarily focuses on small distributors who eventually become exclusively Red Bull
distributors. It then slowly and almost secretly attempts to infiltrate the market. The company
makes use of strategic programs to attract students by offering them free cases of drinks and
convincing them to give them out at parties and night clubs. They often recruit ‘student brand
managers’ who are used to spread the word around at campuses. These managers then report back
to the company, also acting as low cost alternatives to thorough market researches. Once Red Bull
has successfully created a ‘buzz’, it then uses a more prominent promotional act to attract people
at a larger scale.
This mode of market entry has both its pros and cons. On one hand, Red Bull avoids the expenses
associated with setting up production plants in each country. Whole teams need to be set up,
workers need to be hired and trained and so on. Often companies spend huge sums of money into
setting up factories, and faces massive losses if the expansion fails and they have to pack
everything up and go back home. But in Red Bull’s case, if the chosen market doesn’t respond as
well as the company had hoped for, they have to bear few losses apart from the money already
spent on promotions. However, Red Bull may have to face import taxes and may lose profits in
currency rate exchanges. But since the price charged for a can is so high, it’s unlikely there would
be concerning losses using this method. Additionally, being an ‘imported’ brand adds up to its
premium image among the locals and may as well be an advantage.
As to whether Red Bull will benefit more from adapting itself in the country it moves to, or
following a standardization strategy, I think it’s more of the latter with a pinch of the former. For
Red Bull standardization doesn’t just translate into saving money through economies of scale and
easier product management by utilizing the same strategies everywhere it goes, it means more than
that. For Red Bull, a unanimous brand identity through all of its markets around the globe is highly
important. It has always made a point in preserving the brand’s uniqueness and if the company
decides to start tweaking itself to better fit every market it enter, it will end up being more
detrimental to the brand image in the long run. However, some circumstances may allow for
minute changes to its promotional strategies. So for a country that yet lacks the party culture, Red
Bull may need to come up with other ideas to infiltrate its target audience.
For Red Bull to decide which countries to expand into, the PESTLE framework described in part
1 may be utilized to carefully assess each factor that may assist or hinder the process. Presently,
the company is looking to explore Asia and Latin America, both of which lie as question marks
on the BCG matrix. If we just consider the socio-cultural part of the pestle, we can identify if a
market exists and a country is worth considering.
In Asia, where most countries scored quite low on the two dimensions I previously identified as
important traits in the Red Bull consumer, indulgence and individuality, some scored closer to the
values of the base country (Appendix c.1) For example, Singapore scored quite low in Uncertainty
Avoidance and the Arab countries scored low in Long-Term Orientation, both of which are desired
scores. Rather than hoping for the entire scores to be similar, the goal is to identify the country
without extremely undesirable traits. Considering the scores in this manner points out India and
Singapore as countries that Red Bull may consider expanding into, also keeping in mind how both
countries are developing economies. Red Bull did express its intentions to also expand into Japan,
where purchasing power of the consumers was on the rise, but it may have to consider the differing
cultural values and employ appropriate promotional strategies to attract the target market.
In Latin America, the scores of all the countries being considered are distinctly similar to each
other, scoring very high on Indulgence and low in Individuality (Appendix C.2) Any of these
countries may be selected to expand into, and if add in the relative economies, Venezuela with a
GDP set to reach $334.7 billion by the end of the year and Argentina at $323.8 billion, the two
countries could prove to be profitable markets if Red Bull successfully establishes itself there.
Part 4-Critically evaluate the company’s approaches to promotion and distribution,
to include an assessment as to whether they represent sources of sustainable
competitive advantage.

Red Bull has always been recognized for making use of non-traditional, maybe even
‘revolutionary’ promotional techniques to establish its name wherever it goes. From the very
beginning, it has relied on the ‘buzz’ surrounding its name, for people to notice it, become curious
about it and eventually give in and try it, at least once. Interestingly, not a lot of people know that
this method attracting attention was actually developed out of demand, and seeing it work so well,
was permanently adopted by the company.
Back in 1987, Austria was unable to export Red Bull elsewhere, not being a member of the EU.
Additionally, Taurine was banned in all of the EU states except for Scotland, where Red Bull first
entered in the EU market in 1992. Because of the ban in the other EU countries, people chose to
bootleg the drink across the borders to meet the increasing demands. Although Red Bull wasn’t
actually on the black market, the temporary bootlegging situation quite helped create its semi-legal
image, creating that curiosity that boosted its popularity back in the day (Keller 2004).
Red Bull has seldom made use of traditional marketing methods like TV-advertisements,
billboards and film placements, methods vastly employed by larger giants like Coca Cola and
Pepsi. And even those TV ads are nothing flashy, but short and funny animated doodles. One of
the representatives from Red Bull offered an explanation as to why they do this. The company
wants to present an image of it being a small, friendly enterprise, to be more relatable to the
Generation Y and the millennial consumers who often view traditional marketing strategies with
skepticism. “We don’t want to be seen as having lots of money to spend” (Walker [ca. 2009].
However, Red Bull actually spends a huge chunk of its profits on its promotional activities, an
astounding 30%. Compared to this Coke spends only 9% of its revenues on marketing. But is all
of this money being spent actually helping Red Bull gain an edge over its competitors?
“Red Bull isn’t a drink, it’s a way of life” (Kumar, et al. 2004).

Red Bull sponsors over 500 extreme sports athletes all around the world. Some of these sportsmen
come from Formula 1 Freestyle Skiing, break dancing and rock climbing (Gschwandtner 2004).
Red Bull also is highly recognized for throwing the most ’lit’parties and arranging events filling
almost every niche, Whacky races, Air shows, DJ battles and summer festivals. In 2003, an
astounding number of 200 million people were hooked on their screens as Red Bull covered the
B.A.S.E jumper Felix Baumgartner soared from a plane 30,000 feet up in the air and continued to
fly over the English Channel to Calais at a speed of 135 mph. This was Red Bull’s tongue-in-cheek
response to ban being uplifted in France but was also use as a strategy to create ‘buzz’ and brand
recognition among the French. This is just one of the many examples of how much effort Red Bull
put in to tailoring each event and promotion specifically to each consumer group being targeted,
from country to country.
identity is for Red Bull’s target audience to be able to relate to the brand in some way. Mateschitz
claimed,“...we don’t bring the product to the people, we bring people to the product ...”
(Gschwandtner 2004),And it gives Red Bull a very valuable edge over its competitors, this pulling
of the consumer to the product through the strategies they employ, largely relying on word-of-
mouth, viral and buzz marketing. After having done it for years, they may very well call it one of
their core competencies.
(Part 3 discusses in detail how Red Bulls distribution strategies help give it a strategic edge over
competitors)
 Conclusion

Red Bull proves very well that great power lies in the ability to sell an idea, a lifestyle, and identity,
no matter people like the taste of it or not. It may not even matter that bigger giants may be offering
ten times the choices in products that you are, but if you stick with the company’s strategic intent
of envisioning growth, you may just be able to. It may be argued, that limiting their product line,
not exploring other marketing tools may stunt the company’s growth in the long run. But again.
Red Bull has been around for almost 20 years, remained true to its identity and is not yet showing
any signs of slowing down.
The company may choose to continue expanding globally and make use of their core competencies
to spin off more products on their portfolio. With any scenario, Red Bull has demonstrated time
and time again, that it knows exactly what it’s doing and if I had to conclude with a guess about
what might future be like for Red Bull, I’d guess it will not surrender to the changing market
conditions, no matter what twists and turns they bring, any time soon.

(4989 words)
Appendix A

Radar diagram representing Hofstede’s 6 cultural dimensions in the base country selected, Ireland.

Ireland
Ireland
Power Distance
100
90
80
70
60
Indulgence 50 Individuality
40
30
20
10
0

Long-Term Orientation Masculinity

Uncertainty Avoidance
Appendix B

BCG matrix indicating Red Bull’s market share and growth in different regions of the world

Stars Question marks High

Africa/
Middle east Asia

Australia/
NZ Latin
America
Relative
Market
Cows Dogs No hopers growth
Western rate
Europe

North
America

Eastern
Europe

Low

High Relative market share Low

Appendix B.1

The Ansoff Matrix, also referred to as the Product/Market Expansion Grid, is a tool used by
firms to analyze and plan their strategies for growth. The matrix shows four strategies that can
be used to help a firm grow and analyzes risk associated with each strategy.
Appendix B.3

The Product Life Cycle

Appendix C.1

Radar diagram representing Hofstede’s 6 cultural dimensions in 5 countries selected from ASIA, with
Ireland used as a standard.
These countries were selected on the basis of most similarity in scores with the standard country.

Ireland India Japan Singapore Turkey Arab Countries

Power Distance
100
90
80
70
60
Indulgence 50 Individuality
40
30
20
10
0

Long-Term Orientation Masculinity

Uncertainty Avoidance
Appendix C.2

Radar diagram representing Hofstede’s 6 cultural dimensions in 5 countries selected from LATIN
AMERICA, with Ireland used as a standard.
These countries were selected on the basis of most similarity in scores with the standard country.

Ireland Mexico Brazil Venezuela Argentina Colombia

Power Distance
100
90
80
70
60
Indulgence 50 Individuality
40
30
20
10
0

Long-Term Orientation Masculinity

Uncertainty Avoidance
References

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Gschwandtner, G.G., 2004. The Powerful Sales Strategy Behind RedBull, Selling Power
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All”

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