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During 2010, the privately held company saw sales in Brazil grow by 32 per cent, while Turkish and Japanese consumers increased their intake by more than 80 per cent. Overall, the group posted sales last year of €3.78bn ($5.17bn), compared with €3.26bn a year earlier.
In spite of its size, however, the group is still steeped in the sort of folklore and philosophical quackery that most large multinationals eschew in favour of efficiency of production. In one example of the group’s unusual approach to mass production, the caps on its bottled mineral water can be sealed only on nights when the moon is full in the sky.
This is the kind of behaviour that could infuriate shareholders of a publicly listed company. Mr Mateschitz is unambiguous about the likelihood of Red Bull appearing on the stock market in the future, however.
“Never. Thanks to our financial philosophy, we are not and never have been in need of additional capital, nor does anybody want to cash in. If we were to go public, the company would lose all of its benefits and in turn we would be left with numerous disadvantages,” he says. http://www.ft.com/cms/s/0/8733b030-de30-11e0-9fb7-00144feabdc0.html#axzz1nQrxHXt1 Some observers say that Red Bull's branding is revolutionary, calling it an 'anti-brand' strategy. The company faced additional problems in Pakistan where there were already many established drinks available.
The firm avoided usual methods of marketing, relying more on what is called 'buzz marketing' or word-of-mouth. A brand image was created and cultivated which associated the drink with youth culture and extreme and adventure-related sports, such as motor sports, mountain biking, snowboarding and dance music parties. In other countries