Client Name

Red Bull Pakistan

Faculty Advisor

Dr. Amer Iqbal Awan

SBS Thought Leadership Areas

Behavioural Studies

SBS Thought Leadership Area Justification

Our project with Red Bull Pakistan aligns with the Behavioral Studies thought leadership area, as it focused on understanding and influencing consumer behavior in real-world settings. We analyzed how factors like cooler visibility and product placement affected retail purchasing, and how pricing and peer influence shaped student buying decisions which are core themes within behavioral business research.

Aligned SDGs

GOAL 12: Responsible Consumption and Production

Aligned SDGs Justification

Our project supported multiple Sustainable Development Goals (SDGs) beyond its commercial focus. It aligned with SDG 12 by promoting responsible consumption through efficient use of coolers and energy awareness among shopkeepers. It contributed to SDG 8 by helping small retailers improve sales and margins, fostering local economic growth. Lastly, it reflected SDG 4 by offering students practical, skills-based learning in a real business environment by bridging theory with meaningful application.

NDA

No

Abstract

This Experiential Learning Project (ELP) was undertaken in collaboration with Red Bull Pakistan to analyze the brand’s market performance and in-store presence across Karachi. The primary objectives were to assess consumer perception through student surveys, evaluate the condition and utilization of Red Bull-branded coolers in retail locations, and identify key barriers and opportunities for increasing sales and brand visibility at the point of sale.

Research design was two-pronged: quantitative student survey of IBA students and retail audit of 41 city stores stocking Red Bull-branded coolers. Student survey collected data from a representative sample of university students to measure awareness, consumption behavior, brand association, and potential reasons for brand disassociation. Retail audit monitored cooler condition, operational status, and sales in terms of cans weekly sold, giving on-ground insights into cooler performance and retail issues. Student survey results revealed strong Red Bull brand recall but limited frequency of use due to high price and low availability of cold cans. Health concerns and perceived lack of value were also cited by many students as negatives. The cooler audit, however, revealed serious operations and strategy problems. Nearly half of the outlets visited had broken or inoperative Red Bull coolers. Sales performance was directly related to the status and utilization of these coolers—those outlets with functioning and well-placed coolers had significantly higher weekly can sales. Three areas of concern were, however, found: shopkeepers' ignorance regarding the energy efficiency of Red Bull coolers; competitive pressure from companies like Pepsi with cash incentives for prime fridge placement; and the misuse of Red Bull coolers as display units, steering customers to other branded fridges for purchase.

To counteract these issues, a number of suggestions were put forward. Firstly, special shopkeeper training campaigns can dispel the mystique surrounding Red Bull coolers' energy efficiency. Secondly, reward-schemes can ensure improved placement and fridge use, countering the impact of competitors. Thirdly, frequent audits and assistance linked to performance can ensure compliance and cooler optimization.

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

Download

Share

COinS