What do you mean by three cases of "green scratches"

The brand of Monster is launched in 16 ounce cans. For energy drinks, 16 oz is a "different". The key is differentiation. Today, Red Bull accounts for 48% of the US energy beverage market, while Monster ranks second with 25%.

Monster energy function extreme sports drink

The monster is coming! A wilder experience than Red Bull.

Monster is a new product of a small company, but it took several years to grab the market share of 17% from the boss Red Bull. Like red bull, it is a functional drink; Different from Red Bull, it provides not only functions, but also a kind of madness in people's hearts: "release the wildness".

Since Monster Energy Beverage was founded in 2002, the share price of Hansen Nature Company has soared nearly 60 times in just three years, and its market value has soared from less than 50 million dollars to 3.49 billion dollars, making it a dazzling star of Nasdaq.

The outer packaging of the "monster" is very scary, and there is a trace of an "M"-shaped monster claw on the black background. But now, IT has almost become synonymous with "vitality" in people's minds-from young college students, to IT people in the office, and even to a sweaty truck driver, "monsters" are hot among young American men.

The "monster" declared "declaring war on the ordinary" in the advertisement, trying to arouse consumers' feelings of challenging their own limits. The price of each bottle of "Monster" is equivalent to that of "Red Bull", but its load is twice that of Red Bull.

At present, the market value of energy drinks in the United States has reached $5.7 billion, and it is expected to sprint to 10 billion in 20 10. In recent years, "Monster" abruptly snatched 17% market share from the boss "Red Bull". The annual sales of "Hansen Company" also rose from $80 million to nearly $500 million, and the sales income in the first quarter of 2007 was as high as $65.438+65 million.

Looking for the "narrow door" of success

The "monster" came out of the cage, experienced twists and turns, like a girl who swallowed water enthusiastically, and finally became a "savage girlfriend".

A few years ago, Rodney &; #8226; Rodney Sachs is still an unknown South African businessman. He worked as a lawyer in Europe for many years and then immigrated to America. 1992, he and his hometown Hilton &; #8226; Schless Schlossberg began to look for beverage companies with growth opportunities, and finally bought Hansen Company in California for $6.5438+0.46 million.

At that time, "Hansen Company" mainly produced "natural soda water" and "fruit juice drinks", and its scale was similar to that of township enterprises in China in the 1990s-although it was established in 1935, its employees were only 12, and its annual sales amounted to170,000 dollars, which was almost unknown outside California.

At this time, Hansen produced healthy drinks, and the customers were women with strong economic ability. Among the thousands of beverage brands in the United States, none has a personality, let alone a giant in the market. Saks realized that selling sugar water behind the fashion trend will never get ahead. "We must create something different." He recalled.

The experience in Europe made Saks notice the rapid popularity of the energy drink "Red Bull". At that time, in the American market, the status of carbonated drinks was falling from the cloud, and consumers began to shift their interest to new drinks such as "iced tea". In this way, in 1997, Red Bull landed in the United States, and Hansen Company decided to focus on the energy beverage market that was not optimistic at that time.

Facts have proved that Sacks has grasped the changing trend of the beverage industry in time, and the "narrow door" he chose separated "Hansen" from the fierce traditional competition and entered a broad world.

In recent years, the "energy beverage market" in the United States has grown at a rate of more than 50% every year, while the growth rate of traditional soft drinks is only about 1%.

"Consumers like the refreshing function of energy drinks very much. Drinking drinks containing vitamins and calcium is good, but you won't feel its effect immediately. " Researchers say that the immediate refreshing effect keeps high-priced energy drinks selling well.

Because the price of "energy drinks" is generally $2 per can, which is more than twice that of 12 ounce coke, and the profit margin is extremely high, now the beverage giants are busy taking the soft drinks with meager profits off the shelves to make room for "energy drinks".

"Monster" invasion

Out of the idea of "fruity iced tea", 1997, "Hansen energy drink" finally reached the shelves-it is full of caffeine and sugar, and it tastes like a new popular energy drink. However, for a long time, it couldn't catch fire among young people like "Red Bull".

"Hansen is a trustworthy brand, but it often makes people feel that it belongs to women and children," Sachs said. "The core consumer groups of energy drinks are mainly men between the ages of 18-30. We need a brand-new brand, which represents boldness, avantgarde and coolness. "

After many times of market research and formulation, Saks named Hansen's new energy drink "Monster" and officially listed it in 2002.

The sensational name, coupled with a huge "M"-shaped monster claw sign on the black can, made young people who like to be unconventional quickly remember it-the "monster" drink became an instant hit.

"Personalized image is sometimes everything." When talking about the success of "monster", Businessweek pointed out that when customers are faced with hundreds of choices in convenience stores at the same time, an easily recognizable brand can completely change the fate of a beverage company.

Beverage Digest, the trade publication of American beverage industry, also thinks that "monsters may pay more attention to the shape of cans than to the study of taste." Being good at putting it out, the "monster" quickly narrowed the distance with the target consumer group.

Monsters also use low-price strategies to please consumers. Monster provides customers with 16 ounces of canned drinks, but the price is the same as that of 8.3 ounces of red bull drinks.

In addition to the function of "refreshing", "monster" tastes different. "Red Bull has some medicinal flavor, and' monster' is more refreshing," commented a fan of' monster'.

Provide another experience

When Monster was born, the share of Red Bull in the American energy beverage market was 965,438+0%. This means that for a long time, the goal of "Monster" can only become the "second" brand.

However, Sachs is full of confidence in this challenge. He has always believed that successful "second" brands are equally powerful and can even achieve higher growth rates. To this end, he chose to stand on the opposite side of Red Bull and provide "monster" consumers with an "alternative experience" different from "Red Bull".

"The first advertisement for Monster Drink was to sponsor the new monorail train in Las Vegas. For this reason, we pay $6.5438+0 million a year and enjoy the exclusive right to sell drinks at every stop along the way. "

According to saxophone's description, the appearance of these trains was painted as canned monsters. Both the driver and the staff are wearing the sign of "monster". When customers drank a bottle of "monster" on the platform, he boarded the train-as if he had walked into the belly of a huge "monster" and then experienced the feeling in the advertisement of "monster" with lightning speed-"release the wildness".

"This unique experience will make you unforgettable for the brand' Monster'." Sachs said.

The impact of this experience on consumers is sometimes unbelievable. When people are debating whether energy drinks are harmful to health, many "monster" lovers still disagree: "I would rather drink a can of" monster "than anything else, at least I will feel happy."

Vanguard personality

Focusing on the customer's experience and inner feelings and promoting drinks with marketing methods similar to fashion products are the key to the invincible "monster" in the energy beverage industry.

As a rising star, "Monster" always emphasizes the difference between himself and "Red Bull".

Red Bull's advertising slogan is: "Red Bull gives you strength", which tends to appeal to the "function" of drinks; Monsters, on the other hand, emphasize "releasing the wildness" and "declaring war on the ordinary", combine products with young people's desire to "achieve transcendence" and raise products to the level of "emotion".

Saks said that at present, there are more than 200 kinds of "energy drinks" competing for shelf space, and the key to the successful breakthrough of "Monster" lies in marketing strategy, which gives the product a "pioneering personality", which is mainly due to the sponsorship of "Monster" for "Edge Extreme Sports".

In fact, Red Bull, the leader of energy beverage industry, shocked the beverage market with its large-scale promotion activities from the beginning. Annual marketing expenses account for 30% of the total cost, while ordinary drinks usually account for only about 65,438+00%. Besides TV advertisements, they also sponsored many "concerts" and extreme sports such as "F 1 car racing" and "skiing".

Similarly, when sponsoring sports events, "monsters" basically avoid traditional channels such as TV advertisements. In recent years, "Red Bull" began to sponsor world-class top events such as "Golf Tour" and "NASCAR", which just provided opportunities for "Monster".

Monster has been focusing on a relatively small number of extreme sports, such as extreme motorcycles, surfing, skateboarding, extreme bicycles and so on. Compared with ordinary sports, these extreme sports are more exciting, avant-garde and wild, which can fully reflect the pioneering personality of "monsters".

Focusing advertising on promising athletes in marginal events will also help the company reduce costs. Hansen once signed Mike, the godfather of extreme cross-country racing, at an ultra-low price of $600 a month. #8226; Merkel also invited "Michael &; #8226; Jordan "Ricky carmichael endorsement. In these special fields, the top stars are charismatic and have many fanatical "fans".

An industry veteran believes that the "extreme athletes" that "Monster" loves are all top stars in their respective fields, and their common characteristics are adventure, avantgarde and boldness, which coincides with the emotional appeal that "Monster" hopes to convey to consumers.

It can be said that Hansen instilled the enthusiasm of "extreme athletes" into the products, thus making "monsters" full of vitality. And Hansen's loyalty to "extreme sports" has also brought such customers' loyalty to "monsters".

The vitality of the "monster" has made the performance of this small company shocking in recent years. In 2005, it ranked 26th in Businessweek's 65,438+000 fast-growing small companies and 65,438+0 in Forbes' 200 best-performing small companies. In 2006, its ranking in Businessweek rose rapidly to the second place, and it also kept the second place in the list of Forbes. It was also named the second fastest growing small company in 100 by Fortune.

This is a unique "monster".