Idea Transcript
Positioning of the Red Bull brand in the future markets of South Africa
Rall Naude
Research report presented in partial fulfilment of the requirements for the degree of Master of Business Administration at the University of Stellenbosch
Supervisor: Prof F.J. Herbst
Degree of confidentiality: C
March 2012
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Declaration By submitting this research report electronically, I, Rall Naude, declare that the entirety of the work contained therein is my own, original work, that I am the owner of the copyright thereof (unless to the extent explicitly otherwise stated) and that I have not previously in its entirety or in part submitted it for obtaining any qualification.
R.B. Naude
14 January 2012
Copyright © 2012 Stellenbosch University All rights reserved
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Acknowledgements I am very grateful for the support and love of my parents and friends while completing this report. Motivation and words of encouragement from everybody was very valuable during this time. I would like to thank Professor Frikkie Herbst for his guidance and patience in this process of completing the research report. Your positive attitude towards research and my topic made this task much easier. Special thanks go to Red Bull South Africa for supporting me during this time, for understanding the importance of completing this task, and for sharing very valuable research material with me. Special thanks also go to Louis Opperman for words of encouragement and the study leave given to me. I am also grateful to Amanda Matthee and Mariette Nortjé who took on the massive task of doing the language and technical editing of my research report. Most important of all: I thank my Heavenly Father for creating this desire in my heart to take on the MBA and for knowing what is best for me. May this report and degree be a testimony of Your love for Your children and a tool for building the Kingdom!
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Abstract The Red Bull brand has been in the international market since 1992 and entered the South African market in 1997. The company has seen phenomenal growth in the South African market, selling in excess of 39 million cans in South Africa during 2010. The brand created the energy drink category for the Western world. Red Bull grew the energy drink category in South Africa (SA) and with growth in profits and turnover, competitors entered the energy drink category. According to the brand strategy, the positioning of the Red Bull brand has always been premium. However, the economy and the fierce competitive environment in the energy drink category have become challenging for the brand both in terms of market share and value share. This begs the question: Is the Red Bull brand in South Africa sustainable? The brand remained premium in difficult economic times and during a time when many new brands entered the energy drink category. Hence, Red Bull’s loss of value and volume share in the energy drink category is the motivation for this study. The approach to the research includes conducting focus-group interviews with consumers and administering questionnaires. The research consists of three parts, namely Project Toro, Project Rojo and Project Matador, and was conducted by TNS Research SA for Red Bull. The research indicated that the brand is challenged in the area of pricing. Price remains the barrier of entry for new consumers purchasing Red Bull. Consumers agree that the brand must remain a premium brand. However, at some stage premium can become too premium. The price of Red Bull products will have to decrease to help ensure sustainability of the brand in South Africa. However, consumers did note that the brand must not decrease its prices too much because it will take away the status of the brand. The Red Bull brand is also challenged by the value proposition component. Competitor brands have larger cans which offer consumers value for money while Red Bull is known as the “small can” brand. As based on Red Bull’s international strategy, the efficacy and re-energising functional value of the brand are the main reasons why people still consume Red Bull. The focus that Red Bull once had on the entry-level consumer market that ensures sustainability of the brand has also been challenged by new brands in the category. Competitors have seen the opportunity created by investing in the entry-level consumer market. Red Bull SA has not been keeping up with international energy trends, which created an opportunity for competitors to launch bigger pack sizes and to be first-to-market. This has taken away value and volume share from the most valuable energy drink brand in South Africa. Renewed focus on the main findings of the research can give Red Bull the opportunity to once again be the leading brand in terms of value and volume.
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v Key words: Brand strategy Energy drinks Brand positioning Market share Pricing strategy Red Bull Sustainable brand Value proposition Value share
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Table of contents Declaration
ii
Acknowledgements
iii
Abstract
iv
List of figures
xi
List of acronyms and abbreviations
xiii
CHAPTER 1 ORIENTATION
1
1.1
INTRODUCTION
1
1.2
PROBLEM STATEMENT
2
1.2.1
Primary research question
2
1.2.2
Secondary research questions
2
1.3
RESEARCH OBJECTIVES
3
1.3.1
Primary objective
3
1.3.2
Secondary objectives
3
1.4
SUMMARY AND CHAPTER OUTLINE
3
CHAPTER 2 LITERATURE REVIEW
4
2.1
INTRODUCTION
4
2.2
BRANDS
4
2.2.1
How brands grow
4
2.2.2
Building strong brands
4
2.2.3
Attributes of the world’s strongest brands
6
2.3
THE ECONOMY AND BRANDS
6
2.3.1
Survival of the top 100 brands in a tough economic climate
6
2.3.2
Valuable learning from top 100 brand study
7
2.3.3
Influence of the recession on brands
8
2.3.3.1
TrustR
9
2.3.3.2
Value-D
9
2.3.4
Consumer behaviour towards brands
11
2.4
BRAND EQUITY
12
2.4.1
Defining brand equity
12
2.4.2
Basic principles of branding and brand equity
13
2.4.3
Building brand equity
13
2.5
CHALLENGES FOR BRANDS
14
2.5.1
Defining challenges for brands
14
2.5.2
What are the challenges that brands face?
14
2.6
MANAGING BRANDS
15
2.6.1
Defining managing brands
15
2.6.2
Process of strategic brand management
15
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vii 2.7
THE PRODUCT LIFE CYCLE
16
2.7.1
Defining product life cycle
16
2.7.2
Phases in the product life cycle
16
2.8
THE BRAND LIFE CYCLE
17
2.8.1
Defining the brand life cycle
17
2.8.2
Reality of the brand life cycle
18
2.9
PRICING OF BRANDS
19
2.9.1
Importance of brand pricing
19
2.9.2
Promotion pricing of brands
20
2.9.3
Price elasticity of brands
21
2.9.3.1
Different forms of price elasticity
21
2.9.3.2
Factors that influence price elasticity
22
2.10
THE GLOBAL BEVERAGES INDUSTRY
23
2.10.1
Battle of the brands in the soft drinks category
24
2.10.2
Trends in the USA energy market
24
2.10.3
Market leaders of energy drink brands in the USA
26
2.10.4
Consumer preference in the USA
27
2.10.5
Energy drinks and the health debate in the USA
27
2.10.6
Packaging of energy drink brands
28
2.11
TRENDS IN THE SOUTH AFRICAN ENERGY DRINK CATEGORY
28
2.11.1
Energy drinks and sports drinks
28
2.11.2
Market leaders of energy drink brands in SA
30
2.11.3
Energy brands and the health debate in SA
31
2.11.4
Pack size trends of energy brands in South Africa
31
2.12
THE MARKETING MIX
32
2.12.1
Defining the marketing mix concept
32
2.12.2
The importance of the marketing mix for a brand
33
2.13
THE MARKETING ENVIRONMENT
33
2.14
BRAND AND PRODUCT POSITIONING
34
2.14.1
The importance of brand positioning
34
2.14.2
How important is differentiation?
35
2.14.3
Points of parity versus points of difference
36
2.14.3.1 Defining points of parity and points of difference
36
2.14.3.2 Key considerations in choosing points of difference
37
2.15
ESTABLISHING BRAND POSITIONING
38
2.15.1
The target market
38
2.15.2
Brand and company strategy
39
2.15.2.1 Defining brand strategy
39
2.15.2.2 Dependable strategic approaches
40
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SCANNING THE ENVIRONMENT
40
2.16.1
Defining scanning the environment
40
2.16.2
Components of the external environment
40
2.16.2.1 The microenvironment
40
2.16.2.2 The company’s industry and competitive environment
42
2.16.2.3 What are the industry’s dominant economic features?
42
2.16.2.4 What kinds of competitive forces are industry members facing?
43
2.16.2.5 Five forces impacting the global beverages industry
43
2.16.2.6 What factors are driving industry changes and what impacts do they have?
45
2.16.2.7 What market positions do rivals occupy?
46
2.16.2.8 What strategic moves are rivals likely to make next?
46
2.16.2.9 What are the key factors for future competitive success?
46
2.16.2.10 Does the outlook for the industry present the company with an attractive opportunity? 47 2.17
SCANNING THE INTERNAL ENVIRONMENT
47
2.17.1
Internal analysis
47
2.17.2
Swot analysis
47
2.17.2.1 Strategies to follow after Swot analysis
48
2.17.3
Competitive strategies
48
2.17.4
The five types of competitive strategies
49
2.17.4.1 Low-cost provider strategy
49
2.17.4.2 Broad differentiation strategy
50
2.17.4.3 Best cost provider strategy
51
2.17.4.4 Focused low-cost strategy
51
2.17.4.5 Focused differentiation strategy
51
2.18
52
CONCLUSION
CHAPTER 3 RESEARCH METHODOLOGY
54
3.1
INTRODUCTION
54
3.2
RESEARCH APPROACH AND PHILOSOPHY
55
3.2.1
Research philosophy
55
3.2.2
Research approach
55
3.3
RESEARCH DESIGN AND METHODOLOGY
56
3.3.1
Objective of the research
56
3.3.2
Research strategy
56
3.3.3
Data collection
57
3.4
CREDIBILITY OF DATA
57
3.4.1
Reliability
57
3.4.2
Validity
57
3.5
CONCLUSION
58
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ix CHAPTER 4 UNDERSTANDING THE RED BULL BRAND
59
4.1
INTRODUCTION
59
4.2
UNDERSTANDING THE RED BULL BRAND
59
4.2.1
Brand positioning
60
4.2.2
Who is Red Bull?
60
4.2.3
How does Red Bull the company see itself?
61
4.2.4
The brand’s target consumers
61
4.2.4.1
The attitudinal and user target groups
61
4.2.4.2
Creative target group
62
4.2.5
Winning consumers
62
4.2.6
The competitive environment
63
4.2.7
The Red Bull marketing mix
64
4.3
THE RED BULL BRAND IN SOUTH AFRICA
65
4.3.1
Introduction
65
4.3.2
South African demographics
65
4.3.3
Potential Red Bull market in SA
66
4.4
CONCLUSION
66
CHAPTER 5 RESULTS OF QUALITITAVE RESEARCH
67
5.1
INTRODUCTION
67
5.1.1
Project Toro
67
5.1.2
How does conjoint analysis work?
68
5.1.3
Benefits of conjoint research
68
5.1.4
Price elasticity of the Red Bull brand
69
5.1.5
Importance of price versus brand
69
5.1.6
The influence of pricing on the Red Bull brand SOP
69
5.1.7
Findings of Project Toro
71
5.2
PROJECT MATADOR
71
5.2.1
Introduction
71
5.2.2
Sample of Project Matador
72
5.2.3
Red Bull brand performance versus key performance indicators (KPIs)
73
5.2.4
Reasons for increased consumption, decreased consumption and non-consumption of the brand 74
5.2.5
Consumption of energy brand across age groups
75
5.2.6
Red Bull brand image
75
5.2.7
Findings of Project Matador
76
5.3
PROJECT ROJO
76
5.3.1
Sample for Project Rojo
77
5.3.2
Energy drink category overview
78
5.3.3
How do consumers perceive energy brands?
78
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Drivers of brand choice for consumers
80
5.3.5
Consumer discussion on Red Bull brand pricing
80
5.3.6
Findings of Project Rojo
81
5.4
CONCLUSION
82
CHAPTER 6 SUMMARY, CONCLUSION AND RECOMMENDATIONS
83
6.1
INTRODUCTION
83
6.2
THE PRIMARY RESEARCH QUESTION AND OBJECTIVES
83
6.3
SUMMARY OF MAIN FINDINGS
83
6.3.1
Consumer perception of the Red Bull brand
83
6.3.2
Influence of price on the Red Bull brand
84
6.3.3
The value proposition
84
6.4
PRIORITIES AND RECOMMENDATIONS GOING FORWARD
85
6.4.1
Pricing and brand positioning priorities
85
6.4.2
Value proposition priorities
85
6.4.3
Drivers of brand choice priorities
85
6.4.4
Entry point consumer priorities
85
6.5
FURTHER RESEARCH
85
REFERENCES
86
APPENDIX A: QUESTIONNAIRE OF PROJECT ROJO
88
APPENDIX B: QUESTIONNAIRE OF PROJECT MATADOR
94
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List of figures Figure 2.1: Customer-based brand equity pyramid
5
Figure 2.2: Value-D
10
Figure 2.3: TrustR
10
Figure 2.4: Brandz Top 100 Most Valuable Global Brands 2011
12
Figure 2.5: Price tiers in ice cream market
20
Figure 2.6: Global beverages market volume
23
Figure 2.7: Beverage brands in top 100 brands
24
Figure 2.8: Energy drink brand sales in USA for 52 weeks ending 15 May 2011
26
Figure 2.9: Growth of energy and sports drinks in past 24 months
29
Figure 2.10: Energy drinks versus sports drinks in terms of value share
29
Figure 2.11: Brand shares in value over past 12 months
30
Figure 2.12: Brand shares in volume over past 12 months
30
Figure 2.13: Pack size trends of energy brands in South Africa
32
Figure 2.14: The four P components of the marketing mix
32
Figure 2.15: Sellers’ four Ps and buyers’ four Cs
33
Figure 2.16: Factors influencing the marketing strategy of a company
34
Figure 2.17: Brand user perceptions of differentiation in the soft drink (UK) and banking (Australia) categories
35
Figure 2.18: Consumer segmentation bases
38
Figure 2.19: The five key steps in segmenting a market
39
Figure 2.20: Components of a company’s microenvironment
41
Figure 2.21: The basic dimensions of a sustainable business model
42
Figure 2.22: The Five Forces model of competition
43
Figure 2.23: Forces driving competition in the global beverages market
44
Figure 2.24: The five generic competitive strategies
49
Figure 3.1: A typology of research designs
54
Figure 4.1: Red Bull brand mission
59
Figure 4.2: Red Bull Brand positioning
60
Figure 4.3: The Red Bull brand personality
61
Figure 4.4: Red Bull creative and attitudinal target groups
62
Figure 4.5: Brand versus product
63
Figure 4.6: Red Bull brand competitive environment
63
Figure 4.7: The Red Bull marketing mix
64
Figure 4.8: The four main racial groups in SA
65
Figure 4.9: LSM shift 2005 to 2010
66
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xii Figure 5.1: Project Toro sample
68
Figure 5.2: Importance of price versus brand
69
Figure 5.3: Current SOP supermarkets
70
Figure 5.4: Proposed price changes
70
Figure 5.5: Proposed brand recovery with price adjustments
71
Figure 5.6: Methodology and sample of Project Matador
72
Figure 5.7: Sample structure for Project Matador
72
Figure 5.8: KPI shifts across age groups
73
Figure 5.9: KPI shifts across race groups
73
Figure 5.10: Reasons for decreased consumption
74
Figure 5.11: Reasons for never consuming
75
Figure 5.12: Energy drink brand consumption across age groups
75
Figure 5.13: Top 10 brand associations of Red Bull versus Play
76
Figure 5.14: Top-of-mind associations with energy drinks
77
Figure 5.15: Sample for Project Rojo
77
Figure 5.16: Drivers of brand choice
78
Figure 5.17: Brand and status positioning
79
Figure 5.18: Comparison of brand images
79
Figure 5.19: Energy drink brand ownership in terms of consumer choice
80
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List of acronyms and abbreviations FMCG
fast moving consumer goods
GDP
gross domestic product
KPIs
key performance indicators
KSFs
key success factors
LSM
life style measure
MBA
Master’s degree in Business Administration
PLC
product life cycle
PODs
points of difference
POPs
points of parity
SA
South Africa
SOP
share of preference
SWOT
strengths, weaknesses, opportunities, threats
T&A
trial and awareness
USA
United States of America
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1
CHAPTER 1 ORIENTATION 1.1
INTRODUCTION
Red Bull the brand has been giving people “wiiings” since 1987 – respected, adored and admired by so many South Africans and international consumers. What is the Red Bull vision? “Give wiiings to people and ideas.” Red Bull promises not only to give the consumer “wiiings”, but also “vitalize body and mind”. The owner of Red Bull, Dietrich Mateschitz, was a travelling sales representative when the idea of this amazing brand was born in 1984 and then launched in 1987. Dietrich Mateschitz did not only launch a new product in the Austrian market he also created a new category. Only in 1992 did Red Bull spread its wings to become an international company and brand. What is a brand? According to Keller, a brand is a “name, term, sign, symbol, or design or a combination of them, intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of the competition" (2008: 2). Red Bull is a brand that enables consumers to “do what they want to do, and the ability to realise dreams”. Established in South Africa by 1997, this market has grown to become the 33rd biggest market of the 161 countries that Red Bull does business in. The Red Bull brand is built on a can of energy and a marketing mix that aims to connect emotionally with consumers. In 2010, Red Bull sold 4 billion cans worldwide of which South Africans consumed 39.5 million cans. In the South African market, the business grew from a 4.5 million can business in 1998 to 39.5 million cans in 2010. It is a privilege to work for a brand where the owner dislikes to be called the “Boss", "President” or “Chairman” even though these are his titles. Like a person, the Red Bull brand has its own personality traits and attitudes. The Red Bull brand is professional, successful and serious, but definitely not a brand where employees take themselves too seriously. The combination of great product experience as well as aspiration makes consumers consider Red Bull as their preferred choice. “Customer-based brand equity occurs when the consumer has a high level of awareness and familiarity with the brand and holds some strong, favourable, and unique brand associations in memory" (Keller, 2008: 53). During the past 12 months, the Red Bull brand has lost value share. In May 2010, the brand had 43 percent value share as against only 37.2 percent in May 2011. Many new brands have entered the energy drink category that has made the market very competitive. Over the past 12 months, Red Bull has been challenged on volume share, and in May 2010 the brand had 30.7 percent market share. The April 2011 reports reflect that the Red Bull brand only had 26.4 percent of the volume in the energy drink category (AC Nielsen, 2011). The waves of the economic recession of
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2 2008 to 2009 are still being felt; premium brands will most likely suffer the consequences of consumers having less money in their pockets. "Products, like people, have been viewed as having a life cycle. The concept of product life cycle describes the stages a new product goes through in the marketplace: introduction, growth, maturity and decline” (Kerin, Hartley, Berkowitz & Rudelius, 2006: 288). The product life cycle does not only refer to the management of the physical product but also the management of a service or a brand like Red Bull. Hence, throughout this research report, the term product life cycle also refers to brand life cycle. 1.2
PROBLEM STATEMENT
The energy drink market in South Africa is growing at a rapid pace. Unfortunately, with such growth in a category new brands will enter the market to gain market share of this highly profitable category. Shoprite/Checkers, a major retailer in South Africa, has also started to import its own “private label” brand, realising the profits that the category holds. “Primary brands manufacturers are very aware that the basis of competition has shifted; no longer can retailers’ own labels be regarded as a poor alternative to brands” (De Chernatony et al., 1992). During the past two years, 20,453,385 litres of energy drinks have been sold in South Africa. Expressed in rand terms, that would be equal to R1 014 287 011. Over the past two years, the energy drink category has grown by 23.1 percent in volume and 25.3 percent in value while sports drinks have grown at 2.4 percent in volume and 5.2 percent in value (AC Nielsen, 2011). The Red Bull brand has always been the leader in the energy drink category expressed in rand terms, but have lost share in volume. Research undertaken in 2011 indicates that Red Bull had a 30.7 percent market share 12 months ago and currently only has 26.4 percent. All the new entrants in the energy category are challenging Red Bull as a brand. Many factors could have an effect on the brand market share. One such factor is the economic climate, which puts pressure on to consumers to “trade down” due to the value proposition that another brand may offer. “In the current recessionary climate it has become increasingly common to see brand manufacturers promoting on price. If a low price strategy is to be competitive, it will only be viable if consumers are cognizant of brand prices” (De Chernatony et al., 1992). Red Bull is a premium brand and therefore would not even be able to consider a low cost pricing strategy. 1.2.1
Primary research question
The primary research question is the following: What is the sustainability and future of the Red Bull brand in South Africa? 1.2.2
Secondary research questions
The following secondary research questions will help to clarify the objectives of this study:
What strategies is Red Bull following to keep its strength as a brand in South Africa?
Who are the main competitors of the Red Bull brand in South Africa?
How are other brands in the energy category positioning themselves strategically?
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Can the Red Bull brand survive in this competitive energy market?
What is the price elasticity of the brand versus competitors?
Who is the typical Red Bull brand supporter?
1.3
RESEARCH OBJECTIVES
1.3.1
Primary objective
The primary objective of this study is to make recommendations to Red Bull South Africa (Red Bull SA) that will keep the brand competitive in the future markets of this country. 1.3.2
Secondary objectives
The following secondary objectives have been identified:
Establish where the brand finds itself on the product life cycle;
Establish the strength of the Red Bull brand in South Africa;
Gain knowledge and a better understanding of other brands/competitors in the energy category;
Establish possible strategies that can be followed to keep the brand competitive in the South African market;
Establish local and international trends in the energy market; and
Establish the possible critical success factors of the other brands in the energy category.
1.4
SUMMARY AND CHAPTER OUTLINE
Red Bull as a brand is challenged in the South African market, both in terms of market share and value share. The days of being the only energy drink brand in a category that did not exist until a few years ago are over. Many new brands have entered the energy drink market, creating intense rivalry between brands in this category. The Red Bull brand is a premium brand. As such, it will encounter challenges in a difficult economic climate. Bearing the tough economic climate in mind, major retailers have realised that there might be an opportunity in offering their own energy drink brands to consumers at a cheaper price. As a result, the sustainability of the brand and all the external factors that challenge the brand must be questioned. Hence, the challenges that the Red Bull brand is facing in a highly competitive energy drink category have become the motivation for this research report. Going forward, Chapter 2 covers a literature review on various aspects of branding to provide context for this study on Red Bull’s branding. Chapter 3 explains the research approach and research philosophy that underpin this study. Chapter 4 explores the Red Bull brand, its key messages and target consumers. Chapter 5 unpacks the results of the qualitative study to provide insight into consumers’ view of the brand. Chapter 6 provides a summary of the research findings, a conclusion and pointers for future research.
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CHAPTER 2 LITERATURE REVIEW 2.1
INTRODUCTION
This chapter covers a literature review on relevant brand information that will help to address the research questions and objectives of this study. Brand information for the purposes of this study includes brand equity, the marketing mix, the brand life cycle, and trends in the local and global markets for energy drinks. This will help to provide context for a closer look at the Red Bull brand. 2.2
BRANDS
What is a brand? According to Keller, a brand is a “name, term, sign, symbol, or design or a combination of them, intended to identify the goods and service of one seller or group of sellers and to differentiate them from those of the competition" (2008: 2). 2.2.1
How brands grow
According to Sharp, "Growth is an ingrained part of our business culture. Marketing departments are expected to plan for and deliver growth. The main reason for this obsession with growth is the substantial fixed costs of most firms; this means that companies experience dramatic increases in profitability if they increase sales, and profits can be wiped out by comparatively small sales losses. So growth is very attractive. However, market share growth is difficult. Markets are more competitive than ever. Marketers have to work very hard just to retain their current market share position; run very fast just to stand still” (2010: 17). Sharp states in his book that brand sales volume depends on how many buyers the brand has and how often they buy the brand. Multiplying the number of buyers with how often they buy the brand equals the sales of the brand. "So a brand could be large because it is bought very often by its buyers, without having many buyers” (Sharp, 2010: 17). Cross-selling, therefore, remains a good strategy to encourage current customers to buy different products that are part of the brand stable. 2.2.2
Building strong brands
According to Keller (2008: 59), there are four steps in building a successful brand. However, he notes that each step is contingent on successfully achieving the objectives of the previous steps. i)
Ensure identification of the brand with customers and an association of the brand in the customers’ minds with a specific product class or customer need;
ii)
Firmly establish the totality of brand meaning in the minds of customers by strategically linking a host of tangible and intangible brand associations with certain properties;
iii)
Elicit the proper customer responses to this brand identification and brand meaning;
iv)
Convert brand response to create an intense, active loyalty relationship between customers and the brand.
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5 The four steps as discussed by Keller is a representation of questions that customers would normally ask about brands. The four questions that consumers ask are: i)
Who are you? (brand identity)
ii)
What are you? (brand meaning)
iii)
What about you? What do I think or feel about you? (brand responses)
iv)
What about you and me? What kind of association and how much of a connection would I like to have with you? (brand relationships)
The steps in the "brain ladder” therefore starts with identity which develops into meaning which is then followed by responses and relationships. A brand can only have meaning once it has created identity. Keller created six “brand building blocks” in terms of customers. These building blocks are arranged in the shape of a pyramid. A brand only achieves brand equity once it reaches the top of the pyramid. “Brand salience measures awareness of the brand, for example, how often and how easily the brand is evoked under various situations or circumstances. To what extent is the brand top of mind and easily recalled or recognised?” (Keller 2008: 60). Brand salience is important for customers because it helps them identify which of their "needs" the brand will satisfy.
Figure 2.1: Customer-based brand equity pyramid Source: Keller, 2008: 60.
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6 2.2.3
Attributes of the world’s strongest brands
Keller (2000: 147) writes in the Harvard Business Review that strong brands share ten attributes. He writes the following about the world's strongest brands: i)
“The brand excels at delivering the benefits consumers truly desire. Do you focus relentlessly on maximising customers’ product and service experience?”
ii)
“The brand stays relevant. Are you in touch with your customers’ tastes, current market conditions, and trends?”
iii)
“The pricing strategy is based on consumer perceptions of value. Have you optimised price, cost, and quality to meet or exceed customer expectations?”
iv)
“The brand is properly positioned. Have you established necessary and competitive points of parity with competitors? Have you established desirable and deliverable points of difference?”
v)
“The brand is consistent. Are you sure that your marketing programs are not sending conflicting messages?”
vi)
“The brand portfolio and hierarchy makes sense. Can the corporate brand create a seamless umbrella for all the brands in the portfolio? Do you have a brand hierarchy that is well thought out and well understood?”
vii)
“The brand makes use of and coordinates a full repertoire of marketing activities to build equity. Have you capitalised on the unique capabilities of each communication option while ensuring that the meaning of the brand is consistently represented?”
viii)
“The brand’s managers understand what the brand means to consumers. Do you know what consumers like and do not like about your brand? How do you create detailed, research-driven portraits of your target customers?”
ix)
“The brand is given proper, sustained support. Are the successes or failures of marketing programs fully understood before they are changed? Is the brand given sufficient R&D support?”
x)
“The company monitors sources of brand equity. Have you created a brand charter that defines the meaning and equity of the brand and how it should be treated? Have you assigned explicit responsibility for monitoring and preserving brand equity?”
2.3
THE ECONOMY AND BRANDS
2.3.1
Survival of the top 100 brands in a tough economic climate
The world’s top 100 brands for 2011 have survived the most challenging economy that we have experienced in the past 80 years. A recent study indicated that the value of the top 100 brands have increased by 64 percent since 2006. It also states that the market value of these brands grew by 35.9 percent in comparison with the decrease of 1.1 percent in the S&P 500. According to David Roth (2010), "It is not that strong brands always are immune to the vicissitudes of the market and fate. They’re not. But strong brands are more protected, prepared, resourceful and resilient.
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7 They’re inoculated with product innovation, marketing acumen, customer closeness, trust and responsible citizenship”. Roth also states that it is very important to have a strong brand because consumers who are experiencing a recession are less trustful and much more thoughtful about what they purchase. Statistics also indicate that only 7 percent of consumers base their purchasing decision on price alone. That would be 20 percent less than 10 years ago. By implication, 81 percent of consumers still regard brand as an important consideration when purchasing a product. Apple is now officially the world's most valuable brand, having increased by 84 percent to $153.3 billion. The success of the Apple brand is due to the broadened strategy followed by the company. The majority of brands grew by 24 percent during the recession, once again demonstrating the strength of brands even in times of recession. Apple is not the only brand that is performing well. Other brands that are worthwhile mentioning include Facebook, Amazon and Baidu. Facebook has increased in brand value by 246 percent to $19.1 billion and is now number 35 of the top 100 brands. Amazon has beaten Wal-Mart to become the number one retail brand, rising 37 percent in brand value to $37.6 billion. The other surprise is the Chinese search engine Baidu which increased by 141 percent in brand value to $22.6 billion, ranking at number 29. The vehicle manufacturer Toyota has also recovered to be the number one vehicle brand again. The challenges that Toyota faced illustrate how strong brands can recover from major challenges. 2.3.2
Valuable learning from top 100 brand study
A study of the world’s top 100 brands in 2011 highlights the following commonalities (Brandz Top 100 Most Valuable Global Brands 2011):
Anticipate change: Study the horizon for changes as they rise into view and be ready for changes that seem to materialise from thin air.
Understand change: Especially in a chaotic world, insight is the basis for forming a coherent strategy. When the dots fly apart, ask why. As they float randomly, try to reconnect them.
Stand for something original: Competitors are staring at the same dots and forming some of the same patterns. Make your response original and brand specific.
Stand for something consistent. Every new trend is tempting and may even drive sales, at least at first.
Stand for something more. CSR is nice but not enough. Make social action relevant to the brand and sincere. Consumers dismiss window dressing. Fix any supply chain problems that potentially harm people, and minimize impact on the environment.
Innovate: Easy to say, hard to do – but consumers expect leading brands to deliver the future.
Differentiate: Create a brand personality that is clear and resonates with the consumer emotionally. That connection generally is harder to copy than functional advantages and it builds more valuable brands.
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Converse with customers: The customer is not always right. However, in the world of social media customers always are heard and generally offer useful opinions.
Talk clearly: Ensure that the brand is heard above all the noise, and invest in the content that people talk about and share.
Listen closely: A customer who talks about a brand cares about it. One good opinion can quickly yield insights to inform important brand improvements and lift sales.
Be honest: To err is human. To cover up is unforgivable – especially in a transparent, socially-networked world.
Be open: Transparency is a buzzword because it covers everything from pricing to problems. It is essential and expected.
Build trust: Mistrust may be the default consumer attitude coming out of the recession. Trust can be difficult to build but it is powerful when it has been established.
Deliver a great experience: Introducing and polishing shiny objects is fine as long as they work reliably and do not cause costumer frustration.
Deliver value: Post-recession consumers appreciate durability, quality and heritage, and they expect to purchase them at a fair price.
Grow brand value: Brand value translates into sales, customer loyalty and resilience even during the toughest economic times.
Protect brand value: Every communication or interaction with a customer needs to fulfil the brand promise.
Be consistent but flexible: Deliver the same coherent double message across cultures, but express it for local comprehension.
Measure: In the digital world, measuring is easy. However, look beyond the number of clicks. Old school ROI still is important.
Act now: Consumer confidence remains shaky. Government treasuries are thin. But life goes on. Consumers will respond eagerly to brands that offer something real and relevant to the lives.
Break the rules: Today's practices sometimes calcify into tomorrow's rules. Then blind obedience, always limiting, becomes self-defeating.
2.3.3
Influence of the recession on brands
The word recession is defined by Roux as “when two successive quarterly declines in the real gross domestic product (GDP) are recorded" (Roux, 2011: 33). “In the current recessionary climate it has become increasingly common to see brand manufacturers promoting on price. If a low price strategy is to be competitive, it will only be viable if consumers are cognizant of brand prices” (De Chernatony et al., 1992).
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9 "Two of the key changes relate to eroded levels of trust in institutions and a shifting calculus of value. It’s especially important for brands to understand these changes now, as the economy shifts from recovery into a period of real growth" (Roth, 2011). Research done by Roth indicates that two original metrics still provide insights on brands. Roth defines these metrics as Trust-R and ValueD. Research shared in his study about the top hundred brands is based on 2 million consumer interviews in 30 countries and developed over 13 years. 2.3.3.1 TrustR "TrustR is a composite measurement of the level of Trust and Recommendation a brand inspires. Trust is the consumer’s belief, cultivated over time, in the efficacy of the brand. Trust is strongest when linked with Recommendation, the consumer’s belief, grounded in recent experience that the brand continues to fulfil its promise. The average TrustR score (Trust + Recommendation divided by two) is 100. A good score is 105 or more. A poor score is 95 or less” (Roth, 2011; Brandz Top 100; PowerPoint presentation). 2.3.3.2 Value-D “Value-D measures the gap between the consumer's desire for a brand and the consumer's perception of the brand price. Greater desire overcomes the barrier of price. By quantifying this gap, Value-D helps brands to optimise the sales, profit and marketing positioning potential. Generally, scores are 105 or above in value and 95 or below in price. While there is no absolute best Value-D score, in general a high Value-D score is good because it indicates a strong level of consumer desire for the brand” (Roth, 2011). “Overall, the Top 100 most valuable global brands tend to perform well in both TrustR and ValueD. In other words, highly valued brands are trusted, recommended and strike the right balance between Desire and Price” (Roth, 2011). These results from the top 100 illustrate that finding:
Top 100 average Trust score: 106;
Top 100 average Desire score: 111;
Top 100 average Value-D score: 106.
In the soft drink category, Coca-Cola appeared as the only trusted brand (103). Normally, soft drinks score low on trust and recommendation. Interestingly enough, Coca-Cola also has one of the highest desires scores (125). Consumers also rated Coca-Cola to be one of the best value brands as the brand scored 126 points on Value-D.
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Figure 2.2: Value-D Source: Top 100 Brandz study, 2011.
Figure 2.3: TrustR Source: Top 100 Brandz study, 2011.
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11 According to Arnaud Frade from TNS Research, the global recession has affected consumer behaviour. He states that consumers do not stop buying in difficult times; they re-evaluate and think more about what they buy. Consumers also look for better value which is not necessarily a lower price and they seek anchors. Trust is also very important to them. In the shopping process, small luxuries replace big ones which add some cheap and instant cheer for the consumer. Consumers also look for more information on brands, which gives them reason to believe in the brand. 2.3.4
Consumer behaviour towards brands
“Frugality eased last year, but consumers didn’t spend frivolously, suggesting that brands will continue to feel the impact of the recession-accelerated shift to considered – rather than conspicuous – consumption. Overall, consumers sought quality at a good price. Changes in shopping behaviour touched most sectors as consumers emerged from the recession more sceptical and savvy and more empowered by digital technology to search for the best prices and most trusted reviews” (Roth, 2011). The changes in shopping behaviour had to influence the way that brands communicate to the consumer. The majority of leading brands focused on increased investment in social media. "With Facebook sites, YouTube videos and mobile apps, brands attempted to cultivate the long-term loyalty of ‘Millennials’, now in their teens and twenties. At the same time, brands were to retain the parent generation relatively wealthy “Boomer” customers, the oldest of whom turned 65 this year” (Roth, 2011). The brands that consumers support have been driven by themes and emotional decisions. The success of top brands in the future and in the current tough market will depend on the ability of brands to strategically align themselves with consumer concerns and emotional needs. Roth noted and identified some of these themes to be the following:
Assertion of individuality: Consumers want to express themselves. This can be done via the internet or in the apparel that they choose to wear or consume.
Concern for personal health and wellness: Consumers are now more aware than ever before about the food that they consume and their physical appearance. Personal care has become very important to the modern consumer.
Concern about the environment: Consumers have also become "green" in their shopping habits.
Concern about product provenance: Consumers have the need to feel good about their possessions. Many consumers want to know where the product or brand that they support comes from. The process of producing this brand or product is very important to them in having a clear conscious.
The changes seen in the media play a significant role in the presence of a brand in consumers’ lives. As a result, brands are more interactive with consumers than ever before.
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Figure 2.4: Brandz Top 100 Most Valuable Global Brands 2011 Source: Top 100 Brandz study, 2011. 2.4
BRAND EQUITY
2.4.1
Defining brand equity
Kotler and Keller describe brand equity in the following way: “Brand equity is the added value endowed to products and services. This value may be reflected in how consumers think, feel and act with respect to the brand, as well as the prices, market share, and profitability that the brand commands from the firm” (Kotler et al., 2006:2 76). The concept of brand equity, according to Keller, was one of the most important marketing concepts in the 1980s. Keller noted that the term brand equity was both good and bad news to marketers. He describes the good news of brand equity as follows: “… brand equity has elevated the importance of the brand in marketing strategy and provided focus for managerial interest and research activity” (Keller, 2008: 37). The bad news of brand equity was described as follows: "… confusingly the concept has been defined in a number of different ways for a number of different purposes" (Keller, 2008: 37). There are many different views on brand equity. Luckily, "most observers agree that brand equity consists of the
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13 marketing effects uniquely attributable to the brand" (Keller, 2008: 37). Brand equity has also been described as "the added value a given brand name gives to a product beyond the functional benefits provided” (Kerin, Hartley, Berkowitz & Rudelius, 2006: 300). The value created by brand equity holds certain advantages, namely it creates a competitive advantage and the ability for the brand to sell at a higher price. As Keller states, “Customer-based brand equity occurs when the consumer has a high level of awareness and familiarity with the brand and holds some strong, favourable, and unique brand associations in memory” (Keller, 2008: 53). 2.4.2
Basic principles of branding and brand equity
Marketing specialists agree that there are basic principles of branding and brand equity (Keller, 2008: 38):
Differences in outcomes arise from added value endowed to a product as a result of past marketing activity for the brand.
This value can be created for a brand in many different ways.
Brand equity provides a common denominator for interpreting marketing strategies and assessing the value of a brand.
There are many different ways in which the value of a brand can be manifested or exploited to benefit the firm (in terms of greater proceeds or lower cost or both).
2.4.3
Building brand equity
According to Kotler and Keller, brand equity can be built. Hence, they have identified three sets of brand equity drivers:
The initial choices for the brand elements or identities making up the brand (e.g. brand names, URLs, logos, symbols, characters, spokespeople, slogans, jingles, packaging and signage) (Kotler et al.,2006: 281).
The product and service, and all accompanying marketing activities supporting marketing programmes (Kotler et al., 2006: 281).
Other associations indirectly transferred to the brand by linking it to some other entity (e.g. a person, place or thing) (Kotler et al., 2006: 281).
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14 2.5
CHALLENGES FOR BRANDS
2.5.1
Defining challenges for brands
“Changes in consumer tastes and preferences, the emergence of new competitors or new technology, or any new development in the marketing environment could potentially affect the fortunes of brands” (Kotler et al., 2006: 281). According to Kotler and Keller, there are many examples of brands that were once strong and admired. Many of these brands have fallen over time and not all of them have managed to recover fully after they have lost their stronghold. Kotler and Keller state that restoring brands are possible if the brand manages to “return to its roots” and, if new, sources of brand equity can be found. Further to this, it is also important for the brand to understand what its brand equity was in the first place. Future strategy on market positioning is also be very important; in many cases the positioning of the brand is not the issue but rather the failure of the brand to deliver the promises made to consumers in the marketing programme. 2.5.2
What are the challenges that brands face?
Keller noted the following as some of the challenges that brands face in a complex and competitive business environment:
Savvy customers: “Increasingly consumers and businesses have become more experienced with marketing, more knowledgeable about how it works, and more demanding. A well-developed media market pays increased attention to companies’ marketing actions and motivations. Consulting firm Brand Keys conducts annual surveys and has found that consumers’ expectations of what they want from brands are on average 13 percent higher than what they think brands will deliver for them, and the gap is growing” (Keller, 2008: 30).
Brand proliferation: “Another important change in the branding environment is the proliferation of new brands and products, in part spurred by the rise in line and brand extensions. As a result, a brand name may now be identified with a number of different products with varying degrees of similarity” (Keller, 2008: 35).
Media fragmentation: “In the marketing environment is the erosion or fragmentation of traditional advertising media and the emergence of interactive and non-traditional media, promotion and other communication alternatives” (Keller, 2008: 35).
Increased costs: “At the same time that competition is increasing, the cost of introducing a new product or supporting an existing product has increased rapidly making it difficult to match the investment and level of support that brands were able to receive in previous years” (Keller, 2008: 35).
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Greater accountability: “Marketers often find themselves responsible for meeting ambitious short-term profit targets because of financial market pressures and senior management imperatives. Stock analysts value strong and consistent earnings reports as an indication of long-term financial health of the firm. As a result, marketing managers may find themselves in the dilemma of having to make decisions with short-term benefits at long-term costs (such as cutting advertising expenditures)” (Keller, 2008: 35).
2.6
MANAGING BRANDS
2.6.1
Defining managing brands
Brands have to be managed to ensure that they hold value for the consumer and maintain brand equity. “Strategic Brand Management involves the design and implementation of marketing programs and activities to build, measure, and manage brand equity” (Keller, 2008: 38). 2.6.2
Process of strategic brand management
The process of strategic brand management is summarised in four steps by Keller:
Identifying and establishing brand positioning: The process of strategic brand management originates from the understanding of what the brand represents and the process of positioning versus the competitors. “Brand positioning can be defined as the act of designing the company's offer and image so that it occupies a distinct and valued place in the target customer’s mind” (Keller, 2008: 38). A map should be created of the brand and the competitors to visualise the competitive environment. “A mental map is a visual depiction of the different types of associations linked to the brand in the minds of consumers” (Keller, 2008: 39).
Measuring and interpreting brand performance: Regular brand audits must be done to establish the "health" of the brand and to determine the equity of the brand. The brand audit helps to identify brand equity and how to leverage it. “Keller believes that the brand audit has to be a comprehensive examination of the health of a brand in terms of its sources of brand equity from the perspective of the firm and the consumer” (1998: 373).
Growing and sustaining brand equity: Keller notes that it is difficult to expand and maintain brand equity. Managing the concept of equity can also mean keeping the brand in the context of other brands.
Planning and implementing brand marketing programmes.
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16 2.7
THE PRODUCT LIFE CYCLE
2.7.1
Defining product life cycle
"Products, like people, have been viewed as having a life cycle. The concept of product life cycle describes the stages a new product goes through in the marketplace: introduction, growth, maturity and decline” (Kerin, Hartley, Berkowitz & Rudelius, 2006: 288). The product life cycle (PLC) manages a physical product, service or brand. “The PLC concept helps marketers interpret product and market dynamics. It can be used for planning and control, although it is useful as a forecasting tool. Critics charge that marketers can seldom tell them what stage the product is in” (Kotler & Keller, 2006: 331). 2.7.2
Phases in the product life cycle
The introduction stage is the first stage of the PLC. Normally during this stage the product or brand is introduced to the target market. In this stage sales and growth is slow and profits at a minimum. Traditionally, companies spend huge amounts of money on advertising during the introduction stage of the PLC. Initially, prices are high of products that are in the introduction stage, also known as a skimming strategy in an effort to recuperate costs of development and advertising. During the launch period consumers are normally less price sensitive, and companies also capitalise on this phenomenon (Kerin, Hartley, Berkowitz & Rudelius, 2006: 288). The marketing strategy followed in the introduction stage would normally be pioneering. According to Keller and Kotler (2006: 324), studies indicate that market pioneers gain most advantage. CocaCola, Hallmark and Amazon.com are examples of such dominance. The reason for such dominance is that early users would normally recall the brand name if they had a satisfactory experience with the product. “The pioneer advantage, however, is not inevitable” (Kotler & Keller 2006: 324). According to Kerin, Hartley, Berkowitz and Rudelius (2006: 291), the growth stage is the second part of the PLC. Increases in sales are normally relevant during the growth stage. Other characteristics of the growth stage include new competitors appearing on the horizon, pricing that becomes more aggressive and profits that peak. “Profits increase during this stage as promotion costs are spread over a larger volume and unit manufacturing costs fall faster than price declines owing to the producer and learning effect” (Kotler & Keller 2006: 325). The focus of advertising also shifts to stimulating a selected consumer by focusing on brand or product attributes in comparison with competitors. This strategy is followed to gain market share. Sales increase dramatically during the growth stage due to, among others, repeat purchases. If repeat purchases are not taking place it would obviously mean the end of a product or brand. “Companies maintain their promotional expenditures at the same or at a slightly increased level to meet competition and to continue to educate the market” (Kotler & Keller 2006: 324). Differentiation is important during the growth stage to ensure that consumers understand the difference in the
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17 offering of the brand. The distribution of products is also a very important factor to keep in mind during this stage as competitors will be competing for shelf space in an effort to gain more market share . Kotler and Keller (2006: 325) note that companies use different strategies to sustain rapid market growth:
It improves product quality and adds new product features and improved styling;
It adds new models and flanker products (i.e. products of different sizes, flavours and so forth that protect the main product);
It enters new markets segments;
It increases its distribution coverage and enters new distribution channels;
It shifts from product-awareness advertising to product-preference advertising;
It lowers prices to attract the next layer of price-sensitive buyers.
The third stage of the PLC is known as the maturity stage. “This stage normally lasts longer than previous stages and poses big challenges to marketing management” (Kotler & Keller 2006: 326). The characteristics of this stage are a slowing of total industry sales and also product class revenue (Kerin, Hartley, Berkowitz & Rudelius, 2006: 292). Kotler and Keller (2006: 326) also note that the maturity stage consists of three phases, namely growth, stable and decaying maturity. “In the first phase, the sales growth rate starts to decline. There are no new distribution channels to fill. In the second phase, sales flatten on a per capita basis because of market saturation. Most of the potential consumers have tried the product, and future sales are governed by population growth and replacement demand. In the third phase, decaying maturity, the absolute level of sales starts to decline, and customers begin switching to other products (Kotler & Keller 2006: 326). Competitors that are not so strong also begin to leave the market. Sales do not increase at the same pace as in the introduction and growth stages, and the main reason for this is that fewer new buyers are entering the market. Naturally, due to the tough competitive environment, profits decline. The marketing strategy followed in the maturity stage would normally be one of differentiation and finding new buyers. During the maturity stage, competitors start searching for niches that their products might fill. Markdowns also become part of the marketing strategy combined with increased advertising and consumer promotions. “They make deals to supply private brands” (Kotler & Keller 2006: 326). 2.8
THE BRAND LIFE CYCLE
2.8.1
Defining the brand life cycle
Lehu believes that because a brand can age the concept of product life cycle can be applied to the brand. Eventually, a brand ages in the eyes of consumers because "it loses its appeal, its relevance and, usually, all or part of its identity" (Lehu, 2008: 19).
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18 2.8.2
Reality of the brand life cycle
Lehu also believes that a brand’s death is never a certainty, but always a possibility. Many brand managers believe that brands can be resuscitated, which is normally the case. The unfortunate part of this process is that it is very costly and sometimes even at the same cost as launching a new product. “Logically, brand ageing is no respecter of the sector or company. However, from an auditing point of view, a distinction needs to be made between fast moving consumer goods (FMCG) and less common consumer goods, in order to alert the brand manager” (Lehu, 2008: 31). Marketers use different classifications to distinguish products. However, Lehu mentions a system that is used by the American Marketing Association and that was developed by Melvin T Copeland and used since 1948. Lehu divides the classification of products into three categories, which would include the majority of consumer goods. The first category is convenience goods or commodity goods, and they reflect lower prices. The majority of FMCG goods are seen as commodity goods. Normally, these products are bought on a regular basis and when it comes to selecting the product, the purchase decision is very short. Copeland’s second category is speciality goods. He defines these goods as products that own or have their own image or identity and that at the same time also transfer the image to the consumer. Speciality goods are in general more expensive and are sought after by the consumer. The third category shopping goods are thought about before the purchase takes place. Often, product features are compared with that of the brand competitor. Lehu summarises the ageing of goods by saying, “there is therefore a tendency to assert that the most representative examples of ageing are those affecting speciality goods or even certain shopping goods, rather than convenience goods that are permanently in our consumer world” (Lehu, 2008: 32). The ageing factors of speciality goods are easier to identify and in most cases more gradual. In the FMCG industry, it could be the launch of a new product by the competition. The launch of a new product might convince consumers that the brand that they have been supporting is out of date and that it is time to change. “This does not mean that speciality goods’ brands have more time to react, but simply that, for them the appearance of ageing signs is often more obvious and far more progressive” (Lehu, 2008: 33). If a brand focus is on a narrow segment of the population the danger exists that ageing can take place much quicker. This is a direct result of the narrow segment ageing. The Pareto principle states that 80 percent of a company's sales come from 20 percent of the brands or products that its consumers purchase. “In an environment in which consumer volatility is a fluctuating rather than a constant variable, it is easy to appreciate the potential danger this can entail” (Lehu, 2008: 51). Lehu does not criticise specialisation. Rather, he acknowledges the advantages that economies of scale hold. However, he does stress the effect of downturns in market trends on a company's product. Many companies have mastered the balance between specialisation and diversification. An example of such a company would be L’Oreal that has created a product mix with good balance between high-end and entry-level products.
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19 “L’Oreal’s great innovation in terms of ethnic products is also a successful illustration of the total adaptability of the group’s marketing strategy to the underlying needs of its consumers” (Lehu, 2008: 52). Range extensions can rejuvenate the brand by gaining benefit from an already well-established recognition and image that consumers have of the brand. “The range extension consists of developing additional products (new shapes, colours, sizes and packaging, etc.) bearing the brand name” (Lehu, 2008: 135). 2.9
PRICING OF BRANDS
2.9.1
Importance of brand pricing
“Price is the one revenue generating element of the traditional marketing mix, and price premiums are among the most important brand equity benefits of building a strong brand” (Keller, 2006: 200). “Purchase decisions are based on how consumers perceive prices and what they consider to be the current actual price – not the marketer’s stated price” (Kotler & Keller, 2006: 434). According to Kotler (Kotler & Keller, 2006: 434), McKinsey & Co demonstrated in 1992 the effect that pricing can have on profitability. In a study of over 2400 companies, McKinsey established that an improvement of 1 percent in price could lead to an improvement of 11.1 percent in operating profit. Further to this result and in contrast, a 1 percent improvement in variable cost, volume and fixed cost only produced profit improvements of 7.8 percent, 3.3 percent and 2.3 percent respectively. The majority of consumers normally rank brands according to price tiers as shown in Figure 2.5. This figure illustrates the price tiers of a study done on the ice cream market. Clearly, according to this figure, there is a relationship between price and quality. “Consumers are willing to pay a premium for certain brands based on tangible or intangible considerations” (Kotler & Keller 2006: 201). According to Kotler and Keller, one of lessons learned from a recent Marlboro price study is that consumers will not pay price premiums that exceed perceptions and value of the brand. The most important learnings from this study is that strong brands can command price premiums, but the brand must be sold at an acceptable price range for sales to increase. Secondly, strong brands can definitely not afford to command an excessive price premium. Following an excessive price premium strategy might expose the brand to lower price competition.
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Figure 2.5: Price tiers in ice cream market Source: Kotler & Keller, 2006: 200. 2.9.2
Promotion pricing of brands
Price promotions do have an effect on the sales of a product or brand. Unfortunately, this positive effect does not last forever. After the price promotion, sales usually return to normal levels. The reason for sales dropping to normal levels again is that price promotions mainly reward customers who have previously bought the product on promotion. Although price promotions have a temporary positive effect on sales they do not necessarily convince consumers to buy the product or brand in the future. “They lack reach and usually fail to bring new customers to the brand” (Sharp, 2010: 153). However, this does not mean that price promotions should not be considered as a marketing strategy. It remains one of the easiest marketing mixes to implement and has a direct effect on sales. According to Sharp, “price obviously matters to consumers, and is often thought to be the most important factor” (2010: 154). Sharp (2010:154) also states that brand leaders are in most instances never the cheapest. He reminds us that not all buyers would switch if expensive brands become cheaper. “Therefore price is not everything” (Sharp, 2010: 154). The majority of brands in product categories have product and quality tiers. These tiers could be broken down into the cheap or basic no-added-frills level, the mainstream level, and higher-priced products. Sharp (2010: 154) notes that consumers are still willing to pay for quality and that quality brands still do well year after year.
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21 Research has indicated that consumers do not only purchase in one price category although we would like to think so. Various factors influence this buying behaviour. “This might be because of the availability, promotions, something catching their eye, different needs, mood swings, wanting a change, granny coming to visit and so on” (Sharp, 2010: 154). According to Sharp (2010: 155), this means that even if you manage a "low price brand" your sales might not necessarily come from people who are dedicated to buying from lower priced brands but from people who normally buy premium brands and mid-range brands. The opposite is also true for premium brands. "It is therefore hard to successfully target an exclusively low price buyer segment with price promotions, because such a segment doesn't usually exist” (Sharp, 2010: 156). Sharp also makes the point that temporary price promotions do not have negative after-effects for the brand. However, he does remind us that repetitive price promotions can have negative after-effects for a brand. Repetitive price promotions might cause consumers to lower their price reference for the brand. 2.9.3
Price elasticity of brands
“With a downward-sloping demand curve, marketing managers are especially interested in how sensitive consumer demand and the firm’s revenues are to change in the product price. This can be conveniently measured by price elasticity of demand, or in the percentage change in quantity demanded relative to a percentage in price” (Kerin et al., 2006: 348). Price elasticity of demand would be expressed in mathematical terms as percentage change in quantity demanded divided by percentage change in price. In general, as price increases quantity demand would decrease and therefore price elasticity of demand in most cases would be a negative number. However, Kerin et al., (2006: 349) state that, for the sake of simplicity in elasticity, figures are expressed in positive numbers. 2.9.3.1 Different forms of price elasticity Price elasticity takes on three different forms, namely elastic demand, inelastic demand and unitary demand. i)
Elastic demand: “Elastic demand exists when a 1 percent decrease in price produces more than a 1 percent increase in quantity demand, thereby actually increasing sales revenue. This results in a price elasticity that is greater than 1 with elastic demand. In other words, a product with elastic demand is one in which a slight decrease in price results in a relatively large increase in demand or units sold” (Kerin et al., 2006: 348).
ii)
Inelastic demand: “When a 1 percent decrease in price produces less than a 1 percent increase in quantity demanded, thereby actually decreasing sales value. This results in a price elasticity that is less than 1 with inelastic demand. So a product with inelastic demand means that slight increases or decreases in price will not significantly affect the demand, or unit sold for the product “(Kerin et al., 2006: 348).
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22 iii)
Unitary demand: “Unitary demand exists when the percentage change in price is identical to the percentage change in quantity demanded so that sales revenue remains the same. In this instance, price elasticity is equal to 1” (Kerin et al., 2006: 348).
2.9.3.2 Factors that influence price elasticity According to Kerin, numerous factors influence price elasticity. In the case where a product or brand has more substitutes available, it is likely to be more price elastic. He also states that products or services considered necessities are price inelastic. Lastly, he makes a point that products, which require a big cash outlay in comparison with consumers’ disposal income, are also price elastic. The factors that lead to bigger price elasticities are summarised by Sharp (2010: 162) as the following:
If the brand’s price moves past a local “reference price”: If we have Brand A and Brand B, consumers will switch to Brand B if it becomes cheaper than Brand A (if B was previously more expensive). According to Sharp, it is better to change relative price positions than just narrowing the price gap. He also notes that it is wise to rather price a brand slightly below the biggest brands in the category instead of undercutting the market leader.
If the price change is explicitly signalled: Signalling the change of price is very important. According to Sharp, consumers are not always so aware of pricing and relativities. The effect of price signals in store can have a massive short-term gain in sales. “If a price is cut accompanied by in-store advertising, sales can increase by as much as 400% (Woodside & Waddle, 1975; Sharp 2010: 163).
If the brand’s share is low: According to Sharp, big brands have smaller price elasticities and small brands have bigger price elasticities. Sharp states that smaller brands enjoy bigger uplifts from promotions. However, in return, they suffer more when they have increased prices. The opposite is true for big brands. Big brands do not always see massive sales rises from promotions. In the long term, big brands suffer less than small brands when they have to put up prices.
If the price is increased from its normal level: According to Sharp, many make the assumption that elasticity is the same for price cuts as for price rises. “Empirical results from a series of experiments (Scriven & Ehrenberg, 2004) show that price increases have a bigger effect on volume than cuts do – if we consider the sole effect of price change, divorced from extra effects of signalling or in-store support” (Sharp 2010: 163). Where consumers have a reference price for a brand, they will see a price increase above the reference price as a loss.
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23
If the brand’s normal price is closer to the average of the other brands: Sharp states that if a brand price is close to that of the competitors its elasticity will be greater. According to him, there are two reasons for this phenomenon. If prices for all brands are very dispersed then a price change by one brand bridges the price gap between it and its competitors by a smaller amount. The second reason is that when the average price of a brand is close to that of the competitor, a price change, whether upward or downward, will take the brand past the price of competitors. “Pricing experiments showed average price elasticities in double figures when all brands start at the same price – because a change results in setting one brand’s price below all the others, resulting in a huge swing in consumer choice” (Sharp 2010: 164).
2.10
THE GLOBAL BEVERAGES INDUSTRY
The global beverages industry has slowed slightly in recent years (Datamonitor, 2010:7). In a recent study undertaken by Datamonitor, it was stated that the beverages industry has grown more in volume than in value. The production volumes of the beverages industry has grown by 4 percent between 2005 to 2009. These numbers are for North America, South America, Western Europe, Eastern Europe and Asia Pacific.
Figure 2.6: Global beverages market volume Source: Datamonitor, 2010.
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24 2.10.1
Battle of the brands in the soft drinks category
Figure 2.7: Beverage brands in top 100 brands Source: Brandz Top 100, 2011. The success of the Coca-Cola and Pepsi brands remain a direct result of investment in social media, and the ability to build an emotional bond with their consumers. In a recent attempt by Pepsi to improve the relationship between the customer and the brand, a social media site was launched. Consumers had to nominate their favourite charities; more than 60 million consumers took part in voting. Coca-Cola launched its own online campaign and also followed the social media strategy. The results were astonishing with 17 million people participating in the online "My Coke Rewards” competition. Brand value improves when it comes to diet soft drinks. This improvement is a direct result of consumers who are more health conscious than ever before. Energy drinks are a functional drink; it is a category that keeps on growing by the day. Red Bull’s brand value improved by 4 percent. Red Bull is also the fourth biggest soft drink brand reported in the top 100 brands. 2.10.2
Trends in the USA energy market
“Slowing growth and lower price points have emerged in an energy drinks category once defined by a meteoric rise and premium pricing, but industry analysts and beverage manufacturers say it is unclear whether the recession or category maturation are to blame” (Rouan, 2010). The total energy drink category only grew by 3.1 percent in the United States of America (USA) during 2010 according to research done by the SymphonyIRI group. The slowdown of category growth was followed by a slowdown of the introduction of new products in this category. “Although energy drinks were not immune from the effects of the economy, the category has shown its ability to grow
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25 in sales. Energy drink sales increased by 14 percent to more than $5.9 billion in sales for the 52 weeks ending June 12 in supermarkets, drug stores, gas and convenience stores and mass merchandise outlets, excluding Wal-Mart, according to SymphonyIRI Group, Chicago” (Jacobsen, 2011). According to research by Euromonitor International, energy drinks “weathered” the recession better than any other food and drink category. Euromonitor International states that the main consumers of energy drinks in the USA are younger males and teenagers who have not been affected by the recession in the same way as the older American generation. According to Euromonitor International, this is the biggest reason why the sales and consumption of high-priced energy drinks remained stable during challenging economic times. During 2008, a total of 375 new energy drinks was launched in the USA as researched by Mintel International’s Global New Product Database. However, Mintel predicts that the category will grow by 53 percent between 2010 and 2015. Haffner (Haffner, 2010) makes the point that price points in the category have decreased and that private label and niche brands have been launched in the category. He also notes that falling prices are due to category maturing and not to the recession. Tom Mahlke from Crunk Energy drinks made the comment that the recent economic downturn and aggressive pricing from other beverage companies in the soft drink category has also influenced sales negatively in the energy drink category. According to Mintel, one of the biggest entry barriers for new consumers into the energy category is the high price of energy drinks. He also states that at least half of the consumers who do not drink energy drinks do not buy these drinks because they believe they are too expensive. Even during the recession in the United States and in a time when value is very important, consumers remained loyal to the top three energy drink brands.
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26 2.10.3
Market leaders of energy drink brands in the USA
Figure 2.8: Energy drink brand sales in USA for 52 weeks ending 15 May 2011 Source: bevindustry.com, 2011: 1. The top three energy brands in the United States remain Red Bull, Monster Energy and Rockstar. According to SymphonyIRI, these three energy brands account for 64 percent of the energy drinks category or for $5.4 billion in sales. Red Bull still accounted for 38.3 percent of the energy drink category sales in the United States during 2010. According to SymphonyIRI, Red Bull’s sales grew by 7.8 percent during 2010. “A major trend in the category has been the proliferation of pack sizes including larger pack sizes and multipacks” (Haffner, 2010). “Red Bull has recognised the value in the energy category of offering a variety of conveniently sized packages at the shelf, offering the optimal range of energy boosts to the consumers” (Red Bull, 2010). Mintel has noted that Red Bull has lost consumers to Monster and Rockstar. He stated the main reason for losing consumers to the competitors is that Monster and Rockstar made use of value pricing and partnerships with Coca-Cola and PepsiCo, which improved distribution and marketing. According to SymphonyIRI, Monster energy drinks focused on larger pack offerings and with the distribution partnership with Coca-Cola achieved the highest growth rate of the top three energy drink brands. Monster energy drinks grew by 12.4 percent during 2010. Rockstar also followed the same strategy as Monster energy drinks and began a distribution partnership with PepsiCo. Unfortunately, according to SymphonyIRI they have not achieved the same successes. Rockstar’s sales declined by 1 percent for the second consecutive year. Red Bull remains the category leader with sales worth more than $2.3 billion for the 52 weeks ending June 2010 (Jacobsen, 2011). Red Bull recently said that it has “ambitious plans for growth and is well positioned to continue the
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27 momentum that has led to the brand’s dominance of dollars share within the category. We are committed to staying ahead of the curve and building brand loyalty” (Red Bull, 2011). 2.10.4
Consumer preference in the USA
“For smaller beverage companies, appealing to a more diverse demographic has been important to weather the recession. Energy drinks primarily have been marketed to teenagers and young adult males, but some beverage companies are looking to other markets” (Rouan, 2010). Mintel’s research states that seven out of ten respondents who were interviewed indicated that they are not active in the energy drink category because manufacturers have to develop products that are suitable for a wider range of consumers. “As products labelled as natural continue to increase, energy drinks are not exempt from this trend in the beverage industry” (Jacobsen, 2011). Recent research (2011) by Mintel International confirms that consumers show big interest in energy drinks with a natural aspect in them. The main reason why people consume energy drinks is for the functional benefit retrieved from the product. Consumers still see the biggest value-added feature of energy drinks to be the "energy boost" that they get from consuming a energy drink (Lal, 2011). “Consumers are looking for products that are convenient, taste good and make them feel good to keep them moving through their work or study time to weekend activities” (Wyatt, 2011). The opportunity exists for energy drinks to investigate hybrid products in their offering (Lal, 2011). “We find that a lot of consumers who are energy drink users show interest in hybrid products like juicebased energy drinks or tea-based energy drinks” (Lal, 2011). Euromonitor believes that energy brands should be focusing on "baby boomers" with their active lifestyles. The reasoning behind their thought process is that there is little doubt that the "baby boomer" generation will ever slow down, even when they get older. Euromonitor also believes that this group influences social and consumer trends with their massive spending power. “Americans are living longer and the older population will be looking toward food and beverages to improve the quality of life. Energy drinks can assist in providing an extra boost, allowing them to stay up and alert as they were able to do when they were younger” (Law, 2011). 2.10.5
Energy drinks and the health debate in the USA
According to Rouan (2010), energy drink manufacturers risk being closed down if they do not market more responsibly to the youth market. “Concerns about excessive consumption of ingredients like caffeine and taurine have already prompted a German motion to impose mandatory warnings on energy drinks at an EU level. The Commission rejected the move but momentum is building for tighter regulation across the globe. Manufacturers need to take note of some of the legitimate arguments advanced by energy drink critics to dodge punitive restrictions” (Rouan, 2010).
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28 Rouan also make the point that brands should think twice about sponsoring events where youth is involved. According to him, adolescents cannot be held responsible for decisions involving their health. He notes that a recent survey on energy drink consumption indicated that 73 percent of young people between the ages of 12 to 18 in the United States consume more than a hundred 100 mg of caffeine a day, mostly in the evening. “Energy drink makers need to wake up to statistics like this that raise serious concerns about the sleep quality and school performance of adolescents” (Rouan, 2010). 2.10.6
Packaging of energy drink brands
In the energy drink category, packaging has become part of product and brand innovation. “There’s always the development of different packaging shapes, sizes and re-sealable lids to help a brand stand out in the crowd” (Euromonitor International, 2011). Mintel International notes that the resealable cap that Monster energy used on its Mega can has been one of the biggest innovations that the category has seen, and it is also a success story. Red Bull launched a 20-ounce can in 2010. This new pack size should drive sales and volume for the brand. The larger can is aimed at heavy users in the category. “Category research clearly shows that within energy, size variants have been more than twice as effective as flavour variants in generating incremental revenue” (Red Bull, 2011). 2.11
TRENDS IN THE SOUTH AFRICAN ENERGY DRINK CATEGORY
2.11.1
Energy drinks and sports drinks
The energy drink and sports drink categories have been growing at 8.5 percent in volume and 16.6 percent in value over the past 24 months. Although both these categories are growing, sales are mainly driven by energy drinks, growing at 29.6 percent in volume and 26.9 percent in value over the past 24 months, as illustrated in Figure 2.9.
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29
Figure 2.9: Growth of energy and sports drinks in past 24 months Source: Nielsen, 2011. Energy drinks currently hold a 66.9 percent value share of the sports and energy drink category, taking value share from sports drinks, as illustrated in Figure 2.10.
Figure 2.10: Energy drinks versus sports drinks in terms of value share Source: Nielsen, 2011.
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30 2.11.2
Market leaders of energy drink brands in SA
The largest brands in the SA energy drink category remain Red Bull, Play, Lucozade and Monster Energy. Red Bull had the lowest value share in March 2011 over the last year. Smaller competitors, such as Monster and Lucozade, have been taking sales from bigger brands such as Play. As shown in Figure 2.11, Play has lost more value share than Red Bull from January 2011.
Figure 2.11: Brand shares in value over past 12 months Source: Nielsen, 2011. A similar picture of brand shares in volume is seen over the past 12 months. Play remains the volume leader in this category, as illustrated in Figure 2.12.
Figure 2.12: Brand shares in volume over past 12 months Source: Nielsen, 2011.
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31 2.11.3
Energy brands and the health debate in SA
“So-called energy drinks are not to be confused with sports drinks, and their contents can open up a Pandora's box of questions relating to the safety and the claims made by manufacturers” (Ferreira, 2009: 1). Further to this, Ferreira writes that recent research has linked energy drinks to the risky or aggressive behaviour of athletes. According to her, this phenomenon is called "toxic jock” behaviour. According to Ferreira’s article, energy drinks contain dangerous amounts of caffeine, and in some cases caffeine that is equal to 20 cups of coffee. “Mixing a stimulant (energy drink) with a depressant (alcohol) has been identified as a dangerous practice yet many still don't take it seriously” (Ferreira, 2009: 2). A new energy drink, Cocaine, has entered Durban via its airport. Authorities immediately confiscated the delivery for testing of drug content. Apparently, the product also caused enormous concerns in the United States. It contains between two and five times more caffeine in one can than a regular cup of filter coffee (Drankie se te veel energie bekommer, 2008: 3). The Cocaine energy drink contains 280 mg of caffeine while Red Bull contains 80 mg per 250 ml can. “Red Bull may give you wings but drinking too much of the popular energy drink may also lead to heart damage, a new study suggests” (Sunday Times, 17 August 2008 12). According to this article in Sunday Times, after drinking just one Red Bull people show a cardiovascular profile similar to that of someone who has heart disease. Red Bull, which is sold in 143 countries worldwide, denied that such claims are true, stating that it has been safe-proofed by numerous scientific studies. 2.11.4
Pack size trends of energy brands in South Africa
As Figure 2.9 suggests, the energy drink category in SA is growing at 29.6 percent in volume and 26.9 percent in value. Therefore, volume is outgrowing value, which indicates that there is a tendency to shop for bigger pack sizes in SA. Figure 2.13 shows this to be the case. Consumers are shopping for pack sizes in access of 300 ml while smaller pack sizes are declining.
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32
Figure 2.13: Pack size trends of energy brands in South Africa Source: Nielsen, 2011. 2.12
THE MARKETING MIX
2.12.1
Defining the marketing mix concept
“Marketing activities come in all forms. One traditional depiction of marketing activities is in terms of marketing mix, which has been defined as the set of marketing tools the firm uses to pursue its marketing objectives. McCarthy classified these tools into four broad groups, which he called the four Ps of marketing: product, price, place, and promotion” (Kotler & Keller, 2006: 19).
Figure 2.14: The four P components of the marketing mix Source: Kotler & Keller, 2006: 19.
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33 2.12.2
The importance of the marketing mix for a brand
According to Kerin et al. (2006: 14), the marketing manager must develop a marketing plan to communicate to consumers the four Ps (product, price, place and promotion) of a brand. He also notes that the four Ps are the marketing manager’s controllable factors to use in most instances to solve marketing-related issues. The elements in a marketing mix are regarded as controllable factors because they are usually under the control of the marketing department in an organisation. “Marketing mix decisions must be made for influencing the trade channels as well as the final consumers” (Kotler & Keller, 2006: 19). According to Kotler and Keller, the four Ps are seen from the seller’s view. Hence, they are seen as marketing tools that are within the reach of the marketing manager to influence possible buyers. It is also noted by Kotler and Keller, that from a buyer’s point of view, each marketing tool is supposed to deliver some kind of benefit. “Robert Lauterborn suggested that the seller’s four Ps correspond with the customer’s four C’s” (Kotler & Keller 2006: 20).
Figure 2.15: Sellers’ four Ps and buyers’ four Cs Source: Kotler & Keller, 2006: 20. Kotler and Keller write that winning companies would be those that can look after the economic needs of consumers in a convenient manner with effective communication. Integrated marketing is very important in this process. Integrated marketing has two key themes, namely employing many different marketing activities to communicate and deliver value, and coordinating marketing activities to maximise their joint effects. In summary, when marketing activities are planned and implemented other activities in the business must be kept in mind. 2.13
THE MARKETING ENVIRONMENT
According to Keller and Kotler (2006: 26), the marketing environment consists of task environment and brought environment. Task environment “includes the immediate actors involved in producing, distributing and promoting the offering. The main actors are the company, suppliers, distributors, dealers, and target customers. Included in the supplier group are material suppliers and service suppliers such as marketing research agencies, advertising agencies banking and insurance companies, transportation companies, and telecommunication companies. Included with distributors and dealers are agents, brokers, manufacturer representatives, and others who
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34 facilitate finding and selling to customers. The brought environment consists of six components: demographic
environment,
economic
environment,
physical
environment,
technological
environment, political-legal environment and social cultural environment. These environments contain forces that can have a major impact on the actors in this task environment. Market actors must pay close attention to the trends and developments in these environments and make timely adjustments to their marketing strategies” (Kotler & Keller, 2006: 27).
Figure 2.16: Factors influencing the marketing strategy of a company Source: Kotler & Keller, 2006: 27. 2.14
BRAND AND PRODUCT POSITIONING
2.14.1
The importance of brand positioning
“Brand positioning is at the heart of the marketing strategy. It is the act of designing the company’s offer and image so that it occupies a distinct and valued place in the target customers’ minds. As the name implies, positioning means finding proper location in the minds of the group of consumers or market segment, so that they think about the product or service in the right or desired way to maximize potential benefit to the firm” (Keller, 2006: 98). “Product positioning refers to the place an offering occupies in consumers’ minds on important attributes relative to competitive products” (Kerin et al., 2006: 238). “John Roberts, a leading marketing academic in Australia, sees the challenge in achieving the ideal positioning for a brand as being able to achieve congruence among what customers currently believe about the brand (and thus find credible), what customers will value in the brand, what the firm is currently saying about the brand, and where the firm would like to take the brand” (Keller, 2006: 131).
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35 According to Keller (2006: 98), brand positioning is very important in guiding marketing strategy. Positioning should give clarity on what the brand is about. The positioning process should also point out the uniqueness of the brand, similarities with competitive brands, and reasons why consumers should consider purchasing the brand. 2.14.2
How important is differentiation?
“Rather than striving for meaningful, perceived differentiation marketers should seek meaningless distinctiveness. Branding lasts, differentiation doesn’t” (Sharp, 2010: 112). Sharp believes that almost every marketing textbook written for students at university "preaches" on the importance of differentiation. Yet, all these textbooks on marketing and consumer behaviour are the same. He notes that not even the authors of these textbooks seem to take their own advice in delivering a product that differentiates itself from the competition. “In spite of nearly every textbook telling marketers to strive for differentiation, real-world competition is largely about competitive matching rather than avoiding competitors by delivering differences” (Sharp, 2010: 113). According to Sharp, textbooks do not offer evidence, except in selective case studies, that differentiation grows a brand and leads to profitability. However, he does note that meaningfully differentiated brands do exist and that they are growing profitably, but the empirical fact is that category leaders have many similar rivals.
Figure 2.17: Brand user perceptions of differentiation in the soft drink (UK) and banking (Australia) categories Source: Sharp, 2010: 123. Figure 2.17 supports Sharp’s theory on differentiation. Only a small number of different brands’ regular users agree that the brand is different and unique. “All the markets we have examined, whether using our own or others' data, follow a similar pattern: on average 10% of any brand’s users think their brand is different” (Sharp: 2010: 124).
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36 According to Sharp, recent systematic studies across categories have indicated the following about differentiation:
Buyers of a brand perceive very weak differentiation – yet this does not stop them loyally buying a particular brand.
A brand’s level of perceived differentiation is very similar to that of their rivals.
Sharp believes that the focus of branding should be on distinctiveness and not so much on differentiation. “A distinctive element is anything that shows people what the brand and product is” (Sharp 2010: 129). The distinctive element can take on many different forms; it could be advertising, packaging or sponsorships. Distinctive elements are used in the marketing activity so that the consumer can identify the brand. “Distinctive assets also represent a considerable competitive advantage to brands. Unlike meaningful differentiation, these qualities can be trademarked and legally protected” (Johnson, 1997). It takes years for consumers to learn the distinctive assets of a brand. Hence, commitment from the brand is important to communicate these distinctive assets. Sharp uses the Nike “swoosh” sign as an example. The “swoosh” sign was first introduced in the 1970s and always alongside the brand name. The only reason why the “swoosh” sign is so successful today is the tremendous commitment and investment from Nike over the years. According to Sharp (2010: 133), direct empirical evidence definitely challenges meaningful differentiation. He admits that differentiation exists, but is convinced that it is weak and only varies little between rival brands. “Marketing should be built on distinctive qualities that increase the visibility of the brand in its competitive environment. An emphasis on distinctiveness means less trying to find unique selling propositions and more trying to find unique identifying characteristics. Distinctive assets are not what motivate consumers to buy brands; it’s how they know where the brand is and what brand they bought” (Sharp, 2010: 133). 2.14.3
Points of parity versus points of difference
2.14.3.1 Defining points of parity and points of difference According to Keller (2006: 107), the positioning of a brand can only happen once the customer target market and the nature of the competition have been defined. In the process of positioning the brand, the marketing manager or brand manager must first establish the correct points of difference and points of parity. “Points of difference (PODs) are attributes or benefits that consumers strongly associate with a brand they evaluate positively, and believe that they could not find to the same extent with a competitive brand” (Keller, 2006: 107). “Points of parity associations (POPs), on the other hand, are not necessarily unique to the brand but may in fact be shared with other brands” (Keller, 2006: 109).
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37 According to Keller (2006: 110), brands need to achieve some point of parity (POP) on a particular attribute or benefit. If brands want to achieve POP they need to ensure that consumers are convinced that the brand is "good enough" on the stated attribute or benefit. However, there is a “zone” or “range” of tolerance that consumers have with the delivery of POPs. In other words, the brand does not necessarily have to be equal in delivering POPs measured against its competitors. It is, however, important that if the brand is not equal in delivering POP that consumers do not see it to be negative or a weakness measured against competitors. Points of parity (POPs) would then be the easier to achieve than points of difference (PODs). Hence, it is very important for brands to demonstrate clear PODs if they want to be successful in their positioning strategies. 2.14.3.2 Key considerations in choosing points of difference “The two most important considerations in choosing PODs are that consumers find the POD desirable and that they believe the firm has the capabilities to deliver on it. If both these considerations are satisfied, the POD has the potential to become a strong, favourable, and unique brand association” (Keller, 2006: 114). According to Keller (2006:114), the desirability criteria of PODs must contain the following key criteria:
Relevance: The POD of the brand must somehow be relevant to the target market and at the same time be important to the target consumer.
Distinctiveness: The POD must remain distinctive and superior in the eyes of the target market. This POD is normally a challenge when there are well-established brands in a category already.
Believability: The brand must offer a credible reason for choosing the point of difference over the competitors’ PODs. Usually it would be a unique attribute of the product or brand.
According to Keller (2006: 115), the deliverability criteria of PODs must contain the following key criteria:
Feasibility: The company must be able to somehow create the POD. The product and marketing process must support the desired association. It is easier to convince consumers of some fact about the brand that they were unaware of or may have overlooked.
Communicability: Consumer perceptions of the brand are normally a challenge in communicability. The challenge is to create an association that consumers believe in if it does not already exist. Marketers are challenged in this area if factual or verifiable proof points do not exist that can support desired associations.
Sustainability: If the brand positioning strategy is difficult to attack and it can reinforce itself over time, it is likely to last for years. Sustainability of the brand position relies on the internal commitment of the company and the use of resources as well as external market forces.
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38 According to Keller, brand audits are important to do in order to establish what consumers know about your brand. Brand audits should also lead to better strategic positioning decisions in the future. He describes a brand audit as a comprehensive examination of the brand to discover the sources of brand equity that it holds. 2.15
ESTABLISHING BRAND POSITIONING
2.15.1
The target market
“Identifying the consumer target is important because different consumers may have different brand knowledge structures and thus different perceptions and preferences for the brand” (Keller 2006: 99). Without the knowledge of understanding who your customer is it would be difficult for marketing managers to establish which brand associations are strong, favourable and unique. Proper segmentation of the target market is very important for brands. The result of fine segmentation is that the company or brand will be able to implement marketing programmes that meet the needs of customers in the segment. “Target marketing is not trying to sell to all buyers of the category, but rather focusing on either heavier buyers of the brand, or a distinctive segment of people” (Sharp 2010: 39). According to Keller (2008: 99), there are two bases for segmentation, namely customer orientated (related to what kind of person or organisation the customer is) and behavioural or product orientated (related to how the customer thinks of or uses the brand or product).
Figure 2.18: Consumer segmentation bases Source: Keller, 2008: 99.
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39 The focus of segmentation should be on behaviour, because it would help the brand manager understand branding issues and help with clearer strategic direction for the future. Kerin et al. agree with Keller on segmentation as they also believe that segmentation must be done on the basis of customer characteristics and buying situations (Kerin et al., 2006: 239). According to Kerin, brand managers must wear their entrepreneurial hats when segmenting the market. He shares the five most important steps to segmenting the target market of the brand as in the figure below.
Figure 2.19: The five key steps in segmenting a market Source: Kerin et al., 2006: 238. Regardless of the market sector in which a company operates, great care must be taken to identify changes that might take place in the brand’s target market over time. Consumers’ behavioural characteristics, beliefs and attitudes in terms of the brand can change. A brand without consumers cannot survive for long (Lehu, 2006: 49). 2.15.2
Brand and company strategy
2.15.2.1 Defining brand strategy “A company's strategy is management’s action plan for running the business and conducting operations” (Hough, Thomson, Strickland & Gamble, 2008: 4). According to Hough (2008: 5), company strategy is all about how management intends to grow the business, build clientele that is loyal to the brand or business and outsmart business rivals. Competing in the market with a competitive advantage remains more profitable than competing with no competitive advantage. A temporary competitive advantage is always nice to have over the competitors; the reality is that having a sustainable competitive advantage remains the first prize. Who should participate in strategy making? Strategy formulation should not only be a top-down approach. The top-down approach would normally ensure compliance but never real commitment from the rest of the business. The bottom-up approach also has complications because people at the bottom of the business do not always have the understanding of the bigger corporate picture. Instead, having a top-down and
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40 bottom-up approach to strategy ensures that the whole organisation is reflected in the strategic conversation. The silo effect in the organisation would also be minimised with this approach (Ungerer, Pretorius & Herold, 2007: 28). 2.15.2.2 Dependable strategic approaches The most frequently used and dependable strategic approaches that set companies apart from their rivals to build strong customer loyalty and win a sustainable competitive advantage are (Hough et al., 2008: 5):
Striving to be the industry's low-cost provider, thereby aiming for a cost-based competitive advantage over rivals.
Outcompeting rivals based on such differentiation features as higher quality, wider product selection, added performance, value-added services, more attractive styling, technological superiority, or usually good value for money.
Focusing on the narrow market niche and winning a competitive edge by doing a better job than rivals or serving the special needs and tastes of buyers comprising the niche.
Developing expertise and resource strengths that give the company competitive capabilities that rivals cannot easily imitate or trump with capabilities of their own.
2.16
SCANNING THE ENVIRONMENT
2.16.1
Defining scanning the environment
Companies need to understand their external and internal environments for managers to succeed in formulating a strategy that will fit with the company's current situation (Hough et al., 2008: 52). “The process of continually acquiring information on events occurring outside the organisation to identify and interpret potential trends is called environmental scanning” (Kerin et al., 2006: 72). 2.16.2
Components of the external environment
2.16.2.1 The microenvironment All companies and brands are exposed to the “microenvironment” and are influenced by changes in this environment. The microenvironment consists of all the factors that influence the company’s direction, objectives, strategy and business model.
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41
Figure 2.20: Components of a company’s microenvironment Source: Hough et al., 2008: 54. Changes in the outer ring of the microenvironment can happen at a rapid or slow pace without warning, and also at the same time influence company strategy. In the event of a change in the microenvironment managers must be able to adapt company strategy and direction as needed. Ungerer et al. (2007: 156) are of the opinion that the external landscape has to be considered before a business model can be formulated. The most important elements that form the backdrop for the business model are industry, competitor and customer trends. According to Ungerer et al., the answer on how to change a business model and take advantage of shifting external conditions lies within these elements.
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42
Figure 2.21: The basic dimensions of a sustainable business model Source: Ungerer et al., 2007: 156. 2.16.2.2 The company’s industry and competitive environment Managers need to understand the company’s industry and competitive environment in order to think strategically. Thinking strategically about a company's industry and competitive environment entails using well-defined concepts and analytical tools to get clear answers to simple questions (Hough et al., 2008: 9):
What are the industry's dominant economic features?
What kinds of competitive forces are industry members facing and how strong is each force?
What forces are driving industry change, and what impacts will they have on competitive intensity and industry profitability?
What market positions do industry rivals occupy? Who are strongly positioned and who are not?
What strategic moves are rivals likely to make next?
What are the key factors for future competitive success?
Does the outlook for the industry present the company with sufficiently attractive prospects for profitability?
2.16.2.3 What are the industry’s dominant economic features? An industry’s dominant economic features can normally be defined by factors such as the market size and growth rate of the number and sizes of buyers and sellers, the geographic boundaries of the market, and the degree to which sellers’ products are differentiated. It would also include the pace of product innovation, market supply/demand conditions, the pace of technological change, the extent of vertical integration, and the extent to which costs are affected by scale economies.
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43 2.16.2.4 What kinds of competitive forces are industry members facing? “In developing a marketing program, companies must consider the factors that drive competition: entry, bargaining power of buyers and suppliers, existing rivalries and substitution possibilities. Scanning the environment requires a look at all of them” (Kerin et al., 2006: 72). Michael Porter developed the Porter’s Five Forces model for analysing competitive forces (both industry and competitors). The competitive forces from one industry to the next are never the same. One of the most powerful tools for systematically diagnosing the principal competitive pressures in a market and establishing the strength of each force is the Five Forces model of competition (Hough et al., 2008: 9).
Figure 2.22: The Five Forces model of competition Source: Hough et al., 2008: 58. 2.16.2.5 Five forces impacting the global beverages industry According to Datamonitor (2010: 14), the large number of market players in the beverages industry boosts rivalry. However, there are large numbers of buyers that are financially strong, which enhances their power. Raw materials are needed for production with suppliers able to provide to a wide spectrum of sectors. Entry into the beverages industry remains a challenge when brand
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44 loyalty is taken into account, but substitutes are cheaper and therefore also very popular with consumers, which opens the door for new entrants. All of these factors combined will increase rivalry between players (Datamonitor, 2010: 14).
Figure 2.23: Forces driving competition in the global beverages market Source: Datamonitor, 2010: 14.
Buyer power: Typical buyers in the beverages industry would normally be large retailers that have financial resources that enable them to make large purchases and enter into long-term contracts with market players. The loss of one retailer could significantly impact upon manufacturers’ revenue, and switching costs are usually low. This gives the buyer power. Buyers, however, must meet consumer end-user demand, which means they must stock popular products which reduce their power a little. Furthermore, beverage manufacturers usually differentiate their products. This means they can occupy different areas of the beverage industry at the same time, reducing their reliance on revenues from one product (Datamonitor, 2010: 15). Overall, buyer power is seen as moderate.
Supplier power: The manufacturing of soft drinks requires sweeteners. The raw materials required for manufacturing are normally highly specific which forces manufacturers to be reliant on suppliers. Datamonitor (2010: 16) argues that these materials are normally undifferentiated, which means that players can choose alternative suppliers when it suits them. Overall, supplier power is moderate.
New entrants: Entrance to this industry can be achieved by starting up a new company, by diversifying operations or by acquiring an existing company. According to Datamonitor (2010: 17), there is a growing opportunity to enter the beverages industry by means of a niche product, specifically referring to organic products. The beverages industry is a huge industry
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45 and requires massive capital outlay to operate on a large scale, which creates a barrier for entry. Brand loyalty remains key in this industry, which leads to increased competition. New entrants need to think about distribution channels, which will be retailers. This can be a challenge for new entrants because retailers normally only stock popular brands and are reluctant to give away shelf space to unknown brands. Overall, the threat of new entrants is moderate for this industry (Datamonitor, 2010: 17).
Substitutes: The main substitutes for soft drinks are beverages such as tea, coffee or milk. The switching costs for retailers are very low. Many of the suppliers in the beverages industry has a diversified business, therefore substitutes are not always a threat to them. Overall, the threat of substitutes is moderate (Datamonitor, 2010: 18).
Rivalry: The number of industry players causes increased rivalry. Products are easily differentiated, with brand loyalty having a key influence. However, retailers have a large number of brands and beverages to choose from, with relatively low switching costs. This means that consumer demand mostly determines product choice for retailers. Overall, there is a moderate degree of rivalry in the industry (Datamonitor, 2010: 19).
2.16.2.6 What factors are driving industry changes and what impacts do they have? All industries will at some stage experience trends and new developments that are important enough to elicit strategic responses from firms that compete in the same industry. The factors that lead to change are called driving forces because they have the ability to reshape the industry landscape and competitive conditions. According to Hough et al. (2008: 79), the most important driving forces are the following:
Emerging new internet capabilities and applications
Increasing globalisation
Changes in an industry’s long-term growth rate
Changes in the consumers who buy the product and how they use it
Product innovation
Technological change and manufacturing process innovation
Market innovation
Entry or exit of major firms
Diffusion of technical know-how across more companies and more countries
Changes in cost and efficiency
Growing buyer preferences for differentiated products instead of a commodity product
Reductions in uncertainty and business risk
Regulatory influences and government policy changes
Changing societal concerns, attitudes and lifestyles.
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46 2.16.2.7 What market positions do rivals occupy? “The best technique for revealing the market positions of the industry competitors is strategic route mapping” (Hough et al., 2008: 90). Strategic maps reveal which products or brands are be similarly positioned and seen to be rivals. Strategic maps also reveal which are distant rivals. 2.16.2.8 What strategic moves are rivals likely to make next? Companies need to pay attention to what their competitors are doing and they need to have a good idea of competitor strengths and weaknesses. Good information about rivals helps companies to plan and prepare for defensive counter moves. Predicting the next strategic move of a competitor is the hardest yet most useful part of competitor analysis. In sizing up competitors, it makes sense for company strategists to do the following three assessments (Hough et al., 2008: 90):
Which competitor has the best strategy? Which competitors appear to have flawed or weak strategies?
Which competitors are poised to gain market share, and which ones seem destined to lose ground?
Which competitors are likely to rank among the industry leaders five years from now? Do one or more up-and-coming competitors have powerful strategies and sufficient resource capabilities to overtake the current industry leader?
2.16.2.9 What are the key factors for future competitive success? “An industry’s key success factors (KSFs) or those competitive factors that most affect industry members and their ability to prosper in the market place – the particular strategy elements, product attributes, resources, competencies, competitive capabilities, and market achievements that spell the difference between being a strong competitor and weak competitor – and sometimes between profit and loss” (Hough et al., 2008: 96). KSFs are highly important for the future competitive edge and success of companies and therefore industries must pay special attention to them. Hough et al. (2008: 97) note that the following three questions can help to identify an industry’s key success factors:
On what basis do buyers of the industry's products choose between the competing brands of sellers? That is, what product attributes are crucial?
Given the nature of competitive rivalry and the competitive forces prevailing in the marketplace, what resources and competitive capabilities does a company need to be competitively successful?
What shortcomings are almost certain to put the company at a significant competitive disadvantage?
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47 Only rarely are there more than five or six key factors for future competitive success. In most instances, two or three of these critical success factors will outrank the balance in importance to the industry (Hough et al., 2008: 97). 2.16.2.10 Does the outlook for the industry present the company with an attractive opportunity? The final step to evaluate the industry and competitive environment would be to utilise previous analyses done on the competition and industry. 2.17
SCANNING THE INTERNAL ENVIRONMENT
2.17.1
Internal analysis
Internal analysis is the evaluation of the company's present strategy, research capabilities, relative cost position, and competitive strength. “While there is merit in evaluating the strategy from a qualitative standpoint the best quantitative evidence of how well a company's strategy is working comes from its results. The best empirical indicators are (1) whether the company is achieving its stated financial and strategic objectives, and (2) whether the company is an above average industry performer” (Hough et al., 2008: 106). There are also other indicators of how well a company's strategy is working:
Whether the firm's sales are growing faster, slower or at about the same pace as the market as a whole, thus resulting in a rising, eroding or stable market share.
Whether the company is acquiring new customers at an attractive rate as well as retaining existing customers.
The firm’s image and reputation with its customers.
How well the company measures up against rivals in terms of technology, product innovation, customer service, product quality, delivery time, price, time-to-market of newly developed products, and other relevant factors on which buyers base their choice of brands.
2.17.2
Swot analysis
“Appraising a company's resource strengths and weaknesses and its external opportunities and threats, commonly known as SWOT analysis, provides a good overview of whether the company’s overall situation is fundamentally healthy or unhealthy” (Hough et al., 2008: 9). Companies see SWOT analysis as a tool to summarise research capabilities, deficiencies and also the market opportunities and external threats for the company. “The SWOT approach requires an external appraisal, consisting of the opportunities and threats in the environment, and an internal appraisal focus on the strengths and weaknesses of the organisation” (Ungerer et al., 2007: 47). External factors that must be taken into consideration when thinking about the threats to and opportunities for the company are technology, the economy, socio-political trends, demographic trends, competition and customer preference and patterns.
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48 Internal factors and variables that will give an indication of strengths and weaknesses include present products, services, staff skills, climate for action indicators and available capital. 2.17.2.1 Strategies to follow after Swot analysis After the SWOT analysis has been undertaken, different strategic options exist for the company to follow (Ungerer et al., 2007: 46):
Offensive strategies are based on a combination of internal strengths with external opportunities – for example market growth and marketing opportunities based on product superiority. Sources for competitive advantage and core capabilities can therefore be identified by examining internal strengths and external opportunities.
Defensive strategies are based on a combination of internal strengths and external threats – for example the protection of market share through innovative re-pricing initiatives.
Development strategies are based on a combination of external opportunities with internal weaknesses – for example developing staff skills on a specific product to improve customer service. This combination also gives an indication of possible temptations where a weakness is used to capitalise on an external opportunity.
Withdrawal strategies are based on a combination of external threats and internal weaknesses. These may include product and service range rationalisation and withdrawal from specific segments. This combination also gives an indication of present vulnerabilities.
2.17.3
Competitive strategies
“A competitive strategy concerns the specifics of management’s game plan for competing successfully and securing a competitive advantage over rivals” (Hough et al., 2008: 140). “A company achieves competitive advantage whenever it has some type of edge over rivals in attracting buyers and coping with competitive forces” (Hough et al., 2008: 140). Competitive advantage can therefore take on different forms. The one universal characteristic of competitive advantage is that it involves giving customers what they perceive as superior value compared to rival sellers. Superior value can be a good product at a lower price, a superior product that is worth for a higher price, or at best a value offering that represents an attractive combination of price, features, quality, service and other appealing attributes (Hough et al., 2008: 140). According to Hough et al., there are countless variations in competitive strategies which make it almost impossible for companies to have the same strategy even when they operate in the same industry.
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49 However, Hough et al., note that the most important differences in competitive strategy consist of the following:
Whether the company’s market is broad or narrow
Whether the company is pursuing a competitive advantage linked to low-cost or product differentiation.
2.17.4
The five types of competitive strategies
Figure 2.24: The five generic competitive strategies Source: Hough et al,. 2008: 142. 2.17.4.1 Low-cost provider strategy A low-cost provider strategy is about striving to achieve lower overall costs than rivals and appealing to a broad spectrum of customers, usually by underpricing rivals. An example in the South African market would be the Shoprite retail chain. This strategy is normally very successful in a market where there are many price sensitive buyers. It is important to remember that if the product offering is too frills-free it can destroy the attractiveness of the company's product and turn buyers off, even if it is priced lower than the competition (Hough et al., 2008: 142). A low-cost provider strategy work best when:
Price competition among rival sellers is especially vigorous;
The products of rival sellers are essentially identical and suppliers are readily available;
There are few ways to achieve product differentiation that has value to buyers;
Most buyers use the product in the same ways;
Buyers incur low costs in switching their purchases from one seller to another;
Buyers are large and have significant power to bargain down prices;
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Industry newcomers use introductory low prices to attract buyers and build a customer base.
The pitfalls of a low-cost provider strategy are:
Overly aggressive price cutting causing lower profitability;
Not emphasising avenues of cost advantage that can be kept proprietary or that regulate rivals to playing catch up;
Becoming too fixated on cost reduction.
2.17.4.2 Broad differentiation strategy A broad differentiation strategy seeks to differentiate the company’s product offering from rivals in ways that appeal to a broad spectrum of buyers. An example in the South Africa market would be Mugg & Bean coffee shop chain. Companies that pursue this strategy must study buyers’ needs and behaviour to understand what is important to buyers, what has value to them, and what are they willing to pay. Successful differentiation allows companies to ask a premium price for their product. They will experience increased unit sales purely by winning additional buyers, and gain buyer loyalty to its brand due to its differentiating factors (Hough et al., 2008: 152). This broad differentiation strategy works best when:
Buyer needs and uses of the product are diverse;
There are many ways to differentiate the product or service, and many buyers perceive these differences as having value;
Few rival firms are following a similar differentiation approach;
Technological change is fast-paced and competition revolves around rapidly evolving product features.
Pitfalls of a differentiation strategy include the following:
A differentiation strategy is always doomed when competitors are able to quickly copy most or all of the appealing product attributes;
The company’s differentiation strategy produces a ho-hum market reception because buyers see little value in the unique attributes of a company's product;
Overspending on efforts to differentiate the company's product offering, thus eroding profitability;
Overdifferentiating so that product quality or service levels exceed buyers’ needs;
Trying to charge too high a premium price;
Being timid and not striving to open up on meaningful gaps in quality or service or performance features versus rivals.
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51 2.17.4.3 Best cost provider strategy A best cost provider strategy is about giving customers more value for their money by incorporating good to excellent product attributes at a lower cost than rivals. The target is to have the lowest (best) costs and prices compared to rivals offering products with comparable attributes. An example in the South African market would be Amway or Lexus. If companies want to follow the best cost provider strategy it is of utmost importance that the company has the resources and capabilities to offer upscale attributes at a lower cost than rivals do. The best cost provider strategy targets consumers who are value conscious. Value-conscious consumers are normally willing to pay a fair price for extra features, but do not support the premium price strategy (Hough et al., 2008: 158). The best cost provider strategy works best:
A best cost provider strategy works best in markets where buyer diversity makes product differentiation the norm and where many buyers are sensitive to price and value.
Pitfalls of a best cost provider strategy:
A company's biggest vulnerability in employing a best cost provider strategy is being squeezed between the strategies of firms using low-cost and high-end differentiation strategies.
2.17.4.4 Focused low-cost strategy A focused (or market niche) strategy based on low costs concentrates on a narrow buyer segment and on outcompeting rivals by having lower costs than rivals and thus being able to serve niche members at a lower price. An example in the South Africa market would be Mango airlines. The main difference between a low-cost provider strategy and a focused low-cost strategy is the size of the target market. The low-cost provider strategy appeals to almost all buyer segments while a focused strategy only appeals to a narrow market segment (Hough et al., 2008: 161). 2.17.4.5 Focused differentiation strategy A focused (or market niche) strategy based on differentiation concentrates on a narrow buyer segment and on outcompeting rivals by offering niche members customised attributes that meet their tastes and requirements better than rivals’ products. An example in the South African market would be BMW. The success of this strategy is dependent on the existence of a buyer segment that is searching for special product attributes or seller capabilities, and also the ability of the company to set itself apart from rivals competing in the same target market niche (Hough et al., 2008: 162).
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52 A focused low-cost or focused differentiation strategy works best when:
The target market niche is big enough to be profitable and offers good growth potential.
Industry leaders do not see that having a presence in the niche is crucial for their own success.
It is costly or difficult for multi-segment markets to put capabilities in place to meet the specialised needs of buyers comprising the target market niche and at the same time satisfy the expectations of their mainstream customers.
The industry has many different niches and segments, thereby allowing a focuser to pick a competitively attractive niche suited to its resource strengths and capabilities.
Few if any other rivals are attempting to specialise in the same target segment.
The focuser has a reservoir of customer goodwill and loyalty.
Pitfalls of a focused low-cost or focused differentiation strategy:
The chance exists that rivals can match the firm’s capabilities in serving the target niche.
Niche members’ preferences and needs can shift over time toward the product attributes desired by the majority of buyers.
The segment may become so attractive that it is soon inundated with competitors, intensifying rivalry and splintering segment profits.
2.18
CONCLUSION
The literature makes it very clear that pricing strategy is highly important in terms of how consumers perceive value. Price remains the only revenue-generating element of the marketing mix. Price premiums are among the most important brand equity benefits of building a strong brand. The literature also says that consumers’ purchase decisions are based on how consumers perceive prices and what they consider the current actual price to be. Consumers do not make purchasing decisions based on the marketers’ stated prices. Strong brands can sell at premium prices, but the price must remain acceptable to the consumer. Pricing is not everything to consumers, but premium brands can become too expensive. According to the literature, it is also true that strong brands are not immune to tough economic climates. Strong brands usually survive recessions, because consumers are less trustful and more thoughtful of what they buy during such times. Post-recession consumers appreciate the durability of their favourite brands. The growth of brand value will translate into sales, which leads to customer loyalty and resilience even in tough economic times. The success of strong brands also depend on the ability of the brand to connect emotionally with the consumer. Social media is one of the methods for brands to get access to consumers’ lives and emotions. The literature also states that the change in consumer tastes and preferences are a reality. Further to this, the emergence of new competitors will remain a challenge. Brands in the energy drink category are still in the growth stage of the product or brand life cycle. Many new competitors
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53 challenge Red Bull because the category is still in the growth stage of the product or brand life cycle. In the international market, slowing growth and lower price points have emerged. According to the literature, it cannot be pinpointed whether this is due to the recession or category maturation. International consumers prefer larger pack sizes in energy drink brands. The literature also makes the point that range extensions can rejuvenate brands, especially brands like Red Bull that are already well established. In South Africa, the energy drink category is still growing at a rapid pace. However, Red Bull is only the brand leader in the category by value share and not volume share. The literature also suggests that consumers are shopping for energy drink brands in excess of 300 ml, and that sales in smaller pack sizes are declining.
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54
CHAPTER 3 RESEARCH METHODOLOGY 3.1
INTRODUCTION
This chapter offers a theoretical overview of the research design and the research methodology approach used in this study. “A research design is a plan or blueprint of how you intend conducting the research” (Mouton, 2008: 55). The research design focuses on the kind of study that is planned and the kind of results aimed at. The research methodology focuses on the research process and the kinds of tools and procedures used, and it addresses different kinds of questions. Mouton also writes that researchers sometimes get confused between “research design” and “research methodology”. In this chapter, the researcher focuses on research philosophy, research approach, the reasoning behind the research, research strategy, qualitative research, time horizon and the credibility of the research not forgetting the validity thereof.
Figure 3.1: A typology of research designs Source: Mouton, 2008: 55.
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55 3.2
RESEARCH APPROACH AND PHILOSOPHY
3.2.1
Research philosophy
According to Saunders, Lewis and Thornhill (2007: 101), the term research philosophy relates to the development of knowledge and the nature of knowledge. Further to this, Saunders et al. are also of the opinion that research philosophy contains information on how your view of the world would influence your research strategy. The research philosophy of this study is a combination of interpretivism and subjectivism. “Interpretivism is an epistemology that advocates that it is necessary for the researcher to understand differences between humans in our role as social actors” (Saunders et al., 2007: 106). Saunders et al. emphasise that there is a difference between conducting research among people and objects with no life, like computers and trucks. The argument stands that the interpretivism approach is appropriate for business and management research because business situations can sometimes be highly complex and unique. “The subjectivist view is that social phenomena are created from the perceptions and consequent actions of social actors. What is more, this is a continual process in that through the process of social interaction these social phenomena are in a constant state of revision” (Saunders et al., 2007: 108). It is necessary to explore the subjective meanings motivating the actions of social actors so that the researcher can understand the actions of actors. Social actors, which could be the customers of the brand or the organisation, all interpret situations differently to lead to different actions. 3.2.2
Research approach
According to Saunders et al. (2007: 108), it is easy for researchers to fall into the trap of believing that one research approach is better than the next. The reality is that research very rarely falls into a specific philosophical domain. This research report is based on the inductive theory. “Quite often social scientists begin constructing a theory through the inductive method by first observing aspects of social life and then seeking to discover patterns that may point to relatively universal principles” (Babbie, 2010: 56). The purpose of inductive research is to get to the nature or root of the problem. The responsibility lies with the researcher to make sense of the interview data collected and then to formulate a theory (Saunders et al., 2007: 118). The inductive method is normally based on the collection of qualitative data. Qualitative data is a data collection technique that may include interviews or data analysis procedures of a non-numerical nature (Saunders et al., 2007: 145). Babbie (2009: 24) writes that qualitative data can be richer in meaning than quantified data, but the challenge remains that people all interpret verbal descriptions differently. “The good news is that we don't need to choose. In fact, we shouldn't. Both qualitative and quantitative methods are useful and legitimate in social research” (Babbie, 2010: 56).
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56 3.3
RESEARCH DESIGN AND METHODOLOGY
3.3.1
Objective of the research
“An exploratory study is a valuable means of finding out what is happening, to seek new insights, to ask questions and to assess phenomena in a new light (Robson, 2002: 59). It is also very useful if you wish to clarify the understanding of a problem that might exist (Saunders et al., 2007: 106). According to Babbie (2009: 92), exploratory research is pursued through the use of focus groups and the technique is frequently used in market research. Further to this, Babbie notes that exploratory studies are also a source of grounded theory. The concern with exploratory research is that the people studied are not always typical of the larger population. The objective of this research study by means of literature and focus groups is to understand what will keep the Red Bull brand competitive in the future markets of SA. The primary research question remains: What is the sustainability and future of the Red Bull brand in SA? The research objectives of this study remain:
Establish where the brand finds itself on the product life cycle;
Establish the strengths of the Red Bull brand in South Africa;
Gain knowledge and understanding of other brands/competitors in the energy category;
Establish possible strategies that can be followed to keep the brand competitive in the South African market;
Establish local and international trends in the energy market;
Establish the possible critical success factors of the other brands in the energy category.
3.3.2
Research strategy
Different research strategies exist, and each strategy can be used for exploratory, descriptive and explanatory research (Saunders et al., 2007: 135). Further to this, Saunders et al. are of the opinion that research strategies are not superior or inferior to each other. The most important is that the research strategy can answer the research questions and meet the objectives of the research. “Grounded theory is the attempt to derive theories from an analysis of the patterns, themes and common categories discovered in observational data. An inductive approach to the study of social life that attempts to generate a theory from the constant comparing of unfolding observations” (Babbie, 2006: 307). According to Carvalho, Scott and Jeffrey (2004: 115), grounded theory is a qualitative and inductive approach.
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57 3.3.3
Data collection
Saunders et al. (2007: 4) write that although research is about the collection of information it is much more than just reading books, articles and talking to people. They argue that the collection of data must be done in a systematic way with a clear purpose or it will not be seen as research. “Data are collected, perhaps from a variety of different sources, and then assembled in a single document with the sources of these data listed” (Saunders et al., 2007: 5). As previously mentioned, the data that the researcher uses in this study is of a qualitative nature. Qualitative data is a data collection technique that could include interviews or data analysis procedures of a non-numerical nature (Saunders et al., 2007: 145). The data to be processed comes from literature and research done for Red Bull SA by TNS Research. Appendix A contains the research questions posed to focus groups for Project Rojo and Project Toro while Appendix B contains the research questions for Project Matador. Project Rojo and Project Toro share the same questionnaire for research purposes but the questionnaire is applied in different target markets. Research also includes data from Nielsen and literature from the Red Bull brand manual. The researcher is employed by Red Bull, which gives him access to recent studies done on numerous issues and problems. 3.4
CREDIBILITY OF DATA
According to Babbie (2006: 150), reliability is about applying a particular research technique repeatedly to the same object to achieve the same results. “Reliability refers to the extent to which your data collection techniques or analysis procedures will yield consistent findings” (Saunders et al., 2007: 149). 3.4.1
Reliability
Babbie and Saunders et al. agree that reliability is present when continuous measurements yield the same results. However, Babbie (2006: 151) raises the concern that reliability can be an issue if a single observer is the source of data due to subjectivity. Saunders et al. (2007: 319) respond to the issue of reliability by saying that research methods should not really be repeated because they reflect reality at the time that they were collected in a situation which might be subject to change. 3.4.2
Validity
Validity is “a term describing a measure that accurately reflects the concept it is intended to measure” (Babbie, 2006: 153). In other words, validity is saying that we are measuring what we say we are measuring. The focus of the research should be on the topic that is being researched and not on matters that are not relevant in terms of the study.
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58 3.5
CONCLUSION
The goal of this chapter is to give a theoretical overview of the research design and research approach to this report. This chapter also highlights the fact that data analysis in this report is of a qualitative nature, of which the source is normally an interview. Hence, qualitative research is also known as exploratory research. The interview process involves questionnaires, which are attached to this research report as Appendix A and Appendix B. The literature points out that qualitative data can be richer in meaning than quantitative data. Chapter 4 of this research report explains the Red Bull brand, specifically focusing on understanding the brand. The objective is a better understanding of the brand for future recommendations that might come from this study.
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CHAPTER 4 UNDERSTANDING THE RED BULL BRAND 4.1
INTRODUCTION
In the literature, much has been written about the Red Bull brand – some is good and some bad. Many of these statements about the brand and product made in the media and on the internet are false and exaggerated. The reality is that the Red Bull brand, which was launched more than twenty years ago, is globally still well respected and admired by many. To make recommendations later in this study it is vital to understand the brand. Therefore, Chapter 4 sets out to explain the Red Bull brand. 4.2
UNDERSTANDING THE RED BULL BRAND
Figure 4.1: Red Bull brand mission Source: Red Bull brand manual, 2010.
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60 4.2.1
Brand positioning
“Red Bull gives you wiiings” is the brand positioning and the most important positioning element of the Red Bull brand. The brand positioning spreads a message of enabling consumers to reach their dreams, and of freedom and independence. “Red Bull gives you wiiings” is also the creative translation of the Red Bull benefit that the brand holds for the consumer. The unique positioning of the brand is the basis for Red Bull communication. The brand communication does not only communicate the consumer benefit, but also the Red Bull image. The critical success factors of the brand positioning are that every idea must be intelligent, fresh, unique and in line with the current brand positioning and brand personality (Red Bull brand manual: 2010).
Figure 4.2: Red Bull Brand positioning Source: Red Bull brand manual, 2010. 4.2.2
Who is Red Bull?
The Red Bull brand is like a human being with its own personality, traits and attitude. The Red Bull personality is the key to understanding the brand, its values and principles. The personality of the brand influences the way it positions itself, deals with business partners and approaches marketing (Red Bull brand manual: 2010). The Red Bull brand attitude is described as the following person:
The teenager who started to smoke first and who is the first one to quit because he understands it is not good for him.
He is the first one to play around with the girls and he is still playing because he likes it so much.
He is the person who spent a night in jail because something went terribly wrong.
He is the person teachers are always after, but they never get him because he is too smart. Yet, they like him nevertheless. Or just because of it?
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Figure 4.3: The Red Bull brand personality Source: Red Bull brand manual, 2010. 4.2.3
How does Red Bull the company see itself?
Red Bull sees itself as a professional, success-orientated and entrepreneurial company that takes business seriously, but also “not too seriously”. It is a company that does things that are right, makes sense and remains socially responsible. Employees in the company share a passion for quality and a love for detail, and always display self-confidence in the business environment. Communication to the public is entertaining and intelligent, but serious when it gets to communicating the Red Bull product benefit. They aim to keep a close eye on the market, and to stay one step ahead of the competitors. Business decisions are taken proactively and not reactively as its competitors are doing (Red Bull brand manual, 2010). 4.2.4
The brand’s target consumers
Red Bull’s target consumers are best described as people with a certain state of mind or attitude rather than a specific socio-demographic profile. The attitudinal target group would eventually be the user target group (Red Bull brand manual, 2010). 4.2.4.1 The attitudinal and user target groups The attitudinal group include the following:
People who have drive;
People who want to have a clear and alert mind;
People who want to be physically fit and in good shape;
People who are dynamic and performance orientated;
People who want to have fun and enjoy life.
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62 The user target group would include:
A student studying for an exam;
An athlete in a competition;
A manager in his office;
A truck driver heading coast to coast;
A teenager excited about starting to go out;
A band on tour, getting ready to go on stage.
4.2.4.2 Creative target group The creative group is the group that Red Bull keeps in mind when developing marketing activities. The target group starts with entry point consumers who would normally be around 15 years old. At this age, coffee usually also becomes a relevant beverage and therefore Red Bull is a potential choice. The focus is also on consumers in their twenties, because at this age consumers establish habits such as study, work, drive and going out (Red Bull brand manual, 2010).
Figure 4.4: Red Bull creative and attitudinal target groups Source: Red Bull brand manual, 2010.
4.2.5
Winning consumers
The first step for Red Bull to win consumers is to ensure that consumers get to know the brand and understand the efficacy of the product. According to Red Bull, its marketing mix ensures direct contact with the consumer. Trial at a moment of need ensures that people start to believe in the product because they experience the efficacy of the product. According to Red Bull, the combination of great product experience as well as an aspirational brand makes consumers consider Red Bull as their preferred choice (love) and they stay with it. In absolute numbers, Red Bull energy drink consumers are primarily between the ages of 20 and 39. Due to lifestyle, all consumption occasions and the functionality of the product are completely relevant to them. The 15 to 19-year-old consumers are the next generation and a very crucial consumer group for the
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63 brand. Red Bull argues that if entry point consumers are won, sustained growth is ensured (Red Bull brand manual, 2010).
Figure 4.5: Brand versus product Source: Red Bull brand manual, 2010. 4.2.6
The competitive environment
Red Bull argues that the brand does not have a fixed competitive environment. Depending on the occasion, Red Bull has different competitors. For example, in the on-premise environment, Red Bull competes with beer and wine. In the office, it would be coffee (Red Bull brand manual, 2010).
Figure 4.6: Red Bull brand competitive environment Source: Red Bull brand manual, 2010.
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4.2.7
The Red Bull marketing mix
The Red Bull marketing mix aims to connect emotionally with consumers by means of six pillars: i)
Communication: To position the brand and to create awareness and image.
ii)
Consumer collecting: To win new users and introduce existing users to different consumption occasions, e.g. studying, driving, at work, sports and partying.
iii)
Opinion leader programmes: To reinforce the credibility of the product’s effectiveness and to build the brand’s image.
iv)
Event marketing: To bring the brand world to life and to create content that others talk about.
v)
On premise: This is crucial for establishing an aspirational brand image. In addition, it is the first place of contact for many consumers.
vi)
Off premise: This is THE place where consumers get to pick up the brand. Therefore, a premium and good brand-in-store presence is crucial.
According to Red Bull, if these six elements are executed in the Red Bull way, the marketing mix will succeed. All the pillars are of equal importance (Red Bull brand manual, 2010).
Figure 4.7: The Red Bull marketing mix Source: Red Bull brand manual, 2010.
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THE RED BULL BRAND IN SOUTH AFRICA
4.3.1
Introduction
The Red Bull brand first entered the South African market in 1997. THUMB trading and later J Melnick & Company launched the product in the market (Koen, 2008: iv). Red Bull International then decided as part of its worldwide business strategy to take the brand back from agents worldwide and to establish Red Bull subsidiaries around the globe. South Africa is currently the 33rd largest market worldwide. 4.3.2
South African demographics
The four main racial groups in South Africa are white, black, Indian and Coloured. The black population consist of 25,613,000 people, white 4,538,000, Coloured 2,943,000 and Indian 927,000 people.
Figure 4.8: The four main racial groups in SA Source: AMPS, 2010. South Africa has 11 official languages. Only 12% of South Africans have English as their home language, although 73% read and understand English. English is the language of business, politics and media in South Africa. English is seen as an important international language and in South Africa the language is associated with power and financial prosperity. Currently, 27% of South Africans cannot read or understand English. Their average household income is R4,351 per month, which is 41% below the national average of R7,351. The majority of these people live in deep rural areas of which 53% percent fall within the LSM 1 to 4 groupings (OMD, 2010).
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Figure 4.9: LSM shift 2005 to 2010 Source: AMPS, 2010. 4.3.3
Potential Red Bull market in SA
According to TNS South Africa (2010), the Red Bull consumer universe consists of 32.4 million people in the LSM 5 to10 categories in the age group that is older than 15 years old. There are 9 million people within the Red Bull creative target market (15 to 29 years old) of which 73% are black consumers, 13% are white, 11% are Coloured and 3% are Indian. There are 13.3 million people within the Red Bull core target market (15 to 39 years old) of which 72% are black. Further to this, TNS suggests that South Africa’s youth market is the power seat for brand update and ignition, and that marketing activity must be focused at the 15 to 29-year-old urban black youth consumer (TNS research, 2010). 4.4
CONCLUSION
The Red Bull brand has been in the market for over twenty years and it is still admired by many people. The brand strategy and position is to be the most valuable beverage brand in the world and the number one energy drink brand in every market. The most important part of the brand remains to enable Red Bull consumers to reach their dreams and provide them with the “wiiings” to do so. The brand has its own personality, traits and attitude. The target consumer is not necessarily of a specific socio-demographic profile, but rather one with a certain state of mind. The marketing mix of the brand will always ensure that the brand has direct contact with the consumer, with a trial experience of the product to highlight the efficacy of the product. All six elements of the Red Bull marketing mix are of equal importance to the brand. The 15 to 19-year-old consumers are very important to the brand, and are seen as the entry point consumers needed to ensure the sustained growth of the Red Bull brand. The Red Bull brand consumer universe in South Africa consists of 32.4 million people. Hence, the focus should be on urban black youth consumers.
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CHAPTER 5 RESULTS OF QUALITITAVE RESEARCH 5.1
INTRODUCTION
This chapter covers the results of the three research projects completed for Red Bull South Africa by TNS. The research was conducted by means of questionnaires, as set out in Appendix A and Appendix B, which involved focus groups of consumers from different target markets. 5.1.1
Project Toro
Project Toro was the first intensive pricing research programme that TNS conducted on behalf of Red Bull during May 2011. TNS undertook a conjoint pricing study to determine the possible impact of proposed price reductions across the Red Bull brand on volume and market share and the price elasticities of the brand. Appendix A is the questionnaire for Project Toro’s focus groups. According to TNS, the conjoint analysis philosophy accepts the view that the “choice” itself embodies the interplay between the emotional pushes and rational considerations that create a choice. Although price is an important component of the marketing mix, it is by no means the only factor affecting demand for a brand. If pricing scenarios have been modelled, it must be remembered that these projections are given on the assumption that all other factors remain equal. Such factors would be:
Distribution and availability
The position of the product on the shelf
Above-the-line and below-the-line support
Macroeconomic factors.
TNS notes that price scenarios should be interpreted as a proxy for the actual market response rather than an absolute predictive model. Consumers battle to articulate rationally or to even access their reasoning behind brand choice. The interplay between emotion, price and other features all play a part as people look at the holistic “sum of the parts” to make choices rather than analyse the parts. When consumers are asked rational price questions for a single product the criteria tend to be “objective” and based on what they are prepared to pay. According to TNS, in the “real world” choice is more about what the cost of the brand is relative to others.
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Figure 5.1: Project Toro sample Source: TNS Project Toro, 2011. 5.1.2
How does conjoint analysis work?
The respondents are asked to imagine that they are in a store and are required to choose between a number of different brands, pack sizes and price combinations. Respondents make a choice based on what is available on the cards that they are given. After the interviewer has recorded the respondents’ choices, the respondents are given another card and are asked to pick the option that would suit them in that scenario. Each respondent sees 15 price choice cards. After complex modelling, Sawtooth simulator software supports marketers to experiment with different scenarios in order to deliver the results. 5.1.3
Benefits of conjoint research
According to TNS, conjoint analysis holds the following benefits:
It simulates real-life behaviour in the market place because respondents make choices from concepts rather than ranking or rating them.
It discourages “rote” choice (habitual) because own brand is not always available.
It works better than other models where price is emphasised in the technique.
It is easy to administer.
It simulates a real-world environment by utilising visuals of packs.
It allows for a “None” option if no choices are attractive.
It measures interaction effects very effectively.
It takes into account the size of brands in the marketplace.
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It ultimately produces a reliable simulation model or powerful tool that can be used to estimate shares of choice, volume, substitution effects and optimal profitability.
5.1.4
Price elasticity of the Red Bull brand
TNS describes elasticity is a measure of how sensitive a brand’s share of preference (SOP) is to change in price. The research shows that Red Bull as a brand is very price elastic and that the elasticity of a brand is linked to the strength of the brand. Red Bull remains the most price elastic brand whether it is sold in supermarkets or impulse stores. 5.1.5
Importance of price versus brand
Figure 5.2: Importance of price versus brand Source: Project Toro, 2011. According to TNS, energy drinks are above the 95th percentile for derived importance of price. Similar categories are fast foods bought for kids by parents, disposable diapers and fresh milk. 5.1.6
The influence of pricing on the Red Bull brand SOP
As previously mentioned, according to TNS, research on share of preference (SOP) does not represent the market share of a brand because it is based on the choices made by consumers on pricing scenarios in which the assumption of 100% awareness of a brand and 100% stock availability are applied.
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Figure 5.3: Current SOP supermarkets Source: Project Toro, 2011. Figure 5.3 above is an indication of the current Red Bull brand SOP in supermarkets during the time of the research undertaken by TNS and before any price adjustments.
Figure 5.4: Proposed price changes Source: Project Toro, 2011. The proposed price changes by TNS for the Red Bull brand recovery are shown in Figure 5.4. According to TNS, these price adjustments should help Red Bull to recover SOP and market share.
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Figure 5.5: Proposed brand recovery with price adjustments Source: Project Toro, 2011. Figure 5.5 illustrates the proposed changes in SOP if Red Bull adjusts the pricing of the brand. The recovery will be at the expense of competitor brands, but will have a positive effect on the Red Bull SOP. 5.1.7
Findings of Project Toro Price is an important factor in brand choice, but not the only purchasing decision driver for consumers.
Projections in sales increase as prices are decreased but can only be realised if all factors remain equal, i.e. availability of product.
In choice of brand, it is important for consumers to know what the relative price is versus that of other brands.
The pricing of energy drink brands is above the 95th percentile for derived importance of price.
The opportunity exists for Red Bull to lower prices and in the process to gain SOP and market share.
5.2
PROJECT MATADOR
5.2.1
Introduction
Since 2010, Red Bull in South Africa has been severely challenged as a brand. The brand is facing strong competition in the energy drink category with the Play energy brand leading the way in terms of volume share and Monster energy also showing good growth in 2011. Due to these challenges in the market, Red Bull decided to undertake intensive research for an in-depth understanding of the energy drink category, of purchase decision drivers, and of Red Bull’s positioning in consumers’ minds relative to competitor brands. Project Matador was conducted in June 2011.
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72 TNS South Africa undertook the research for Red Bull SA and named this assignment Project Matador. The research was done by means of focus groups to provide answers to the key questions at hand. Therefore, the data will be of a qualitative nature, which enables the researcher, in this case TNS, to quickly turn around results from focus groups. The research questions were administered by means of a questionnaire, which is attached as Appendix B in this study. This research is conducted annually in approximately 60 countries; the focus is to achieve actionable insights that can guide brand and marketing strategies. The main objectives of the study were to:
Measure key performance indicators (KPIs) for Red Bull versus its key competitors;
Establish brand user profiles;
Assess Red Bull usage occasions and consumption behaviour;
Track brand imagery and the effectiveness of brand communication; and
Identify any potential threats from competitors and opportunities for Red Bull.
5.2.2
Sample of Project Matador
The sample consisted of randomly selected people who were interviewed on a face-to-face basis. To ensure that the study is relevant and accurate, booster interviews were conducted where insufficient responses were present in the main sample.
Figure 5.6: Methodology and sample of Project Matador Source: TNS Project Matador, 2011.
Figure 5.7: Sample structure for Project Matador Source: TNS Project Matador, 2011.
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Red Bull brand performance versus key performance indicators (KPIs)
The results from the TNS trial and awareness (T&A) research highlighted the following findings compared to the 2010 study:
Awareness of the Red Bull brand has dropped in 2011;
Trial of the brand overall also declined significantly in 2011;
The brand is less top of mind among the core market;
The trial of the brand has declined significantly in the core market.
Figure 5.8: KPI shifts across age groups Source: TNS Project Matador, 2011.
Figure 5.9: KPI shifts across race groups Source: TNS Project Matador, 2011.
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5.2.4
Reasons
for
increased
consumption,
decreased
consumption
and
non-
consumption of the brand The research from TNS clearly states that price is the main reason why many people have decided to consider other energy drink brands in South Africa. The study indicates that 69 percent of people believe that the Red Bull brand is too expensive. The figures indicate that 25 percent of people are drinking cheaper energy drinks. Health concerns are also one of the reasons why people are consuming less Red Bull. The key reason for increased consumption is the efficacy of the brand. A total of 62 percent felt that this is the reason why they would consume more. Availability of the brand is another reason for increased consumption. The key drivers of new consumers of the brand are friend who recommend the brand and the taste of the brand.
Figure 5.10: Reasons for decreased consumption Source: TNS Project Matador, 2011. In the sample some respondents also stated that they have never consumed the brand before. The study indicated that 45 percent of the respondents are aware of the brand, but have never tried it before. Price remains the key reason of the rejection of the brand by possible new consumers.
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Figure 5.11: Reasons for never consuming Source: TNS Project Matador, 2011. 5.2.5
Consumption of energy brand across age groups
According to TNS, the Monster energy brand remains the strongest among the 15 to 19-year-old age group. They also state that Red Bull and Play are the strongest in the age group of 20 to 29year-olds. Hence, Monster is competing in the younger age group without real competition from Red Bull.
Figure 5.12: Energy drink brand consumption across age groups Source: TNS Project Matador, 2011. 5.2.6
Red Bull brand image
TNS states that the brand has a stronger and more distinct image than the other energy drink brands. Consumers associate the brand with sports and energy while also acknowledging the fact that the brand is differentiated from other energy brands and is very functional in re-energising them.
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Figure 5.13: Top 10 brand associations of Red Bull versus Play Source: TNS Project Matador, 2011. 5.2.7
Findings of Project Matador
Respondents experience a decrease in Red Bull brand presence;
The trial of the brand declined;
Trial in the core market also declined;
The brand is less top of mind among the core market;
Price is main reason for decreased consumption;
The efficacy of the brand is the main reason for increased consumption;
Red Bull is not competitive as a brand anymore with the younger market;
Respondents agree that Red Bull is well differentiated from competitor brands;
The brand is very functional in re-energising.
5.3
PROJECT ROJO
Once Project Matador had been completed, Red Bull tasked TNS with further research – called Project Rojo – on matters that have been highlighted in previous research results. Red Bull was still being challenged by increased pressure from other energy drink brands and decreasing awareness and trials became a major concern. Hence, TNS completed Project Rojo during July 2011. The objectives of Project Rojo were to:
Understand how Red Bull and its competitors are perceived on both a functional and emotional level;
Understand the key purchase drivers in the energy drinks category and how these drivers differ in different occasions;
Confirm what is driving uptake of Play and undermining Red Bull sales;
Provide guidelines for the way forward for Red Bull.
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Figure 5.14: Top-of-mind associations with energy drinks Source: TNS Project Rojo, 2011. 5.3.1
Sample for Project Rojo
The sample for Project Rojo consisted of six focus groups of regular energy drink consumers. For this study, regular energy drink consumers were defined as people who consume energy drinks more than once a month.
Figure 5.15: Sample for Project Rojo Source: TNS Project Rojo, 2011.
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Energy drink category overview
According to TNS, the health issues that energy drink brands hold remain top of mind for consumers but it is not a major concern. Generally, consumers claim that they would rather not know what exactly is in energy drinks and they do not read the ingredients on the pack. However, consumers recognise that energy drinks fulfil specific needs. Hence, it is fine to consume energy drinks in moderation without experiencing any problems with the consumption of these drinks. Consumers also understand the difference between energy drinks and sports drinks, and they know how to separate the functions of energy and sports drinks. The energy drink category is growing with an increased choice of brands, pack sizes and price offerings. Due to people living busier lifestyles, they consume more energy drinks. However, not everybody can afford energy drinks and therefore some consumers see them as a treat for themselves. Drivers of brand choice are very important, with price and pack size as the most important brand drivers of choice for consumers.
Figure 5.16: Drivers of brand choice Source: TNS Project Rojo, 2011. 5.3.3
How do consumers perceive energy brands?
Red Bull remains of the most well-known or top-of-mind energy brand for consumers. It is also a more “social brand” than the competitors. The brand image that consumers have of Red Bull is that the brand remains the market leader, is trusted, aspirational, premium and drives consumer status. When consumers think about energy, Red Bull is the brand that comes to mind.
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Figure 5.17: Brand and status positioning Source: TNS Project Rojo, 2011.
Figure 5.18: Comparison of brand images Source: TNS Project Rojo, 2011.
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Drivers of brand choice for consumers
According to TNS, the biggest drivers of choice for consumers remain the brand price and pack offering. Both these key drivers of choice are “owned” by the Play brand. Consumers are very price conscious in difficult economic times and they are seeking value in the brand that they support. Red Bull is still very successful in the brand drivers of brand, efficacy and taste.
Figure 5.19: Energy drink brand ownership in terms of consumer choice Source: TNS Project Rojo, 2011. 5.3.5
Consumer discussion on Red Bull brand pricing
Consumers interviewed in Project Rojo all agreed that Red Bull must remain a premium-priced brand. However, many of the respondents believe that the brand is currently too premium. They also commented that value should become a focus point for Red Bull and that larger pack sizes are important in the value offering. Respondents also agreed that the brand price must not decrease too much; it must remain a premium brand, as they prefer it. Most of the respondents did not know that the Red Bull brand stable also offered a larger pack offering and some commented that the larger offering that is available from Red Bull should be highlighted.
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Figure 5.20: Comments of respondents on Red Bull pricing Source: TNS Project Rojo, 2011. 5.3.6
Findings of Project Rojo
Red Bull still comes to mind first when consumers think about energy drinks.
Respondents see Red Bull as the original brand in the category, and the best brand in the energy drink category.
Respondents purchase Red Bull when they can afford it and competitor brands when they cannot.
The price of Red Bull remains a barrier to entry for new consumers and a reason why loyal consumers purchase other brands.
Red Bull is a status brand or premium product.
Respondents all agreed that Red Bull should remain a premium brand.
The pricing of the brand should be lower as per respondents, but not by too much.
The pack size offering of Red Bull is a problem, and consumers are searching for a value proposition in the Red Bull brand stable.
The Red Bull brand is seen as a “small can brand” with low awareness of larger packs.
The value-for-money offering is very important to consumers, even Red Bull consumers.
Consumers still see the Red Bull brand as the leader in the category and the brand that they aspire to.
In the drivers of choice of brand, Red Bull remains the favourite energy drink brand.
Consumers believe in the efficacy of the brand.
The taste of the Red Bull energy drinks counts in the favour of the brand.
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CONCLUSION
Chapter 5 covers the three research tasks completed for Red Bull by TNS South Africa. The Red Bull brand is challenged, especially around the value proposition. Even as a premium brand consumers still expect value for money. Competitors have “outsmarted” Red Bull with value propositions such as pack size offering to the consumers. The Red Bull brand remains consumers’ favourite brand, but certain recommendations must be investigated and research results cannot be ignored. The main findings of the research and recommendations going forward will be discussed in Chapter 6.
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CHAPTER 6 SUMMARY, CONCLUSION AND RECOMMENDATIONS 6.1
INTRODUCTION
This chapter covers the main findings for the research undertaken, and the conclusions drawn from both the research findings and the literature study. The recommendations for the sustainable future of the Red Bull brand are also part of this chapter. Key findings from the research conducted are compared to the literature as a point of reference. The energy drink brands category is highly competitive and each brand has its own strategy to maintain market share and ensure a sustainable future for the brand. Red Bull remains the leading brand in the category. However, the challenge for the brand remains the competitive environment and tough economic conditions to keep Red Bull the number one energy drink brand. Research on a regular basis of the target market is one of the most powerful tools to ensure that the brand satisfies consumer needs. 6.2
THE PRIMARY RESEARCH QUESTION AND OBJECTIVES
The primary research question of this report is answered by the research results. The primary research objective is achieved by the recommendations made for Red Bull. The Red Bull brand is a sustainable brand admired and respected by many consumers. The fact that other competitors and trends in the energy market challenge it does not mean that the brand is not sustainable. The majority of the secondary research questions are also answered by the literature study and are supported by the research results. 6.3
SUMMARY OF MAIN FINDINGS
6.3.1
Consumer perception of the Red Bull brand
Red Bull is the first brand that comes to mind when consumers think about energy drink brands. The brand is still seen as the original brand and the leader in the energy drink category even though the brand product range offering does not have what consumers are looking for according to the latest trends in the energy drink category. The research also indicates that Red Bull is less top of mind with the core market and is not seen as a competitive brand with the younger market. However, in Chapter 4 it is mentioned that the target group for Red Bull starts with entry point consumers who would normally be around 15 years old (Red Bull brand manual, 2010).
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Influence of price on the Red Bull brand
Price is an important factor in brand choice. However, it is not the only decision driver for the consumer. The literature study in this report confirms that consumers are willing to pay a premium for brands keeping in mind tangible and intangible considerations (Kotler & Keller 2006: 206). The choice of brand is also influenced by the price relative to other brands. However, in the energy drink brand category, brands are above the 95th percentile for derived importance of price. The literature also confirms the fact that not even premium brands can follow an excessive price premium because it will expose the brand to lower price competition. The question is: When does premium become too premium? The opportunity exists for Red Bull to lower prices in order to gain market share as well as SOP. Price remains the main reason for decreased consumption of the brand. Consumers agree that the current Red Bull brand positioning should remain premium. The literature also confirms that premium prices remain the most important brand equity benefit of building a strong brand (Kotler & Keller 2006: 206). The research shows that consumers want Red Bull to decrease its prices, but not by too much. The brand position of Red Bull should therefore not change at all as the current positioning is a success. The price of Red Bull remains an entry barrier for new consumers and a reason why current consumers are purchasing other brands. Consumers buy Red Bull when they can afford it and competitor brands the rest of the time. 6.3.3
The value proposition
The value proposition of a brand is very important to consumers. Literature states that consumers want to see value in their brands, especially in the post-recession period. Good brand value will then translate into sales (Roth: 2011). The Red Bull brand is seen as the “small can” brand, and there is low awareness of the larger pack size that exists within the Red Bull brand stable. In the literature, Figure 2.13 confirms the fact that consumers in South Africa are purchasing energy drinks in excess of 300 ml and in some cases even 500 ml. Currently, Red Bull only has a 250 ml and 355 ml offering to consumers while competitors have products of 440 ml and above. Research indicates that not all people are aware of the 355 ml can that Red Bull has. Consumers acknowledge the efficacy and the re-energising functional value of the brand. The efficacy of the brand is also the main reason for increased consumption. The key success factors (KSFs) of a product or a company are the difference between being a strong and a weak competitor (Hough et al., 2008:96).
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PRIORITIES AND RECOMMENDATIONS GOING FORWARD
6.4.1
Pricing and brand positioning priorities
Red Bull should consider adjusting the pricing of its energy drinks that are available in store. The message of price reduction must be communicated clearly to consumers in a visible and upmarket manner that will fit with the current premium brand status. A big priority in the price adjustment process is to remain premium as per consumer demand. The Red Bull brand gives them a feeling of status that should remain. The pricing of Red Bull energy drinks must remain relative to the pricing of competitor products. However, the price can be more expensive due to the positioning of the Red Bull brand. 6.4.2
Value proposition priorities
It is important to carry across to consumers the message of the value that the Red Bull brand holds for them. The focus should be on larger packs, which would be the Red Bull 355 ml can. Consumers must see the value in purchasing the bigger can and hopefully in the process eliminate the perception that Red Bull is a “small can” brand. Red Bull created the energy drink category and was first to market more than 20 years ago. Red Bull’s focus in South Africa should be to once again be the energy brand that is first to market with innovation and that responds to trends in the energy drink market. The Red Bull 473 ml can was launched internationally in 2009 already. Yet, it only arrived in South Africa during December 2011. Competitor brands have been selling larger pack sizes since 2010 and in the process they have taken away market share and volume share from the Red Bull brand. 6.4.3
Drivers of brand choice priorities
The brand must leverage the drivers of brand choice that are already “owned” by Red Bull as indicated in Figure 5.19. Increased ownership of the drivers of brand choice will benefit Red Bull. 6.4.4
Entry point consumer priorities
Part of the Red Bull strategy has always been to focus on entry point consumers who are around 15 years old. This strategy will help to guarantee the sustainability of the brand. In South Africa, Red Bull has lost the entry point consumer to the Monster brand. A massive effort will have to be made to refocus on entry point consumers because they are the future of the brand. Red Bull should also focus more strongly on international trends in the energy drink category, and Red Bull SA should share and monitor learnings from Red Bull International. 6.5
FURTHER RESEARCH
If pricing adjustments are implemented, future research needs to be undertaken to establish the impact of new prices on the perception of brand positioning in consumers’ minds. Regular research on trends in the energy drink category is also advised in the effort to remain the number one energy drink brand in South Africa.
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REFERENCES Babbie, E. 2010. The Practice of Social Research. 12th edition. United States of America: Wadsworth Cengage Learning. Beeld. 2008. Drankie se te veel energie bekommer. 4 December, 3. Carvalho, L., Scott, L. & Jeffrey, R. 2005. An exploratory study into the use of qualitative research methods in descriptive process modelling. Information and Software Technology, 47(2), 113-127. De Chernatony, L., Knox, S. & Chedgey, M. 1992. Brand Pricing in a Recession. European Journal of Marketing, 26(2), 5-14. Ferreira, I. 2009. To take or not to take that energy drink. Business Day, 8 April, 1-2. Global Top 10 Beverage Companies Report: Industry, Financial and Swot Analysis. 2010. Datamonitor, August. Hough, J., Thompson, A.A., Strickland, A.J. & Gamble, J.E. 2008. Crafting and Executing Strategy. South African Edition. Berkshire: McGraw-Hill. Keller, K.L. 2008. Strategic Brand Management. Third edition. Upper Saddle River New Jersey: Pearson Education Inc. Kerin, R., Hartley, S., Berkowitz, E. & Rudelius, W. 2006. Marketing. 8th edition. New York: McGraw-Hill Irvin. Koen, G. 2008. An analysis of Red Bull energy drink and the strategic marketing process during the first 10 years and the energy drink market in South Africa. Unpublished MBA research report. Bellville: University of Stellenbosch. Kotler, P. & Keller, K.L. 2006. Marketing Management, 12th edition. Upper Saddle River New Jersey: Pearson Education Inc. Lehu, J. 2008. Brand Rejuvenation. Great Britain: Kogan Page Limited, Mouton, J. 2008. How to succeed in your Master’s and Doctoral Studies. Pretoria: Van Schaik. Nielsen sales data. 2011. Energy and Sports Drinks. OMD Media Direction South Africa: South African Overview. 2010. Roth, D. 2011. Brandz Top 100 presentation. [Online] Available: Red Bull Intranet (no public access). Accessed: 7 July 2011. Rouan, R. 2010. Energy drinks levelling field. [Online] Available: www.bevindustry.com/articles/82549-energy-drinks-leveling-field Accessed: 10 September 2011. Roux, A. 2011. South African Economy. 10th edition. Cape Town: Zebra Press.
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87 Saunders, M., Lewis, P. & Thornhill, A. 2007. Research Methods for Business Students. London: Prentice Hall. Sharp, B. 2010. How Brands Grow. Sydney: Copyright Agency Limited. Sunday Times. 2008. Does Red Bull give more than just wings? 17 August, 12. TNS research South Africa: Market update. 2010. Ungerer, M., Pretorius, M. & Herold, J. 2007. Viable Business Strategies. A systemic, peoplecentric approach. Randburg: Knowres Publishing.
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APPENDIX A: QUESTIONNAIRE OF PROJECT ROJO
CAPE TOWN (Head Office)
DURBAN
JOHANNESBURG
Research Surveys House
Research Surveys House
RS House
6 Thicket Street
16 Cranbrook Crescent
Stonemill Office Park
Newlands 7700
Cranbrook Park La Lucia Ridge
171 Republic Rd
P.O. Box 44286 Claremont
4019
7735
P.O. Box 5088 Umhlanga 4019
TEL (021) 657 9500
TEL (031) 583 3500
FAX (021) 657 9501
FAX (031) 583 3501
Darrenwood 2194 P.O. Box 4921 Cresta 2118 TEL (011) 778 7500 FAX (011) 778 7501
Project Rojo
Discussion guide Job number WCL 5035 1. INTRODUCTION AND WARM UP (5 minutes) Participants to introduce themselves and get used to talking in the group.
Respondents to introduce themselves – age, occupation/what they are studying Household status – who they live with Leisure activities – what do you do in your spare time?
2. EXPLORING ATTITUDES AND PERCEPTIONS TOWARDS ENERGY DRINKS (15 minutes) In this section we want to understand attitudes and perceptions towards energy drinks and how they fit into people’s lives.
Today we are going to be talking about energy drinks. What comes to mind when I say ‘energy drinks’?
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89 Word association – Moderator to write down words on the flipchart Probe: Functional and emotional elements Positive and negatives [Note: if respondents are unclear on definition of energy drinks clarify what they consider as energy drinks and then that we aren’t talking about sports drinks e.g. Powerade, Energade] General discussion Who drinks energy drinks? Probe type of person. Why? Who doesn’t drink energy drinks? Probe type of person. Why not? Are more or less people drinking energy drinks over time? Probe reasons and whether they feel the economic climate has impacted on consumption How do energy drinks fit into your lives? How long have you been drinking them for? When do you drink them? Probe occasions e.g. while studying, at work, at bars/clubs etc. and reasons How often are drinking energy drinks and how many cans on average are you drinking a month? Have your thoughts or feelings about energy drinks changed over time at all? Has the energy drinks market changed at all over time?
3. UNDERSTANDING PERCEPTIONS OF RED BULL VS. THE COMPETITIVE SET (45 minutes) In this section we want to understand the perceptions of the key players in the market – how they are positioned in consumers’ minds and drivers & barriers of usage
Now I want to talk about the different energy drink brands. Which energy drink brands do you know of? Record on flipchart. Here are cards for some different energy drink brands. Can you group these brands for me according to any criteria you think applies? I’d like you to work as a group and come to a consensus on the groups. Think about how the brands are similar and different. Brands to be included: Red Bull, Play, Monster, USN, Lucozade Moderator to write any well known brands we don’t have a logo card for on a blank card Encourage respondents to discuss openly while sorting After spontaneous sort, discuss reasons for the brands being grouped together Probe: How would you describe/name each of these groups? What are the characteristics of each of these groups? What are the differences/similarities across the groups? What type of people use each group – demographics, lifestyles? Are there occasions when one group may be used over another?
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90 Now I’d like you to think about these brands as people. Lets start with (insert brand). Imagine (brand) was to walk through the door now. Tell me about this person: Probe: What do they look like? How old are they? Is it a male/female? Tell me about their personality? What do they do? What do they enjoy doing in their spare time? Where do they live? What car do they drive? Repeat for the remaining brands. Let’s talk in a bit more depth about each of these brands. Let’s start with Red Bull (show logo) – what words come to mind when I say Red Bull Probe: Functional and emotional elements Positive and negatives General discussion What type of a person drinks Red Bull? o Probe: age, socio-economic status, lifestyle, interests, personality What does the Red Bull brand stand for in your mind? Has this changed over time? Is Red Bull a brand that’s on its way up or on its way down? Probe reasons How is Red Bull different to other energy drinks? How is it similar? Probe: o Product – ingredients, efficacy, taste, flavour range, pack sizes (which packsizes are they aware of) o Price – probe whether Red Bull can command a premium. How much? o Occasions best suited to – e.g. on premise, in-home consumption, for sports Where do you see and hear about Red Bull? For Red Bull specifically: Probe awareness and feelings towards (what do they say about Red Bull): o Red Bull cartoon advertising o Red Bull Mobile o Red Bulletin o Red Bull events – probe which Red Bull events they are aware of o Does Red Bull sponsor any sports? Probe the sports and athletes sponsored
For Red Bull specifically: o Are there any slogans or pay-off lines that come to mind for Red Bull o Probe – “Gives you wings” and “Vitalises body and mind” What does it mean to you? What does it say to you about Red Bull? Let’s sum up the positives and negatives for Red Bull Ascertain who in the group drinks Red Bull – why or why not?
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91
Repeat for Play, Monster, USN, Lucozade Make this comparative to Red Bull - now how do things differ for Play? (Repeat questions) Probe for Play specifically in the section ‘Where do you see and hear about it’: Have you seen any TV advertising for Play recently? Please describe the advertising? Where did you see it? What was the main message of the ad? Were you aware of the Play packaging change? o What do you think of the new pack? o Any concerns, likes, dislikes o Probe feelings towards the griffin Then expose pack and get reactions o Probe: What does this say about Play?
4. UNDERSTANDING PURCHASE DECISION MAKING (20 minutes) In this section we want to understand the key purchase decision drivers in the energy drinks category and how, if at all, they vary according to occasion Let’s recap the different occasions you are drinking energy drinks. Record on flipchart. Now I want you to think about when you buy energy drinks. General discussion Firstly, where are you buying energy drinks? o Probe: supermarkets, convenience stores/garages, other types of stores o For each occasion where do you generally buy energy drinks? (Refer to list on flipchart) o How much is purchased at each channel at a time?
Are energy drink purchases always planned? o If not: What leads you to buy energy drinks on impulse?
In terms of energy drinks, do you generally know exactly what you are going to buy when you walk into the store or do you generally decide in-store? o Probe elements that are pre-planned e.g. brand, packsize o Determine if this differs by occasion (Again refer to list on flipchart)
When you’re at the shelf how do you decide which energy drink to buy? How does it work? o Do you always buy the same brand? o Do you always buy the same packsize? o Does price influence what you buy? o What about promotions? o Determine if this differs by occasion (Again refer to list on flipchart)
As a group let’s understand the importance of these elements – taste, flavour or range of flavours, ingredients, pack size, price, brand o As a group respondents to discuss and rank these elements in order of importance o Establish if this differs by occasion
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92
In-store what are energy drink brands doing that you think is working well? What isn’t working well? o Who do you feel is most visible in-store? Does this differ by channel? o Who is selling the best range of products? Probe reasons o Who has the best promotions? Probe reasons o How does pricing compare across brands?
If relevant to the group: Now let’s talk about when you buy energy drinks at bars/clubs/restaurants. General discussion Do you have a lot of choice in terms of energy drinks available at these places? What is generally available? How do decide which energy drink to choose in these instances? How are you drinking energy drinks at bars/clubs/restaurants – pure, mixed – with what? How often do you drink energy drinks on premise, how many cans are you consuming on premise? How do you feel about pricing of energy drinks at these places?
5. LIFESTYLES (15 minutes) In this section we want to understand a bit more about these consumers lifestyles – what they spend their time doing, what they enjoy I’d like to understand a little more about your lifestyles, what you spend your time doing and what you enjoy. Tell me about your daily routines During the week - probe what they do after school On the weekend - probe during the day, at night Where do you hang out? Probe: Fast food outlets, restaurants, coffee shops, bars/clubs Probe: Malls and shops they go to regularly Do you enjoy watching sport? What types of sport? Who are your favourite sports personalities? Do you enjoy listening to music? What type of music? Which are your favourite bands, musicians, DJ’s? How much time do you spend… Watching TV, reading magazines, on the internet or social networking sites? Which are your favourite TV programmes, magazines, internet sites, social networking sites?
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6. TAKING RED BULL FORWARD (15 minutes) In this section we want to explore what consumers feel Red Bull could do to strengthen its position in the market Based on our all our discussions today I’d like you to think about what Red Bull could do to become more appealing to people like you I’d like you to think about the product itself – taste, flavours, ingredients, the packs it’s sold in – pricing, promotions, advertising, other ways in which communicates with consumers, who it is targeted at. What would you say are Red Bull’s strengths? What do you really like about it? What pulls you towards the brand? What should it keep doing? What are its weaknesses? What pushes you away from the brand? What does it need to do differently? What can it learn from other brands?
THANK RESPONDENTS AND CLOSE.
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94
APPENDIX B: QUESTIONNAIRE OF PROJECT MATADOR
Black
-1
Male
-1
White
-2
Female
-2
Coloured
-3
Indian/Asian
-4
Project Matador 2011 - WAVE 2 MAIN QUESTIONNAIRE Job No: WCL4911 March 2011
Cape Town (Head Office)
Johannesburg
Durban
TNS House
TNS House, Stonemill Office Park
4 Sunbury Crescent, Sunbury Park
6 Thicket Road
Cnr Republic Road & 300 Acacia Road
La Lucia Ridge
Newlands
Darrenwood
4051
7700
2194 Ph: (031) 571 4900
Ph: (021) 657-9500
Ph: (011) 778-7500
DP:
Query (1)
Omission (3)
Redo (5)
Late (6)
Excluded (8)
Yes
-1
-1
-1
-1
-1
Item
(2)
(4)
Signature Debriefed by: Edited by:
Date (7)
numbers
Coded by: Coding checked by: Consistency checked by:
QC:
QC
F/Manage r
B/Checked by
Type
(10)
(11,12) -1
-2
of
backcheck
Phone: 1
-
Phone: 1
-
FtF:
Date
Code (13,14)
Editing checked by:
-
2 FtF: 2
-
Respondent number: (15)
Code (9)
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95 F/Worker
-3
Phone: 1
-
FtF:
-
2
_____________________________________________ _
QC Dept outcome (16):
-1
-2
-3
-4
-
Comments:
5 Extr Satisfactory
Extr
Dissatisfactory
Visiting
Original visiting point
-1
Point
(184 )
number Substitute visiting point
(183)
-2
Please could you give me your name, address and the exact
Kan jy asseblief vir my jou naam en adres gee en die presiese voorstad en dorp waarin jy woon, selfs al word normaalweg geen pos daar afgelewer nie?
suburb and town in which you live, even if there is no normal postal delivery there? ENSURE THAT SPELLING OF SUBURB AND TOWN IS
MAAK SEKER DAT SPELLING VAN VOORSTAD EN
CORRECT.
DORP REG IS.
Name of respondent/•Naam van respondent:
----------------------------------------------------------------------------------------------------------------------
Address/•Adres:
---------------------------------------------------------------------------------------------------------------------(17)
Suburb/•Voorstad:
-------------------------------------------------------------------- (code)
Telephone No/•Telefoonnommer:
(H)(20)--------------------------------------- (21)
Cell Phone No/•Selfoon No:
(24) ------------------------------------------- (25)
(18)
Y:-1
Interviewer/•Onderhoudvoerder:
(19)
Y-1
(W) (22) -------------------------------------(23) Y-1
_____________________________________________
(26)
Field Manager/•Veldbestuurder:
____________________________________________
(27) H
Start Time/•Begintyd not 3pm) (328,329)
(record using 24 hr clock, for example 15h00 and
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96
Date/•Datum
(record day / month / year)
(330,331,332)
d
d
/ m
m/
y
y
y
y
(88, 89, 90, 91, 92, 93) PARTICULARS OF VISITS
DAY
DATE
TIME
RESPONSE
INTERVIEWER: FILL IN CODES APPLICABLE.
First visit
FROM TIME, DAY AND
Second visit
RESPONSE
Third visit
BOXES BELOW.
Substitute 1 First visit Second visit Third visit Substitute 2 First visit Second visit Third visit Substitute 3 First visit Second visit Third visit
Day
Time
Response
Monday
-1
1
00:01 - 11:59
1
Interview completed
Tuesday
-2
2
12:00 - 13:59
2
Revisit:
Wednesday
-3
3
14:00 - 14:59
3
selected respondent not at home
Thursday
-4
4
15:00 - 15:59
4
nobody at home
Friday
-5
5
16:00 - 16:59
5
Do not qualify: vacant house/flat/stand/not a house or flat
Saturday
-6
6
17:00 - 17:59
6
no person qualifies specifications
Sunday
-7
7
18:00 - 18:59
7
respondent is physically/mentally not fit to be interviewed
8
19:00 - 19:59
8
respondent cannot communicate with interviewer because of language
9
20:00 - 20:59
13
do not qualify on gender quota
appointment made
according
to the survey
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97 10
21:00 24:00
9
Refusals:
contact person refused
10
interview refused by selected respondent
11
interview refused by parent
12
Office use/used wrong respondent/address
___________________________________________________________________________________________________________________
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98 SCREENING/INTRODUCTORY QUESTIONS
FILTERVRAE/INLEIDINGSVRAE
Good morning/afternoon/evening. My name is ....... I do interviewing on behalf of TNS Research Surveys, South Africa’s largest market research company. We do not sell anything, instead, we conduct research on behalf of companies. Today we are doing a survey on beverages. The interview will take no more than 20 minutes of your time. Your opinions and personal details will be kept in strictest confidence. Would you be willing to participate?
Goeiemôre/Goeiemiddag/Goeienaand. My naam is ……… Ek voer onderhoude namens TNS Research Surveys, SuidAfrika se grootste marknavorsingsmaatskappy. Ons verkoop nie iets nie, ons doen navorsing namens maatskappye. Vandag is ons besig met ‘n opname oor dranke. Die onderhoud sal nie meer as 20 minute van jou tyd neem nie. Jou opinies en persoonlike besonderhede sal streng vertroulik wees. Is jy bereid om deel te neem?
IF
NO
OR
IN
DOUBT,
CLOSE
INDIEN NEE OF HUIWERIG, SLUIT ONDERHOUD
INTERVIEW.
AF.
Before we continue, please can you answer the following questions:
S1.
We are looking for people who work for certain companies. Do you or any member of your family work in the following industries … (READ OUT).
Voor ons aangaan, kan jy asseblief die volgende vrae beantwoord:
S1.
Ons soek mense wat vir sekere maatskappye werk. Werk jy of enige lid van jou gesin in die volgende industrieë ……… (LEES VOOR)
YES/J
NO/ NEE
A Advertising or advertising division within a company/•Reklame of reklame-afdeling binne ‘n maatskappy
-1
-2
Market research or market research division within a company/•Marknavorsing of marknavorsingsafdeling binne ‘n
-1
-2
Public relations/•Skakelwese
-1
-2
Manufacturing, distribution, retailing or marketing of beverages (including owners of restaurants or other catering
-1
-2
-1
-2
maatskappy
businesses) /•Vervaardiging, verspreiding, kleinhandel of bemarking van dranke (sluit eienaars van restaurante of ander spysenieringsbesighede in) Journalism/•Joernalistiek
IF
“YES”
TO
ANY,
CLOSE
INDIEN “JA” OP ENIGE, SLUIT ONDERHOUD AF.
INTERVIEW.
S2.
Have you or any member of your family or close friends
S2.
Het jy of enige lid van jou gesin of goeie vriende oor die
participated in a survey about beverages in the past three
afgelope drie maande aan ‘n opname oor dranke
months?
deelgeneem? Yes/•Ja
-1
CLOSE INTERVIEW/•SLUIT ONDERHOUD AF
No/•Nee
-2
CONTINUE/•GAAN VOORT
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99
S3.
IF “YES” THANK AND CLOSE INTERVIEW, IF “NO”
INDIEN “JA” BEDANK EN SLUIT ONDERHOUD AF,
CONTINUE WITH INTERVIEW.
INDIEN “NEE” GAAN VOORT MET ONDERHOUD.
Please give me the names of all the people living in this
S3.
household who are aged between 15 and 39 years.
Gee my asseblief die name van al die mense wat in hierdie huishouding woon en wat tussen 15 en 39 jaar oud is.
NAMES/NAME:
S4.
......................................................
......................................................
......................................................
......................................................
......................................................
......................................................
......................................................
......................................................
......................................................
......................................................
......................................................
......................................................
Of these people, who celebrates their birthday next?
S4.
Van dié mense, wie verjaar volgende?
................................................................................................................................................................................. IF RESPONDENT MENTIONED IN Q.S4 IS AVAILABLE,
INDIEN RESPONDENT GENOEM IN V.S4 BESKIKBAAR IS,
CONDUCT INTERVIEW. IF RESPONDENT NOT AVAILABLE,
VOER
CONDUCT AN ADDITIONAL TWO RECALLS – THEN
BESKIKBAAR IS NIE, VOLG TWEE KEER OP – VERVANG
SUBSTITUTE AND RECORD ON HIT RATE SHEET.
DAN EN NOTEER OP TREFLYS.
S5.
Could you please tell me into which of the following age categories your age falls. 1. 2.
S5.
ONDERHOUD.
INDIEN
RESPONDENT
Kan jy asseblief vir my sê in watter van die volgende ouderdomskategorieë jou ouderdom val.
READ OUT INTERVALS. SINGLE MENTION.
1. 2.
LEES GROEPE, INDIEN NODIG. EEN ANTWOORD.
(28) Younger than 15 years/•Jonger as 15 jaar
-1
15-19 years/•jaar
-2
20-29 years/•jaar
-3
30-39 years/•jaar
-4
40 years or older/•40 jaar of ouer
-5
Refused/•Geweier
-6
NIE
CLOSE INTERVIEW/•SLUIT ONDERHOUD AF
CONTINUE/•GAAN VOORT
CLOSE INTERVIEW/•SLUIT ONDERHOUD AF
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100 CLOSE INTERVIEW IF YOUNGER THAN 15 YEARS
SLUIT ONDERHOUD AF INDIEN JONGER AS 15 JAAR
(CODE -1), OR 40 YEARS OR OLDER (CODE -5), OR IF
(KODE
REFUSED (CODE -6).
-1), OF 40 JAAR OF OUER (KODE -5), OF INDIEN GEWEIER (KODE -6).
S5a.
And now, please can you tell me your exact age?
S5a.
RECORD EXACT AGE.
En nou, kan jy asseblief vir my sê presies hoe oud jy is?
NOTEER PRESIESE OUDERDOM.
(29) years/•jaar
INTERVIEWER, PLEASE RECORD YEAR BORN
ONDERHOUDVOERDER,
NOTEER
ASSEBLIEF
JAAR
(TO VERIFY AGE AND SUPPORT CHECKBACK)
WAARIN GEBORE (OM OUDERDOM TE VERIFIEER EN KONTROLERING TE HELP)
GENDER: S6.
GESLAG:
INTERVIEWER, PLEASE RECORD.
S6.
ONDERHOUDVOERDER, NOTEER ASSEBLIEF.
(30) Male/•Manlik
-1
Female/•Vroulik
-2
CHECK QUOTA/•GAAN KWOTA NA
S7.
For statistical purposes I need to confirm which ethnic group
S7.
you belong to. Is it… READ OUT.
Vir statistiese doeleindes moet ek bevestig aan watter etniese groep jy behoort. Is dit… LEES VOOR.
(31) Black/•Swart
-1
White/•Blank
-2
Coloured/•Kleurling
-3
Indian/Asian/•Indiër/Asiër
-4
CHECK QUOTA/•GAAN KWOTA NA
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101 S8.
AREA:
S8.
INTERVIEWER, PLEASE RECORD AREA RESPONDENT
GEBIED: ONDERHOUDVOERDER, NOTEER ASSEBLIEF GEBIED WAARIN RESPONDENT WOON.
LIVES IN.
SINGLE MENTION ONLY.
SLEGS EEN ANTWOORD. (32)
Johannesburg
-01
East Rand/•Oos-Rand
-02
Pretoria
-03
South Rand/•Suid-Rand
-04
West Rand/•Wes-Rand
-05
Bloemfontein
-06
Cape Town/•Kaapstad
-07
Durban
-08
East London/•Oos-Londen
-09
Port Elizabeth
-10
LANGUAGE:
TAAL: S10.
S10.
What language do you speak most often at home? 1. 2.
Watter taal praat jy die meeste by die huis?
DO NOT PROMPT. SINGLE MENTION ONLY.
1. 2.
MOET NIE VOORSê NIE. SLEGS EEN ANTWOORD. (35)
Afrikaans
-01
English/•Engels
-02
SePedi/Northern Sotho/•SePedi/Noord-Sotho
-03
SeSotho/Southern Sotho/•SeSotho/Suid-Sotho
-04
Setswana/Tswana
-05
IsiXhosa/Xhosa
-06
IsiZulu/Zulu/• IsiZulu/Zoeloe
-07
Siswati/Swazi
-08
IsiNdebele/South Ndebele/North Ndebele/• IsiNdebele/Suid-Ndebele/Noord-Ndebele Xitsongo/Tsonga
-09
Tshivenda/Lemba/Venda
-11
Other (SPECIFY) /•Ander (SPESIFISEER)
-12
…………………………………………
-10
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102 SECTION A: USAGE AND AWARENESS 1.
Now we are going to be talking about beverages. First of all,
AFDELING A: GEBRUIK EN BEWUSTHEID 1.
what products do you consider drinking when you are
Ons gaan nou praat oor dranke. Eerstens, watter produkte sou jy oorweeg om te drink wanneer jy moeg is?
tired? 1. DO NOT PROMPT. 2. MULTIPLE MENTION POSSIBLE.
1. 2.
MOET NIE VOORSÊ NIE. MEER AS EEN ANTWOORD MOONTLIK.
(36) Coffee (hot coffee and iced coffee drinks)/• Koffie (warm koffie en yskoffie dranke) Tea/•Tee Water/•Water Energy drinks (excluding Red Bull Energy Drink/Red Bull Sugarfree) /•Energiedranke (Red Bull Energy Drink/Red Bull Sugarfree nie ingesluit nie) Energy Shots (excluding Red Bull Energy Shot) /• Energieskote (Red Bull Energy Shot nie ingesluit nie) Red Bull Energy Drink/Red Bull Sugarfree Red Bull Energy Shot Cola beverages (Coca-Cola, Tab, Pepsi) /•Kola dranke (Coca-Cola, Tab, Pepsi) Other (PLEASE SPECIFY) /•Ander (SPESIFISEER ASSEBLIEF)
-01 -02 -03 -04 -11 -05 -12 -06 -07
…………………………………………………………… Other carbonated drinks (excluding Cola beverages (Coca-Cola, Tab, Pepsi))(PLEASE SPECIFY) /•Ander gaskoeldranke (uitsluitend Kola dranke (Coca-Cola, Tab, Pepsi)) (SPESIFISEER ASSEBLIEF)
-08
…………………………………………………………… None, don’t drink when I am tired/•Geen, drink nie wanneer ek moeg is nie 2.
Now, I would like you to think specifically about energy
2.
drinks. Which brands come to mind when you think of
-09 Ek wil nou hê dat jy spesifiek aan energiedranke moet dink. Aan watter handelsmerke dink jy wanneer jy aan energiedranke dink? Enige ander?
energy drinks? Any others? 1. 2. 3. 4. 5.
DO NOT PROMPT. RECORD FIRST MENTION UNDER “FIRST MENTION” ON GRID OVERLEAF. FIRST MENTION IS A SINGLE MENTION ONLY. FURTHER MENTIONS CAN BE MULTIPLE MENTIONS. RECORD FURTHER MENTIONS UNDER “OTHER MENTIONS” ON GRID OVERLEAF.
1. 2. 3. 4. 5.
3.
Sometimes it is difficult to remember everything. Which of these beverages listed on the card have you ever heard of? 1. 2. 3. 4.
SHOW CARD 3. MULTIPLE MENTION POSSIBLE. MAKE SURE ALL BRANDS MENTIONED IN Q.2 ARE RECORDED IN Q.3. IF NONE OR DON’T KNOW/CAN’T REMEMBER, GO TO Q.13.
3.
MOET NIE VOORSÊ NIE. NOTEER EERSTE ANTWOORD ONDER “EERSTE ANTWOORD” OP TABEL OP VOLGENDE BLADSY. EERSTE ANTWOORD IS SLEGS EEN ANTWOORD. VERDERE ANTWOORDE KAN MEER AS EEN ANTWOORD WEES. NOTEER VERDERE ANTWOORDE ONDER “ANDER ANTWOORDE” OP TABEL OP VOLGENDE BLADSY.
Dit is partykeer moeilik om alles te onthou. Van watter van hierdie dranke in die lys op die kaart het jy al ooit gehoor?
1. 2. 3. 4.
WYS KAART 3. MEER AS EEN ANTWOORD MOONTLIK. MAAK SEKER DAT ALLE HANDELSMERKE WAT GENOEM WORD IN V.2, GENOTEER WORD IN V.3. INDIEN GEEN OF WEET NIE/KAN ONTHOU NIE, GAAN NA V.13.
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103 4.
Now, using the same card, please can you tell me which of
4.
these beverages you have ever tried? 1. 2. 3. 4. 4a.
STILL SHOWING CARD 3. MULTIPLE MENTION POSSIBLE. CAN ONLY MENTION BRANDS AWARE OF IN Q.3. IF NONE, GO TO Q.5a.
Which of these beverages have you drunk in the past 12
1. 2. 3. 4. 4a.
months? 1. 2. 3. 4. 5.
STILL SHOWING CARD 3. MULTIPLE MENTION POSSIBLE. CAN ONLY MENTION BRANDS EVER TRIED IN Q.4. IF NONE, GO TO Q.5a.
And which have you drunk in the past 4 weeks? 1. 2. 3. 4.
STILL SHOWING CARD 3. MULTIPLE MENTION POSSIBLE. CAN ONLY MENTION BRANDS DRUNK IN PAST 12 MONTHS (Q.4a). IF NONE, GO TO Q.5a.
Nou, met gebruik van dieselfde kaart, kan jy asseblief vir my sê watter van hierdie dranke jy al probeer het?
Watter van hierdie dranke het jy oor die afgelope 12 maande gedrink?
1. 2. 3. 4. 5.
WYS STEEDS KAART 3. MEER AS EEN ANTWOORD MOONTLIK. KAN SLEGS HANDELSMERKE NOEM WAARVAN BEWUS IN V.3. INDIEN GEEN, GAAN NA V.5a.
WYS STEEDS KAART 3. MEER AS EEN ANTWOORD MOONTLIK. KAN SLEGS HANDELSMERKE NOEM WAT OOIT PROBEER IS IN V.4. INDIEN GEEN, GAAN NA V.5a.
En watter het jy oor die afgelope 4 weke gedrink? 1. 2. 3. 4.
WYS STEEDS KAART 3. MEER AS EEN ANTWOORD MOONTLIK. KAN SLEGS HANDELSMERKE NOEM WAT OOR AFGELOPE 12 MAANDE GEDRINK IS (V.4a). INDIEN GEEN, GAAN NA V.5a.
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104
5a.
Now thinking about your beverage purchases, which of the
5a.
following beverage products have you bought within the past
Dink nou aan die dranke wat jy gekoop het, watter van die volgende drankprodukte het jy oor die afgelope 4 weke gekoop?
4 weeks? 1. 2. 3.
STILL SHOWING CARD 3. MULTIPLE MENTION POSSIBLE. CAN ONLY MENTION BRANDS AWARE OF IN Q.3.
(39)
(40) Q.2/•V.2
1. 2. 3.
(41)
WYS STEEDS KAART 3. MEER AS EEN ANTWOORD MOONTLIK. KAN SLEGS HANDELSMERKE NOEM WAARVAN BEWUS IN V.3.
(42)
(43)
(44)
Q.3/•V.3
Q.4/•V.4
Q.4a/•V.4a
Q.5/•V.5
(95) Q.5a/•V.5 a
First
Other
Aided
Ever tried/•Ooit
Past 12
Last 4
Bought in
mention/•
mentions/•
awareness/•
probeer
months/•
weeks/•
past 4
Eerste
Ander ant-
Ondersteunde
antwoord
woorde
bewustheid
Afgelope 12
Afgelope 4
maande
weke
weeks/• Gekoop oor afgelope 4 weke
037. Coca-Cola/Coke
-037
-037
-037
-037
-037
-037
-037
048. Energade
-048
-048
-048
-048
-048
-048
-048
087. Lucozade
-087
-087
-087
-087
-087
-087
-087
-996
-996
-996
-996
-996
-996
-996
-117
-117
-117
-117
-117
-117
-117
-243
-243
-243
-243
-243
-243
-243
-001
-001
-001
-001
-001
-001
-001
002. Red Bull Sugarfree
-002
-002
-002
-002
-002
-002
-002
012. Red Bull Energy Shot
-012
-012
-012
-012
-012
-012
-012
935. Sprite
-935
-935
-935
-935
-935
-935
-935
003. USN Spike Energy
-003
-003
-003
-003
-003
-003
-003
004. Vitaminwater
-004
-004
-004
-004
-004
-004
-004
-999
-999
-999
-999
-999
-999
-999
-997
-997
-997
-997
-997
-997
-997
996 Monster 117. Powerade 243. Power Play 001. Red
Bull
Energy
Drink
999. Other (SPECIFY)/•Ander (SPESIFISEER)
…………………… 997. None/•Geen
Stellenbosch University http://scholar.sun.ac.za
105 998. Don’t know/Can’t remember/•Weet nie/kan nie onthou nie
-998
-998
-998
-998
-998
-998
IF NONE
IF NONE
IF NONE
IF NONE
(CODE
(CODE -997)
(CODE -
(CODE
997)
-997)
-997)
5b.
OR DON’T
OR DON’T
KNOW (CODE
OR DON’T
OR DON’T
KNOW (CODE
-998) SKIP TO
KNOW
KNOW
-998) SKIP TO
Q.5a/•INDIEN
(CODE -
(CODE
Q.13/•INDIEN
GEEN (KODE
998) SKIP
-998) SKIP
GEEN (KODE
-997) OF
TO
TO Q.5a/•
-997) OF WEET
WEET NIE
Q.5a/•INDIE
INDIEN
NIE (KODE -
(KODE
N GEEN
GEEN
998), SLAAN
-998), SLAAN
(KODE
(KODE
OOR NA V.13
OOR NA V.5a
-997) OF
-997) OF
WEET NIE
WEET NIE
(KODE -
(KODE
998),
-998),
SLAAN
SLAAN
OOR NA
OOR NA
V.5a
V.5a
-998
ASK ONLY IF EVER DRUNK RED BULL ENERGY DRINK
VRA SLEGS INDIEN AL OOIT RED BULL ENERGY DRINK
(CODE -001) OR RED BULL SUGARFREE (CODE -002)
(KODE -001) OF RED BULL SUGARFREE (KODE -002)
IN THE PAST 12 MONTHS (Q.4a). ALL OTHERS GO TO
OOR DIE AFGELOPE 12 MAANDE PROBEER HET (V.4a).
Q.6a.
ALLE ANDER GAAN NA V.6a.
How many times a day, a week or month do you consume
5b.
Hoeveel keer ‘n dag, week of maand drink jy Red Bull Energy Drink of Red Bull Sugarfree?
Red Bull Energy Drink or Red Bull Sugarfree? 1. 2.
SHOW CARD 5b. SINGLE MENTION.
1. 2.
WYS KAART 5b. EEN ANTWOORD.
(45) Several times per day/•Etlike keer ‘n dag Once a day/•Een keer ‘n dag 4-6 times per week/•4-6 keer ‘n week 2-3 times per week/•2-3 keer ‘n week Once a week/•Een keer ‘n week
-01 -02 -03 -04 -05
Stellenbosch University http://scholar.sun.ac.za
106 -06
2-3 times per month/•2-3 keer ‘n maand
-07
Once a month/•Een keer ‘n maand
6a.
Less than once a month/•Minder as een keer ‘n maand
-08
Never or only tried it once/•Nooit of het dit net een keer probeer
-09
Don’t know/•Weet nie (DO NOT SHOW) /• (MOET NIE WYS NIE)
-10
Please look at this list of brands. Now indicate how strongly
6a.
you would consider drinking each brand. Let’s start
Kyk asseblief na hierdie lys handelsmerke. Dui nou aan hoe sterk jy sou oorweeg om elke handelsmerk te drink. Kom ons begin met ... (HANDELSMERK)
with…(BRAND) 1. 2.
3.
SHOW CARD 6a (Brands and Statements). ASK ONLY FOR ALL ENERGY DRINK BRANDS (CODES -048, -087, -996, -117, -243, -001, -002, 003, -004 AND -999) AWARE OF IN Q.3, OTHERS GO TO Q.6b. SINGLE MENTION PER BRAND.
1. 2.
3.
WYS KAART 6a (Handelsmerke en Stellings). VRA SLEGS VIR ALLE HANDELSMERKE ENERGIEDRANKE (KODES -048, -087, -996, -117, 243, -001, -002, -003, -004 EN -999) WAARVAN BEWUS IN V.3, ANDER GAAN NA V.6b. EEN ANTWOORD PER HANDELSMERK.
(46, 47) It is the only brand I consider/•Dit is die enigste handelsmerk wat ek oorweeg
It is one of the few brands I prefer/•Dit is een van die paar handelsmerke wat ek verkies
It is not one I normally consider unless my preferred brand is not available/•Dit is nie een wat ek gewoonlik oorweeg nie tensy die handelsmerk wat ek verkies nie beskikbaar is nie
I never consider this brand/•Ek oorweeg nooit hierdie handelsmerk nie
-2
It is one I consider equally along with others/•Dit is een wat ek ewe veel oorweeg saam met ander -3
048. Energade
-1
-4
-5
087. Lucozade
-1
-2
-3
-4
-5
-1
-2
-3
-4
-5
-1
-2
-3
-4
-5
243. Power Play
-1
-2
-3
-4
-5
995. Red Bull Energy Drink/Red Bull Sugarfree
-1
-2
-3
-4
-5
003. USN Spike Energy
-1
-2
-3
-4
-5
004. Vitaminwater
-1
-2
-3
-4
-5
-1
-2
-3
-4
-5
BRANDS /•HANDELSMERKE
996 Monster 117. Powerade
999. Other
(SPECIFY)/•
Ander
(SPESIFISEER)
………………………………….
Stellenbosch University http://scholar.sun.ac.za
107 6b.
Please indicate which statement on this card best describes
6b.
Dui asseblief aan watter stelling op hierdie kaart die beste beskrywing is van jou algehele indruk van elkeen van hierdie handelsmerke.
your overall impression of each of these brands. 1. 2. 3.
SHOW CARD 6b. ASK FOR ALL BRANDS AWARE OF IN Q.3. SINGLE MENTION PER BRAND.
1. 2. 3.
WYS KAART 6b. VRA VIR ALLE HANDELSMERKE WAARVAN BEWUS IN V.3. EEN ANTWOORD PER HANDELSMERK.
(48, 49) On its way up and doing a lot at the moment/•Op pad boontoe en doen baie op die oomblik
On its way up and doing a few things at the moment/•Op pad boontoe en doen ‘n paar dinge op die oomblik
Holding its ground/• Besig om stand te hou
On its way down and not doing much at the moment/•Op pad af en doen nie veel op die oomblik nie
037. Coca-Cola/Coke
-1
-2
-3
-4
On its way down and not doing anything at the moment/•Op pad af en doen niks op die oomblik nie -5
048. Energade
-1
-2
-3
-4
-5
087. Lucozade
-1
-2
-3
-4
-5
-1
-2
-3
-4
-5
-1
-2
-3
-4
-5
-1
-2
-3
-4
-5
-1
-2
-3
-4
-5
935. Sprite
-1
-2
-3
-4
-5
003. USN Spike Energy
-1
-2
-3
-4
-5
004. Vitaminwater
-1
-2
-3
-4
-5
-1
-2
-3
-4
-5
BRANDS /•HANDELSMERKE
996 Monster 117. Powerade 243. Power Play 995. Red
Bull
Energy
Drink/Red
Bull
Sugarfree
999. Other
(SPECIFY)/•
Ander
(SPESIFISEER)
…………………………………. ASK ONLY IF AWARE OF RED BULL ENERGY DRINK (CODE -001) OR RED BULL SUGARFREE (CODE -002) IN 7.
Q.3. OTHERS SKIP TO Q.13. Please can you tell me all the places where you have seen
7.
VRA SLEGS INDIEN BEWUS VAN RED BULL ENERGY DRINK (KODE -001) OF RED BULL SUGARFREE (KODE 002) IN V.3. ANDER SLAAN OOR NA V.13. Kan jy asseblief vir my al die plekke noem waar jy oor die afgelope 12 maande Red Bull gesien het of daarvan gehoor het?
or heard of Red Bull in the past 12 months? 1. 2.
3.
(50)
READ OUT. ROTATE ORDER OF READING OPTIONS, MARKING YOUR STARTING POINT WITH AN ASTERISK (*), HOWEVER ALWAYS ASK CODES 09, -02, -06, -25 IN THAT ORDER AND “OTHER” AT THE END. MULTIPLE MENTION POSSIBLE.
1. 2.
3.
LEES VOOR. WISSEL VOLGORDE WAARIN OPSIES GELEES WORD, MERK JOU BEGINPUNT MET ‘N STERRETJIE (*), EN VRA EGTER ALTYD KODES 09, -02, -06, -25 IN DAARDIE VOLGORDE EN “ANDER” OP DIE EINDE. MEER AS EEN ANTWOORD MOONTLIK.
Stellenbosch University http://scholar.sun.ac.za
108 -09
Athletes with Red Bull branding, e.g on their helmets/•Atlete met Red Bull handelsmerk bv op hulle helms In features/(editorials) about sponsored events or athletes on TV/•In artikels/(hoofartikels) oor geborgde gebeurtenisse of atlete op TV In features/(editorials) about sponsored events or athletes in magazines or newspapers/•In artikels/(hoofartikels) oor geborgde gebeurtenisse of atlete in tydskrifte of koerante
-02 -06 -25
Formula 1 (e.g. Formula 1 on TV, magazines etc.) /•Formule 1 (bv Formule 1 op TV, in tydskrifte ens)
-01
Cartoon advertising on TV/•Strokiesprent advertensies op TV
-03
Red Bull advertising on the radio/• Red Bull advertensies op die radio
-04
Red Bull advertising in the cinema/• Red Bull advertensies in die bioskoop
-05
On billboards/posters/outdoors (citylights)/•Op reklameborde/plakkate/buitelug (straatligte)
-07
At events/•By gebeurtenisse At local Red Bull events, such as Red Bull Street Style /•By plaaslike Red Bull gebeurtenisse, soos Red Bull Street Style
-08 -20
Athletes drinking Red Bull/•Atlete wat Red Bull drink
-21
Artists/musicians/other celebrities drinking Red Bull/•Kunstenaars/musikante/ander beroemde persone wat Red Bull drink Red Bull logo’s in bars, pub’s, restaurants, cafès, clubs or discos/•Red Bull logo’s in kroeë, restaurante, kafees, klubs of disko’s
-11
Mini’s in Red Bull design with the can on top/• Mini’s in Red Bull ontwerp met die blikkie bo-op
-12
In-store (supermarkets, convenience stores, petrol stations, etc.) /•In winkels (supermarkte, geriefswinkels, vulstasies ens)
-13
On the internet (e.g. articles, news, pictures, blogs, social networks such as Facebook etc)/•Op die internet (bv artikels, nuus, prente, blogs, sosiale netwerke soos Facebook ens)
-14 -22
Red Bull advertising on the internet/• Red Bull advertensies op die internet
-16
In computer/video games/•In rekenaar-/videospeletjies
-17
At universities/•By universiteite
-23
Red Bulletin At music festivals/•By musiekfeeste
-24
Red Bull Music Academy
-26
Red Bull Mobile (Red Bull phones and tariffs) /•Red Bull Mobile (Red Bull fone en tariewe)
-27
Red Bull advertising on mobile phones/•Red Bull advertensies op selfone
-28
Other
(PLEASE
SPECIFY)
/•Ander
(SPESIFISEER
ASSEBLIEF) -18
………………………………………………………………….. None (DO NOT READ OUT)/•Geen (MOET NIE VOORLEES NIE)
-19
Stellenbosch University http://scholar.sun.ac.za
109 ASK ONLY IF DRUNK RED BULL ENERGY DRINK (CODE
VRA SLEGS INDIEN RED BULL ENERGY DRINK (KODE -
-001) OR RED BULL SUGARFREE (CODE -002) IN PAST
001) OF RED BULL SUGARFREE (KODE -002) OOR
12 MONTHS IN Q.4a. OTHERS SKIP TO Q.13.
AFGELOPE 12 MAANDE GEDRINK HET IN V.4a. ANDER SLAAN OOR NA V.13.
I would now like you to think about your consumption or 9.
drinking habits for Red Bull Energy Drink. I mean both Red
9.
Bull Energy Drink and Red Bull Sugarfree. On this card you will find different ways or places where and when Red Bull Energy Drink can be consumed or drunk. Please can you tell
Ek wil nou hê jy moet dink aan jou drinkgewoontes vir Red Bull Energy Drink. Ek bedoel Red Bull Energy Drink sowel as Red Bull Sugarfree. Op hierdie kaart sal jy verskillende maniere of plekke kry waar en wanneer Red Bull Energy Drink gedrink kan word. Kan jy asseblief vir my sê, uit ‘n totaal van 100%, hoeveel Red Bull Energy Drink jy … drink?
me, out of a total of 100%, how much Red Bull Energy Drink you drink …? 1. 2. 3. 4.
SHOW CARD 9. RECORD EXACT PROPORTIONS PER SECTION. TOTAL OF EACH GROUPING MUST EQUAL 100%. REMIND RESPONDENT TO COMBINE RED BULL ENERGY DRINK AND RED BULL SUGARFREE WHEN ANSWERING.
1. 2. 3. 4.
WYS KAART 9. NOTEER PRESIESE PROPORSIES PER AFDELING. TOTAAL VAN ELKE GROEPERING MOET 100% WEES. HERINNER RESPONDENT OM RED BULL ENERGY DRINK EN RED BULL SUGARFREE TE KOMBINEER WANNEER ANTWOORD GEGEE WORD.
Q.9a/•V.9a
(53, 54)
1.
Pure (on its own) /•Suiwer (op sy eie)
…………….
2.
Mixed /•Gemeng
…………….
TOTAL MUST EQUAL 100%/•TOTAAL MOET 100% WEES
Q.9b/•V.9b
100%
(55, 56) …………….
1.
At home or at a friend’s home /•By die huis of by ‘n vriend se huis
2.
In bars, pubs, restaurants, cafès, clubs or discos /•In kroeë, restaurante, kafees, klubs of disko’s
3.
On your way somewhere, on route /•Op pad êrens, op pad
4.
At the gym or playing sports/•By die gym of wanneer sport gespeel word
…………….
5.
At work/•By die werk
…………….
6.
At school/at college/at university/•By die skool/by die kollege/by die universiteit
…………….
TOTAL MUST EQUAL 100%/•TOTAAL MOET 100% WEES
……………. …………….
100%
Stellenbosch University http://scholar.sun.ac.za
110
Q.9c/•V.9c
(57, 58)
1.
Around breakfast, in the morning /•Om en by met ontbyt, in die oggend
…………….
2.
Between breakfast and lunch /•Tussen ontbyt en middagete
…………….
3.
Around lunch time /•Om en by met middagete
…………….
4.
In the afternoon /•In die middag
…………….
5.
Around dinner or in the evening /•Om en by met aandete of in die aand
…………….
6.
During the night /•Gedurende die nag
…………….
TOTAL MUST EQUAL 100%/•TOTAAL MOET 100% WEES
Q.9d/•V.9d
100%
(59, 60)
1.
Weekdays (Monday to Thursday) /•Weeksdae (Maandag tot Donderdag)
…………….
2.
Weekend (Friday to Sunday) /•Naweek (Vrydag tot Sondag)
…………….
TOTAL MUST EQUAL 100%/•TOTAAL MOET 100% WEES
100%
Stellenbosch University http://scholar.sun.ac.za
111 ASK ONLY IF DRUNK RED BULL ENERGY DRINK
VRA SLEGS INDIEN RED BULL ENERGY DRINK (KODE -
(CODE -001) IN PAST 12 MONTHS (Q.4a). OTHERS GO
001) OOR AFGELOPE 12 MAANDE GEDRINK HET (V.4a).
TO Q.10b.
10a.
10a.
ANDER GAAN NA V.10b. Ongeveer hoeveel blikkies Red Bull Energy Drink sou jy sê drink jy in ‘n gewone maand? Ek bedoel net Red Bull Energy Drink, nie Red Bull Sugarfree nie.
Approximately, how many cans of Red Bull Energy Drink would you say you drink in an average month? I mean Red Bull Energy Drink only, not Red Bull Sugarfree. 1. 2. 3. 4.
RECORD NUMBER OF CANS DRUNK PER MONTH. ALLOW ‘DON’T KNOW’ AS AN ANSWER . DO NOT ALLOW A RANGE AS AN ANSWER. NB: ANSWER IN THE TEXT BOX ‘AVERAGE NUMBER OF CANS’ CANNOT BE LOWER THAN 1 OR HIGHER THAN 100 CANS. IF RESPONDENT HAS ONLY TRIED IT ONCE OR HAD LESS THAN ONE CAN OR DOES NOT KNOW THE NUMBER OF CANS, USE THE OTHER CODES PROVIDED.
1. 2. 3. 4.
NOTEER HOEVEELHEID BLIKKIES GEDRINK PER MAAND. LAAT ’WEET NIE’ TOE AS 'N ANTWOORD. MOET NIE 'N REEKS TOELAAT AS 'N ANTWOORD NIE. LW: ANTWOORD IN DIE TEKSBLOKKIE ’GEMIDDELDE HOEVEELHEID BLIKKIES’ KAN NIE LAER WEES AS 1 OF HOËR AS 100 BLIKKIES NIE. INDIEN RESPONDENT DIT NET EEN KEER PROBEER HET OF MINDER GEHAD HET AS EEN BLIKKIE OF NIE DIE HOEVEELHEID BLIKKIES WEET NIE, GEBRUIK DIE ANDER KODES WAT VOORSIEN WORD. (61)
Average number cans/•Gemiddelde hoeveelheid blikkies Only tried it once or less than one can/•Het dit net een keer probeer of minder as een blikkie Don’t know/•Weet nie
………………………………….. -998 -999
ASK ONLY IF DRUNK RED BULL SUGARFREE (CODE -
VRA SLEGS INDIEN RED BULL SUGARFREE (KODE -
002) IN PAST 12 MONTHS (Q.4a). OTHERS GO TO Q.11.
002) OOR AFGELOPE 12 MAANDE GEDRINK HET (V.4a). ANDER GAAN NA V.11.
10b.
Approximately, how many cans of Red Bull Sugarfree would you say you drink in an average month? I mean Red Bull
10b.
Ongeveer hoeveel blikkies Red Bull Sugarfree sou jy sê drink jy in ‘n gewone maand? Ek bedoel net Red Bull Sugarfree, nie Red Bull Energy Drink nie.
Sugarfree only, not Red Bull Energy Drink. 1.
RECORD NUMBER OF CANS DRUNK PER MONTH.
1. NOTEER HOEVEELHEID BLIKKIES GEDRINK PER MAAND.
2.
ALLOW ‘DON’T KNOW’ AS AN ANSWER.
2.
3.
DO NOT ALLOW A RANGE AS AN ANSWER.
4.
NB: ANSWER IN THE TEXT BOX ‘AVERAGE NUMBER OF CANS’ CANNOT BE LOWER THAN 1 OR HIGHER THAN 100 CANS. IF RESPONDENT HAS ONLY TRIED IT ONCE OR HAD LESS THAN ONE CAN OR DOES NOT KNOW THE NUMBER OF CANS, USE THE OTHER CODES PROVIDED.
3. MOET NIE 'N REEKS TOELAAT AS 'N ANTWOORD NIE. 4.
LAAT ’WEET NIE’ TOE AS 'N ANTWOORD.
LW: ANTWOORD IN DIE TEKSBLOKKIE ’GEMIDDELDE HOEVEELHEID BLIKKIES’ KAN NIE LAER WEES AS 1 OF HOËR AS 100 BLIKKIES NIE. INDIEN RESPONDENT DIT NET EEN KEER PROBEER HET OF MINDER GEHAD HET AS EEN BLIKKIE OF NIE DIE HOEVEELHEID BLIKKIES WEET NIE, GEBRUIK DIE ANDER KODES WAT VOORSIEN WORD.
(62) Average number cans/•Gemiddelde hoeveelheid blikkies Only tried it once or less than one can/•Het dit net een keer probeer of minder as een blikkie Don’t know/•Weet nie
………………………………….. -998 -999
Stellenbosch University http://scholar.sun.ac.za
112 11.
Compared to a year ago, do you drink more, the same
11.
amount or less Red Bull Energy Drink than you did, or have you stopped drinking Red Bull Energy Drink altogether? Here I mean both Red Bull Energy Drink and Red Bull
In vergelyking met ‘n jaar gelede, drink jy meer, dieselfde hoeveelheid of minder Red Bull Energy Drink as wat jy gedoen het, of het jy heeltemal opgehou om Red Bull Energy Drink te drink? Hier bedoel ek Red Bull Energy Drink en Red Bull Sugarfree.
Sugarfree. 1. 2.
READ OUT. SINGLE MENTION.
1. 2.
LEES VOOR. EEN ANTWOORD.
(63) More than a year ago/•Meer as ‘n jaar gelede The same as a year ago/•Dieselfde as ‘n jaar gelede Less than a year ago/•Minder as ‘n jaar gelede Stopped drinking Red Bull Energy Drink /Red Bull Sugarfree/•Opgehou om Red Bull Energy Drink /Red Bull Sugarfree te drink It’s only recently that I have begun to drink it/•Ek het dit net onlangs begin drink Don’t know/•Weet nie
-1
SKIP TO Q.13/•SLAAN OOR NA V.13
-2
SKIP TO Q.13/•SLAAN OOR NA V.13
-3 SKIP TO Q.12b/•SLAAN OOR NA V.12b -4 -6
SKIP TO Q.12c/•SLAAN OOR NA V.12c
-5
SKIP TO Q.13/•SLAAN OOR NA V.13
Stellenbosch University http://scholar.sun.ac.za
113 ASK ONLY IF MENTIONED CODES -3 OR -4 (LESS
VRA SLEGS INDIEN KODES -3 OF -4 (MINDER AS OF OPGEHOU OM TE DRINK) GENOEM IN V.11. ANDERSINS SLAAN OOR NA V.12c. Om watter redes drink jy minder Red Bull Energy Drink of Red Bull Sugarfree as ‘n jaar gelede, of het jy opgehou om Red Bull Energy Drink/Red Bull Sugarfree te drink?
THAN OR STOPPED DRINKING) IN Q.11. OTHERWISE SKIP TO Q.12c.
12b.
What are your reasons for consuming less Red Bull Energy
12b.
Drink or Red Bull Sugarfree than a year ago, or having stopped drinking Red Bull Energy Drink/Red Bull Sugarfree? 1. 2. 3.
READ OUT APPROPRIATE WORDING BASED ON RESPONSE IN Q.11. DO NOT PROMPT. MULTIPLE MENTION POSSIBLE.
1. 2. 3.
LEES TOEPASLIKE WOORDE OP GROND VAN ANTWOORD IN V.11. MOET NIE VOORSÊ NIE. MEER AS EEN ANTWOORD MOONTLIK. (65)
Efficacy (Energy drinks do not work on me, prefer coffee) /•Doeltreffendheid (Energiedrankies werk nie op my nie, verkies koffie)
-003
Too expensive/•Te duur
-014
Taste/•Smaak
-013
Drink other beverages (less energy drinks)/•Drink ander dranke (minder energiedranke)
-015
Packaging (don’t like Red Bull cans) /•Verpakking (hou nie van Red Bull blikkies nie)
-012
I go out less often than before to bars, restaurants, clubs or discos in the evening/• Ek gaan minder uit as voorheen na kroeë,
-016
restaurante, klubs of disko’s in die aand No need for it/don’t need it (anymore)/•Geen behoefte daaraan/het dit nie (meer) nodig nie
-017
Health concerns: general/unhealthy/•Gesondheidsbekommernisse: algemeen/ongesond
-018
Health concerns: too artificial/•Gesondheidsbekommernisse: te nagemaak
-019
Health concerns: too much sugar/too many calories/•Gesondheidsbekommernisse: te veel suiker/te veel kalorieë
-020
Health concerns: too strong/•Gesondheidsbekommernisse: te sterk
-021
Health concerns: too much caffeine/•Gesondheidsbekommernisse: te veel kafeïne
-022
Health concerns: reservation concerning taurine/•Gesondheidsbekommernisse: voorbehoud in verband met tourien (taurine)
-023
Efficacy general/•Doeltreffendheid oor die algemeen
-024
Efficacy (Other energy drinks work better on me)/•Doeltreffendheid (Ander energiedrankies werk beter op my)
-025
Not available where I shop/go out/•Nie beskikbaar waar ek koop/uitgaan nie
-026
Replace Red Bull by other Energy Drinks for price reasons/•Vervang Red Bull met ander energiedrankies vir prysredes
-027
Replace Red Bull by other Energy Drinks because they are more appealing/•Vervang Red Bull met ander energiedrankies want hulle is
-028
meer aantreklik Don’t know/•Weet nie
-998
Other (SPECIFY) /• Ander (SPESIFISEER)
-999
………………………………………………………………………….
Stellenbosch University http://scholar.sun.ac.za
114
13.
SECTION B: USAGE OCCASIONS AND IMAGERY
AFDELING BEELD
ASK ALL:
VRA ALMAL: Op hierdie kaart kan jy verskillende soorte dranke en handelsmerke sien. Kan jy asseblief vir my sê vir elkeen van die geleenthede wat ek nou gaan voorlees, watter drank jy sou drink by daardie spesifieke geleentheid. Jy kan een of meer dranke kies vir elke geleentheid.
On this card you can see different types of beverages and
13.
brands. Please can you tell me for each of the occasions which I am going to read out now, which beverage you
B:
GEBRUIKSGELEENTHEDE
EN
would consume at that particular occasion. You can select one or more beverages for each occasion. 1. 2. 3. 4. 5.
READ OUT EACH OCCASION SEPARATELY. HAND RESPONDENT CARD 13. CAN ONLY MENTION ENERGY DRINKS AWARE OF IN Q.3. ROTATE ORDER OF READING OCCASIONS, MARKING THE STARTING POINT WITH AN ASTERISK (*). MULTIPLE MENTION POSSIBLE PER OCCASION.
1. 2. 3. 4. 5.
LEES ELKE GELEENTHEID AFSONDERLIK. OORHANDIG KAART 13 AAN RESPONDENT. KAN SLEGS ENERGIEDRANKE NOEM WAARVAN BEWUS IN V.3. WISSEL VOLGORDE WAARIN GELEENTHEDE GELEES WORD, MERK BEGINPUNT MET ‘N STERRETJIE (*). MEER AS EEN ANTWOORD MOONTLIK PER GELEENTHEID.
Occasions/•Geleenthede
In bars, cafes, restaurants during the day/•In kroeë, kafees of restaurante gedurende die dag
In bars, pubs, restaurants, clubs or discos during the night/•In kroeë, restaurante, klubs of disko’s gedurende die nag
11. On the way somewhere / commuting (but not driving in a car) /•Op pad êrens/as jy daagliks ry (maar nie motor bestuur nie)
While driving/•Terwyl jy bestuur
At events or concerts/•By gebeurtenisse of konserte
-037
-037
-037
-037
-037
-037
-037
-037
-037
048. Energade
-048
-048
-048
-048
-048
-048
-048
-048
-048
-048
-048
-048
-996
-996
-996
-996
-996
-996
-996
-996
-996
-996
-996
-996
-117
-117
-117
-117
-117
-117
-117
-117
-117
-117
-117
-117
1.
8.
3.
10. As a treat/•As ‘n traktasie
2.
Free time at home/•Vrye tyd by die huis
12. While gaming (computer/video)/•Terwyl jy speletjies speel (rekenaar/video)
At parties with friends at home or at friends’ homes/•By partytjies saam met vriende by die huis of by vriende se huise
-037
9.
6.
Before, during or after sports/•Voor, gedurende of na sport
-037
(66, 67)
7.
5.
While studying/•Terwyl jy studeer
-037
4.
At work/•By die werk
037. Coca-Cola/Coke
BRANDS /•HANDELSMERKE
ENERGY DRINKS/•ENERGIEDRANKE
996. Monster 117. Powerade
Stellenbosch University http://scholar.sun.ac.za
115 Occasions/•Geleenthede
In bars, cafes, restaurants during the day/•In kroeë, kafees of restaurante gedurende die dag
In bars, pubs, restaurants, clubs or discos during the night/•In kroeë, restaurante, klubs of disko’s gedurende die nag
11. On the way somewhere / commuting (but not driving in a car) /•Op pad êrens/as jy daagliks ry (maar nie motor bestuur nie)
While driving/•Terwyl jy bestuur
At events or concerts/•By gebeurtenisse of konserte
-243
-243
-243
-243
-243
-243
-243
-243
-995
-995
-995
-995
-995
-995
-995
-995
-995
-995
-995
-995
-004
-004
-004
-004
-004
-004
-004
-004
-004
-004
-004
-004
-901
-901
-901
-901
-901
-901
-901
-901
-901
-901
-901
-901
902. Fruit juices/•Vrugtesappe
-902
-902
-902
-902
-902
-902
-902
-902
-902
-902
-902
-902
903. Beer or wine/•Bier of wyn
-903
-903
-903
-903
-903
-903
-903
-903
-903
-903
-903
-903
904. Coffee/•Koffie
-904
-904
-904
-904
-904
-904
-904
-904
-904
-904
-904
-904
139. Smirnoff Spin
-139
-139
-139
-139
-139
-139
-139
-139
-139
-139
-139
-139
999. Other (SPECIFY) /•Ander
-999
-999
-999
-999
-999
-999
-999
-999
-999
-999
-999
-999
-997
-997
-997
-997
-997
-997
-997
-997
-997
-997
-997
-997
1.
Energy
Drink/Red Bull Sugarfree 004. Vitaminwater
10. As a treat/•As ‘n traktasie
Bull
8.
3. 2.
Free time at home/•Vrye tyd by die huis
995. Red
12. While gaming (computer/video)/•Terwyl jy speletjies speel (rekenaar/video)
At parties with friends at home or at friends’ homes/•By partytjies saam met vriende by die huis of by vriende se huise
-243
243. Power Play
9.
6.
Before, during or after sports/•Voor, gedurende of na sport
-243
(66, 67)
7.
5.
While studying/•Terwyl jy studeer
-243
4.
At work/•By die werk
-243
BRANDS /•HANDELSMERKE
OTHER BEVERAGES/•ANDER DRANKE 901. Mineral water/•Mineraalwater
(SPESIFISEER) …………………………… …………… 997. None/•Geen
Stellenbosch University http://scholar.sun.ac.za
116
Occasions/•Geleenthede
12. While gaming (computer/video)/•Terwyl jy speletjies speel (rekenaar/video)
At events or concerts/•By gebeurtenisse of konserte
10. As a treat/•As ‘n traktasie
While driving/•Terwyl jy bestuur
In bars, cafes, restaurants during the day/•In kroeë, kafees of restaurante gedurende die dag
In bars, pubs, restaurants, clubs or discos during the night/•In kroeë, restaurante, klubs of disko’s gedurende die nag
11. On the way somewhere / commuting (but not driving in a car) /•Op pad êrens/as jy daagliks ry (maar nie motor bestuur nie)
8.
6.
At parties with friends at home or at friends’ homes/•By partytjies saam met vriende by die huis of by vriende se huise
Free time at home/•Vrye tyd by die huis (66, 67)
7.
5.
Before, during or after sports/•Voor, gedurende of na sport
-998
4.
While studying/•Terwyl jy studeer
-998
3.
At work/•By die werk
-998
2.
-998
1.
-998
9.
-998 -998
-998 -998 -998 998. Don’t know/•Weet nie
-998
-998
BRANDS /•HANDELSMERKE
Stellenbosch University http://scholar.sun.ac.za
117 ASK ONLY IF MENTIONED RED BULL ENERGY
VRA SLEGS INDIEN RED BULL ENERGY DRINK/RED BULL SUGARFREE (KODE -995) GENOEM HET VIR TEN MINSTE TWEE GELEENTHEDE IN V.13. ANDER GAAN NA V.14.
DRINK/RED BULL SUGARFREE (CODE –995) FOR AT LEAST TWO OCCASIONS IN Q.13. OTHERS GO TO Q.14.
13a.
Thinking about all the different times you drink Red Bull
Dink aan die verskillende tye wanneer jy Red Bull Energy Drink of Red Bull Sugarfree drink, watter persentasie van die hoeveelheid wat jy drink verteenwoordig elke geleentheid? Ek gaan vir jou die geleenthede lees wat jy genoem het waarby jy Red Bull Energy Drink of Red Bull Sugarfree drink, en ek wil hê dat jy vir my moet sê, uit 100, hoeveel van die tye wanneer jy drink gedeel word tussen hierdie geleenthede.
13a.
Energy Drink or Red Bull Sugarfree, what percentage of the amount you drink does each occasion represent? I am going to read you the occasions where you mentioned you drink Red Bull Energy Drink or Red Bull Sugarfree and I want you to tell me, out of 100, how much of your drinking is split between these occasions. 1. 2. 3. 4.
READ OUT ONLY THOSE OCCASIONS RESPONDENT MENTIONED FOR RED BULL ENERGY DRINK/RED BULL SUGARFREE (CODE -995) IN Q.13. ROTATE ORDER OF READING OCCASIONS, MARKING THE STARTING POINT WITH AN ASTERISK (*). RECORD EXACT PROPORTIONS PER SECTION. TOTAL MUST EQUAL TO 100%.
1. 2. 3. 4.
LEES SLEGS DAARDIE GELEENTHEDE WAT RESPONDENT GENOEM HET VIR RED BULL ENERGY DRINK/RED BULL SUGARFREE (KODE -995) IN V.13. WISSEL VOLGORDE WAARIN GELEENTHEDE GELEES WORD, MERK BEGINPUNT MET ‘N STERRETJIE (*). NOTEER PRESIESE PROPORSIES PER AFDELING. TOTAAL MOET 100% WEES. (68, 69)
1.
Free time at home/•Vrye tyd by die huis
2.
At work/•By die werk
3.
While studying/•Terwyl jy studeer
4.
Before, during or after sports/•Voor, gedurende of na sport
5.
At parties with friends at home or at friends’ homes /•By partytjies saam met vriende by die huis of by vriende se huise
6.
In bars, cafes or restaurants during the day/•In kroeë, kafees of restaurante gedurende die dag
7.
In bars, pubs, restaurants, clubs or discos during the night/•In kroeë, restaurante, klubs of disko’s gedurende die nag
11. On the way somewhere/commuting (but not driving in a car) /•Op pad êrens/as jy daagliks ry (maar nie motor bestuur nie) 8.
While driving/•Terwyl jy bestuur
9.
At events or concerts/•By gebeurtenisse of konserte
Q.13a/•V.13a
…………….
…………….
…………….
…………….
…………….
……………. …………….
……………. ……………. …………….
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118
10. As a treat/•As ‘n traktasie
……………. …………….
12. While gaming (computer/video games)/•Terwyl jy speletjies speel (rekenaar-/videospeletjies)
100%
TOTAL MUST EQUAL 100%/•TOTAAL MOET 100% WEES ASK ONLY IF AWARE OF RED BULL ENERGY DRINK (CODE -001) OR RED BULL SUGARFREE (CODE -002) IN Q.3. OTHERS SKIP TO Q.14c.
VRA SLEGS INDIEN BEWUS VAN RED BULL ENERGY DRINK (KODE -001) OF RED BULL SUGARFREE (KODE 002) IN V.3. ANDER SLAAN OOR NA V.14c.
When thinking of Red Bull Energy Drink, which statements are often used, e.g. in advertising, to describe what Red Bull Energy Drink is all about?
Wanneer jy aan Red Bull Energy Drink dink, watter stellings word dikwels gebruik, bv. in advertensies, om te beskryf waaroor Red Bull Energy Drink gaan?
14.
14. 1. 2.
14a.
DO NOT PROMPT. MULTIPLE MENTION POSSIBLE.
I am now going to read you some statements that some people have made or which have been used in advertising to describe Red Bull Energy Drink. Please can you tell me whether you are aware of these statements about Red Bull Energy Drink, by that I mean whether you have ever heard of them. 1. 2. 3. 4.
1. 2. 14a.
MOET NIE VOORSê NIE. MEER AS EEN ANTWOORD MOONTLIK.
Ek gaan nou vir jou ‘n paar stellings lees wat party mense gemaak het of wat in advertensies gebruik is om Red Bull Energy Drink te beskryf. Kan jy asseblief vir my sê of jy bewus is van hierdie stellings oor Red Bull Energy Drink, daarmee bedoel ek of jy al van hulle gehoor het.
READ OUT STATEMENTS. ROTATE ORDER OF ASKING, MARKING STARTING POINT WITH AN ASTERISK (*). CODE “YES” FOR STATEMENTS MENTIONED IN Q.14. SINGLE MENTION PER STATEMENT.
1. 2. 3. 4.
LEES STELLINGS. WISSEL VOLGORDE WAARIN GEVRA WORD, MERK BEGINPUNT MET ‘N STERRETJIE (*). KODEER “JA” VIR STELLINGS GENOEM IN V.14 EEN ANTWOORD PER STELLING. (70)
Q.14/V.14 Spontaneous Awareness/• Spontane Bewustheid
1.
Gives you wings
2.
Increases performance/•Beter werk/beter prestasie
3.
Increases concentration and reaction speed/•Verbeter konsentrasie en reaksiespoed Improves vigilance /•Verbeter wakkerheid
4. 5. 6.
Improves your emotional status /•Verbeter jou emosionele toestand Stimulates the metabolism/•Stimuleer die metabolisme
7.
Vitalises body and mind/•Verlewendig liggaam en siel (Vitalises body and mind) 8. Supplies the body with new energy/•Gee die liggaam nuwe energie 9. Is a perfect hangover cure/•Is ‘n perfekte genesing vir babalaas 10. Refreshes/•Verkwik 11. Other (SPECIFY) /•Ander (SPESIFISEER) ……………………………………………….
-01 -02 -03 -04 -05 -06 -07 -08 -09 -10 -11
(71, 72) (73, 74) Q.14a/•V.14a Aided Awareness/• Ondersteunde Bewustheid
Yes/•Ja
No/•Nee
Don’t know/• Weet nie
-1
-2
-3
-1
-2
-3
-1
-2
-3
-1
-2
-3
-1
-2
-3
-1
-2
-3
-1
-2
-3
-1
-2
-3
-1
-2
-3
-1
-2
-3
Stellenbosch University http://scholar.sun.ac.za
119 14c.
I am now going to read you some more statements. Please can you tell me which of these statements can be attributed to Red Bull Energy Drink and which to Vitaminwater, CocaCola, Energade or Power Play (SHOW BRANDLIST WITH ALL 5 BRANDS EVEN IF RESPONDENT IS NOT AWARE OF ALL 5 BRANDS). With each statement you can name as many or as few of these brands as you wish. If you feel none of the brands apply, you may name none.
1. 2. 3. 4.
14c.
READ OUT STATEMENTS. SHOW CARD 14c. ROTATE ORDER OF ASKING STATEMENTS, MARKING THE STARTING POINT WITH AN ASTERISK (*). MULTIPLE MENTION POSSIBLE. STATEMENTS /•STELLINGS
Ek gaan nou vir jou nog ‘n paar stellings lees. Kan jy asseblief vir my sê watter van hierdie stellings toegeken kan word aan Red Bull Energy Drink en watter aan Vitamienwater, Coca-Cola, Energade of Power Play (WYS HANDELSMERKLYS MET AL 5 HANDELSMERKE SELFS INDIEN RESPONDENT NIE BEWUS IS VAN AL 5 HANDELSMERKE NIE). Met elke stelling kan jy soveel of so min van hierdie handelsmerke noem as jy wil. As jy voel dat geen van die handelsmerke van toepassing is nie, kan jy geen noem. 1. 2. 3. 4.
LEES STELLINGS. WYS KAART 14c. WISSEL VOLGORDE WAARIN STELLINGS GEVRA WORD, MERK BEGINPUNT MET ‘N STERRETJIE (*). MEER AS EEN ANTWOORD MOONTLIK.
CocaCola/ Coke
Energ ade
Power Play
Red Bull Energy Drink
Vitaminwater
None /• Geen
Don’t know/• Weet nie
(75, 76) 1.
Has a unique taste/•Het ‘n unieke smaak
-037
-048
-243
-001
-004
-997
-998
2.
Is the original/•Is die oorspronklike
-037
-048
-243
-001
-004
-997
-998
3.
-037
-048
-243
-001
-004
-997
-998
-037
-048
-243
-001
-004
-997
-998
5.
Differentiates from all other brands/•Onderskei van alle ander handelsmerke A premium brand worth its price /•’n Premium handelsmerk wat sy prys werd is Can be mixed with alcohol/•Kan gemeng word met alkohol
-037
-048
-243
-001
-004
-997
-998
6.
Has a good image/•Het ‘n goeie beeld
-037
-048
-243
-001
-004
-997
-998
7.
Re-energises/•Gee nuwe energie
-037
-048
-243
-001
-004
-997
-998
8.
Overall, isn’t good for you/•Is oor die algemeen nie goed vir jou nie Their ads are cool /•Hulle advertensies is koel
-037
-048
-243
-001
-004
-997
-998
-037
-048
-243
-001
-004
-997
-998
10. Is only a party drink/•Is net ‘n partytjiedrankie
-037
-048
-243
-001
-004
-997
-998
11. Is only a highly caffeinated drink/•Is net ‘n drankie met baie kafeïne 13. Their events are innovative and cutting edge/•Hulle gebeurtenisse is innoverend en aan die voorpunt 15. Professional athletes are drinking it/•Professionele atlete drink dit
-037
-048
-243
-001
-004
-997
-998
-037
-048
-243
-001
-004
-997
-998
-037
-048
-243
-001
-004
-997
-998
16. They’re always doing something new/•Hulle doen altyd iets nuuts
-037
-048
-243
-001
-004
-997
-998
17. Is a brand that you can trust/•Is ‘n handelsmerk wat jy kan vertrou 19. Often seen on a DJ pult (front of the DJ box)/DJ booth /•Word dikwels gesien op ‘n DJ se pult (voorkant van die DJ boks) /DJ stalletjie 20. Is good for playing sports/•Is goed vir wanneer sport gespeel word 21. For people who like to have fun and enjoy life/•Vir mense wat daarvan hou om pret te hê en die lewe geniet 22. Often seen displayed at the bar in discos, clubs and pubs /•Word dikwels gesien uitgestal by die kroeg in disko’s, klubs en kroeë 23. A premium brand worth its price in bars, pubs, restaurants, cafés, clubs and discos/•’n Premium handelsmerk wat sy prys werd is in kroeë, restaurante, kafees, klubs en disko’s
-037
-048
-243
-001
-004
-997
-998
-037
-048
-243
-001
-004
-997
-998
-037
-048
-243
-001
-004
-997
-998
-037
-048
-243
-001
-004
-997
-998
-037
-048
-243
-001
-004
-997
-998
-037
-048
-243
-001
-004
-997
-998
4.
9.
Stellenbosch University http://scholar.sun.ac.za
120 CocaCola/ Coke
Energ ade
Power Play
Red Bull Energy Drink
Vitaminwater
None /• Geen
Don’t know/• Weet nie
24. Artists/musicians are drinking it/•Kunstenaars/musikante drink dit
-037
-048
-243
-001
-004
-997
-998
25. Fits my everyday life/•Pas by my daaglikse lewe
-037
-048
-243
-001
-004
-997
-998
26. Is a responsible brand (cares for people/society) /•Is ‘n verantwoordelike handelsmerk (gee om vir mense/samelewing) 27. Enables talents to realize their dreams/•Stel talente in staat om hulle drome te verwesenlik 28. They are involved in the music scene/•Hulle is betrokke by die musiekbedryf
-037
-048
-243
-001
-004
-997
-998
-037
-048
-243
-001
-004
-997
-998
-037
-048
-243
-001
-004
-997
-998
STATEMENTS /•STELLINGS (75, 76)
15.
ASK ONLY IF AWARE OF RED BULL ENERGY DRINK (CODE -001) OR RED BULL SUGARFREE (CODE -002) IN Q.3. OTHERS SKIP TO Q.SH1.
15.
VRA SLEGS INDIEN BEWUS VAN RED BULL ENERGY DRINK (KODE -001) OF RED BULL SUGARFREE (KODE 002) IN V.3. ANDER SLAAN OOR NA V.SH1.
Please imagine Red Bull Energy Drink being a person. Often, when you hear a person’s name you have a certain picture of what this person would be like. Please assess, on a scale of 1 to 5, which of these traits Red Bull Energy Drink as a person would have in your opinion.
1. 2. 3. 4. 5.
Veronderstel asseblief dat Red Bull Energy Drink eintlik ‘n persoon is. Dikwels wanneer jy ‘n persoon se naam hoor, het jy ‘n sekere prentjie van hoe hierdie persoon sal wees. Evalueer asseblief volgens ‘n skaal van 1 tot 5, watter van hierdie karaktertrekke Red Bull Energy Drink as ‘n persoon na jou mening sou hê.
READ OUT STATEMENTS. PLEASE EXPLAIN THE SCALE TO RESPONDENTS AS FOLLOWS: 1 MEANS IT ‘TOTALLY APPLIES’ AND 5 MEANS IT ‘DOES NOT APPLY AT ALL’. SHOW CARD 15. ROTATE ORDER OF ASKING STATEMENTS, MARKING THE STARTING POINT WITH AN ASTERISK (*) SINGLE MENTION PER STATEMENT.
1. 2.
3. 4. 5.
LEES STELLINGS. VERDUIDELIK ASSEBLIEF DIE SKAAL AAN RESPONDENTE SOOS VOLG: 1 BETEKEN DAT DIT ‘HEELTEMAL VAN TOEPASSING’ IS EN 5 BETEKEN DAT DIT ‘GLAD NIE VAN TOEPASSING IS NIE’. WYS KAART 15. WISSEL VOLGORDE WAARIN STELLINGS GEVRA WORD, MERK BEGINPUNT MET ‘N STERRETJIE (*). EEN ANTWOORD PER STELLING.
Totally applies/• Heeltemal van toepassin g (77, 78)
1.
Fits to today’s lifestyle/•Pas by vandag se lewenstyl
2.
Innovative, invents new things, is one step ahead/•Innoverend, dink nuwe dinge uit, is een stap voor Individual, “I do it my way”, not “everybody’s darling” /•Individueel, “ek doen dit op my manier”, nie “almal se liefling nie” Non-conformist, does not follow the rules of society/• Nonkonformis, volg nie die samelewing se reëls nie Self-ironic, can laugh at himself and does not take himself too seriously/•Selfironies, kan vir himself lag en neem homself nie te ernstig op nie Self-confident, knows what he is good at and does not show off/•Vol selfvertroue, weet waarin hy goed is en is nie te windmakerig nie
3. 4. 5. 6.
Does not apply at all/•Glad nie van toepassin g nie
Don’t know/• Weet nie
1
2
3
4
5
6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
Stellenbosch University http://scholar.sun.ac.za
121 7.
Professional, strives for perfection/• Professioneel, strewe na perfeksie 8. Ingenious, has intelligent humour, never at other people’s expense/•Vindingryk, het intelligente humor, nooit ten koste van ander mense nie 9. Relaxed, laid back and never pushy/•Ontspanne, rustig en nooit voorbarig nie 10. Genuine, authentic, someone close to me /•Eg, waar, iemand na aan my 11. Polarizing, either you love him or hate him/•Polariserend, jy het hom lief of haat hom 12. Loves life/•Lief vir die lewe 13. Unpredictable, spontaneous, full of surprises/•Onvoorspelbaar, spontaan, vol verrassings 14. Dominant/•Dominant 15. Unapproachable/•Ontoeganklik 16. Arrogant/•Arrogant 17. Mystic, no one can fully grasp him/•Misties, niemand kan hom ten volle verstaan nie 18. Creative, does things differently and finds unexpected approaches /•Kreatief, doen dinge anders en kry onverwagte benaderings 19. Anti-authoritarian, does not obey laws to the letter, challenges rules /•Anti-outoritêr, gehoorsaam nie wette aan die letter nie, daag reëls uit
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
-1
-2
-3
-4
-5
-6
ASK ONLY IF MENTIONED RED BULL ENERGY DRINK (CODE -001) OR RED BULL SUGARFREE (CODE -002) IN Q.5a, ALL OTHERS SKIP TO Q.NT1.
16a.
You mentioned a few minutes ago that you have bought Red Bull Energy Drink in the past 4 weeks. I now want to talk to you about Red Bull Energy Drink in general, by this I mean both Red Bull Energy Drink and Red Bull Sugarfree. I am going to read out different kinds of stores, such as supermarkets, petrol station forecourt stores, etc. For each one I would like you to tell me how many times you would say you have bought Red Bull Energy Drink there in the past four weeks. Here I don’t mean the number of cans, but the number of shopping trips in which you have bought Red Bull Energy Drink. 1. 2. 3. 4. 5.
SHOW CARD 16a. READ OUT STORES. RECORD THE EXACT NUMBER OF TRIPS PER STORE. ALLOW A ‘DON’T KNOW’ ANSWER. DO NOT ACCEPT A RANGE.
16a.
VRA SLEGS INDIEN RED BULL ENERGY DRINK (KODE 001) OF RED BULL SUGARFREE (KODE -002) GENOEM HET IN V.5a. ALLE ANDER SLAAN OOR NA V.NT1. Jy het ‘n paar minute gelede genoem dat jy Red Bull Energy Drink oor die afgelope 4 weke gekoop het. Ek wil nou met jou praat oor Red Bull Energy Drink oor die algemeen. Hiermee bedoel ek Red Bull Energy Drink sowel as Red Bull Sugarfree.
Ek gaan nou verskillende soorte winkels voorlees, soos supermarkte, voorhofwinkels by vulstasies ens. Vir elkeen wil ek hê dat jy vir my moet sê hoeveel keer jy sou sê jy Red Bull Energy Drink oor die afgelope vier weke daar gekoop het. Hier bedoel ek nie hoeveel blikkies nie, maar hoeveel keer inkopies gedoen is, waar jy Red Bull Energy Drink gekoop het. 1. 2. 3. 4. 5.
WYS KAART 16a. LEES WINKELS. NOTEER PRESIES HOEVEEL KEER NA ELKE WINKEL GEGAAN HET. LAAT 'N ’WEET NIE’ ANTWOORD TOE. MOET NIE 'N REEKS AANVAAR NIE.
Stellenbosch University http://scholar.sun.ac.za
122 16b.
How many cans of Red Bull Energy Drink would you say you have bought in each kind of store in the past 4 weeks? 1. 2. 3.
4. 5. 6. 7.
1. 2.
16b.
SHOW CARD 16a. READ OUT STORES WHERE RESPONDENT MADE A SHOPPING TRIP TO BUY RED BULL ENERGY DRINK/RED BULL SUGARFREE IN Q.16a. RESPONDENTS CAN MENTION A MINIMUM OF 1 CAN PURCHASED FOR THESE STORES AND A MAXIMUM OF 100 CANS PURCHASED FOR THESE STORES. RECORD THE EXACT NUMBER OF CANS PURCHASED PER STORE. ALLOW FOR A ‘DON’T KNOW’ ANSWER. DO NOT ACCEPT A RANGE. NB LOGIC CHECK: THE NUMBER OF CANS PURCHASED AT ANY ONE STORE CANNOT BE LOWER THAN THE NUMBER OF SHOPPING TRIPS MADE TO THAT STORE IN Q.16a.
Supermarkets such as Pick ’n Pay, Shoprite, Checkers and so on /•Supermarkte soos Pick ’n Pay, Shoprite, Checkers ensovoorts Convenience stores such as Friendly Grocer 7-ELEVEN, Kwikspar and so on/•Geriefswinkels soos Friendly Grocer 7-ELEVEN, Kwikspar ensovoorts
3.
Local corner cafè /•Plaaslike kafee op hoek
4.
Petrol station forecourt stores such as Engen One stop, Shell Select and so on/•Voorhofwinkels by vulstasies soos Engen One stop, Shell Select ensovoorts Other store (PLEASE SPECIFY) /•Ander winkel (SPESIFISEER ASSEBLIEF):
5.
Hoeveel blikkies Red Bull Energy Drink sou jy sê het jy oor die afgelope 4 weke by elke soort winkel gekoop? 1. 2.
3.
4. 5. 6. 7.
WYS KAART 16a. LEES WINKELS WAARHEEN RESPONDENT GEGAAN HET OM RED BULL ENERGY DRINK/RED BULL SUGARFREE TE KOOP IN V.16a. RESPONDENTE KAN ‘N MINIMUM VAN 1 BLIKKIE NOEM WAT GEKOOP IS VIR HIERDIE WINKELS EN ‘N MAKSIMUM VAN 100 BLIKKIES GEKOOP VIR HIERDIE WINKELS. NOTEER PRESIES HOEVEEL BLIKKIES GEKOOP PER WINKEL. LAAT 'N ’WEET NIE’ ANTWOORD TOE. MOET NIE 'N REEKS AANVAAR NIE. LW: LOGIKA TOETS: DIE HOEVEELHEID BLIKKIES GEKOOP BY ENIGE EEN WINKEL KAN NIE LAER WEES AS HOEVEEL KEER INKOPIES GEDOEN BY DAARDIE WINKEL IN V.16a. (96,97) (98,99) Q.16a/•V.16a Q.16b/•V.16b Number of shopping trips/•
Number of cans/•
Hoeveel keer inkopies gedoen
Hoeveelheid blikkies
……………..
…………………
……………..
…………………
……………..
…………………
……………..
…………………
……………..
…………………
……………..
………………….
Trips in total/•
Units in total/•
Hoeveelheid in totaal
Eenhede in totaal
………………………………………………………………………………………..
Stellenbosch University http://scholar.sun.ac.za
123
NT1.
ASK ONLY IF AWARE OF RED BULL ENERGY DRINK (CODE -001) OR RED BULL SUGARFREE (CODE -002) IN Q.3 AND NOT MENTIONED IN Q.4. OTHERS SKIP TO Q.E2.
VRA SLEGS INDIEN BEWUS VAN RED BULL ENERGY DRINK (CODE -001) OF RED BULL SUGARFREE (KODE 002) IN V.3 EN NIE GENOEM IN V.4 NIE. ANDER SLAAN OOR NA V.E2.
What are your reasons for not trying Red Bull Energy Drink or Red Bull Sugarfree even though you are aware of it?
Wat is die redes waarom jy nie Red Bull Energy Drink of Red Bull Sugarfree probeer het nie, al is jy bewus daarvan?
1. 2.
NT1.
DO NOT PROMPT. MULTIPLE MENTION POSSIBLE.
1. 2.
MOET NIE VOORSê NIE. MEER AS EEN ANTWOORD MOONTLIK. (152)
1.
Bad aftertaste/•Slegte nasmaak
-01
2.
Contains too much caffeine/•Bevat te veel kafeïne
-02
3.
Does not taste good (in general) /•Smaak nie lekker nie (oor die algemeen)
-03
4.
Doesn’t work/shows no effect/doesn’t help/•Werk nie/wys geen effek nie/help nie
-04
5.
Don’t find it in stores/•Kry dit nie in winkels nie
-05
6.
Don’t like the brand/image/•Hou nie van die handelsmerk/beeld nie
-06
7.
Don’t like the smell/•Hou nie van die reuk nie
-07
8.
Is too expensive/•Is te duur
-08
9.
Not curious/never thought about it /•Nie nuuskierig nie/Nog nooit daaroor gedink nie
-09
17. Never got in contact with it/•Nooit in aanraking gekom daarmee nie
-17
10. No need for energy drinks/•Geen behoefte vir energiedranke nie
-10
11. Too artificial/•Te kunsmatig
-11
12. Too high calorie level/too much sugar/•Te hoë kalorievlak/te veel suiker
-12
13. Too strong/•Te sterk
-13
14. Too sweet/•Te soet
-14
15. Unhealthy/not good for you/might be harmful/•Ongesond/nie goed vir jou nie/kan skadelik wees
-15
18. Prefer other energy drinks/•Verkies ander energiedranke
-18
19. Reservation concerning taurine/•Voorbehoud in verband met tourien (taurine)
-19
16. Other (SPECIFY) /•Ander (SPESIFISEER) ………………………………………………………..
-16
Stellenbosch University http://scholar.sun.ac.za
124 ASK ONLY IF AWARE OF RED BULL ENERGY DRINK (CODE -001) OR RED BULL SUGARFREE (CODE -002) IN Q.3. OTHERS SKIP TO Q.SH1. E2.
Have you ever seen or heard of the following Red Bull events? 1. 2.
READ OUT RED BULL EVENTS. SINGLE MENTION ONLY PER EVENT.
E2.
VRA SLEGS INDIEN BEWUS VAN RED BULL ENERGY DRINK (KODE -001) OF RED BULL SUGARFREE (KODE 002) IN V.3. ANDER SLAAN OOR NA V.SH1. Het jy die volgende Red Bull gebeurtenisse al gesien of daarvan gehoor? 1. 2.
LEES RED BULL GEBEURTENISSE. SLEGS EEN ANTWOORD PER GEBEURTENIS.
(104,105) Yes/•Ja
No/•Nee
1.
Red Bull Air Race
-1
-2
2.
Red Bull BC One
-1
-2
3.
Red Bull Big Wave Africa
-1
-2
4.
Red Bull Box Cart race
-1
-2
5.
Red Bull Creativity Contest
-1
-2
6.
Red Bull Flugtag
-1
-2
7.
Red Bull Music Academy
-1
-2
8.
Red Bull Street Style
-1
-2
9.
Red Bull X-Fighters
-1
-2
10. Red Bull F1 Showcar Run
-1
-2
Stellenbosch University http://scholar.sun.ac.za
125
ASK ONLY IF AWARE OF ANY RED BULL EVENTS IN Q.E2. OTHERS SKIP TO Q.SH1. E3.
Have you ever personally attended the… (INSERT FULL NAME OF EVENT)?
1. 2.
READ OUT RED BULL EVENT(S) AWARE OF IN Q.E2. SINGLE MENTION ONLY.
VRA SLEGS INDIEN BEWUS VAN ENIGE RED BULL GEBEURTENISSE IN V.E2. ANDER SLAAN OOR NA V.SH1. E3.
Het jy persoonlik die … (SIT IN VOLLE NAAM VAN GEBEURTENIS) al bygewoon? 1. 2.
LEES RED BULL GEBEURTENIS(SE) WAARVAN BEWUS IN V.E2. SLEGS EEN ANTWOORD.
(135,136) Yes/•Ja
No/•Nee
1.
Red Bull Air Race
-1
-2
2.
Red Bull BC One
-1
-2
3.
Red Bull Big Wave Africa
-1
-2
4.
Red Bull Box Cart race
-1
-2
5.
Red Bull Creativity Contest
-1
-2
6.
Red Bull Flugtag
-1
-2
7.
Red Bull Music Academy
-1
-2
8.
Red Bull Street Style
-1
-2
9.
Red Bull X-Fighters
-1
-2
10. Red Bull F1 Showcar Run
-1
-2
Stellenbosch University http://scholar.sun.ac.za
126
E4.
ASK ONLY IF AWARE OF ANY RED BULL EVENTS IN
VRA SLEGS INDIEN BEWUS VAN ENIGE RED BULL
Q.E2 OTHERS SKIP TO Q.SH1.
GEBEURTENISSE IN V.E2. ANDER SLAAN OOR NA
Now, please tell me how you learnt about … (INSERT FULL NAME OF EVENT), by this I mean where you have seen or
V.SH1. E4.
heard about it? 1. 2. 3. 4.
Vertel my nou asseblief hoe jy te wete gekom het van die … (SIT IN VOLLE NAAM VAN GEBEURTENIS), hiermee bedoel ek, waar het jy dit gesien of daarvan gehoor?
ASK ONLY FOR RED BULL EVENT(S) AWARE OF IN Q.E2. RANDOMLY READ OUT THE LIST OF PLACES, MARKING YOUR STARTING POINT WITH AN ASTERISK. DO NOT READ OUT “OTHER” AND “DON’T KNOW” MULTIPLE MENTION POSSIBLE.
1. VRA SLEGS VIR RED BULL GEBEURTENIS(SE) WAARVAN BEWUS IN V.E2. 2. LEES WILLEKEURIG DIE LYS PLEKKE VOOR EN MERK JOU BEGINPUNT MET ‘N STERRETJIE (*). 3. MOET NIE “ANDER” EN “WEET NIE” VOORLEES NIE. 4. MEER AS EEN ANTWOORD MOONTLIK.
(137,138)
11. Advertising on TV/•Advertensies op TV 12. Advertising on the radio/• Advertensies op die radio 13. Advertising on the internet/• Advertensies op die internet 14. TV broadcasting/programme/•Op TV uitgesaai/TV-program 15. Broadcastings/other activities on the radio (e.g. contests) /•Uitgesaai/ander aktiwiteite op die radio (bv kompetisies/wedstryde) 16. Internet articles, streaming or other online media/•Internet artikels, stroom of ander aanlyn media 3. On billboards/• Op reklameborde 5. In articles in magazines or newspapers/•In artikels in tydskrifte of koerante 6. On flyers or postcards/•Op strooibiljette of poskaarte 7. Through friends/•Deur vriende 8. Other (SPECIFY) /•Ander (SPESIFISEER):
Red
Red
Red
Red
Red Bull
Bull
Bull
Air
BC
Race
One
Red
Red Bull
Red
Red
Bull
Bull
Creativity
Bull
Music
Bull
Bull X-
F1
Big
Box
Contest
Flugtag
Academy
Street
Fighters
Showcar
Wave
Cart
Africa
race
Style
Red Bull
Run
-11
-11
-11
-11
-11
-11
-11
-11
-11
-11
-12
-12
-12
-12
-12
-12
-12
-12
-12
-12
-13
-13
-13
-13
-13
-13
-13
-13
-13
-13
-14
-14
-14
-14
-14
-14
-14
-14
-14
-14
-15
-15
-15
-15
-15
-15
-15
-15
-15
-15
-16
-16
-16
-16
-16
-16
-16
-16
-16
-16
-03
-03
-03
-03
-03
-03
-03
-03
-03
-03
-05
-05
-05
-05
-05
-05
-05
-05
-05
-05
-06
-06
-06
-06
-06
-06
-06
-06
-06
-06
-07
-07
-07
-07
-07
-07
-07
-07
-07
-07
-08
-08
-08
-08
-08
-08
-08
-08
-08
-08
-09
-09
-09
-09
-09
-09
-09
-09
-09
-09
............................................. 9. Don’t know/•Weet nie
Stellenbosch University http://scholar.sun.ac.za
127 ASK ONLY IF AWARE OF RED BULL ENERGY DRINK (CODE -001) OR RED BULL SUGARFREE (CODE -002) IN Q.3. OTHERS SKIP TO Q.C1. C3Y.
VRA SLEGS INDIEN BEWUS VAN RED BULL ENERGY DRINK (CODE -001) OF RED BULL SUGARFREE (KODE 002) IN V.3. ANDER SLAAN OOR NA V.C1.
Have you ever heard of any of the following?
Het jy al gehoor van enige van die volgende? C3Y.
1. 2.
READ OUT. MULTIPLE MENTION POSSIBLE.
1. 2.
LEES. MEER AS EEN ANTWOORD MOONTLIK.
(155) Red Bull Energy Drink in 250ml or regular size/•Red Bull Energy Drink in 250ml of gewone grootte
-001
Red Bull Energy Drink in 355ml or large size/•Red Bull Energy Drink in 355ml of groter grootte
-002
Red Bull Sugarfree in 250ml or regular size/•Red Bull Sugarfree in 250ml of gewone grootte
-003
Don’t know/•Weet nie [DO NOT READ]
-999
ASK ONLY IF EVER DRUNK RED BULL ENERGY DRINK (CODE -001) OR RED BULL SUGARFREE (CODE -002) IN Q.4. OTHERS SKIP TO Q.C1. C4X.
Have you ever tried any of the following?
1. READ OUT. 2. MULTIPLE MENTION POSSIBLE.
VRA SLEGS INDIEN AL OOIT RED BULL ENERGY DRINK (CODE -001) OF RED BULL SUGARFREE (KODE -002) IN V.4. ANDER SLAAN OOR NA V. C1. C4X.
Het jy al enige van die volgende probeer?
1. LEES. 2. MEER AS EEN ANTWOORD MOONTLIK. (156)
Red Bull Energy Drink in 250ml or regular size/•Red Bull Energy Drink in 250ml of gewone grootte
-001
Red Bull Energy Drink in 355ml or large size/•Red Bull Energy Drink in 355ml of groter grootte
-002
Red Bull Sugarfree in 250ml or regular size/•Red Bull Sugarfree in 250ml of gewone grootte
-003
Don’t know/•Weet nie [DO NOT READ]
-999
Stellenbosch University http://scholar.sun.ac.za
128
SECTION C: BARRIERS AND RED BULLETIN C1.
I am now going to read you some more statements. Please can you tell me which of these statements can be attributed to Red Bull Energy Drink and which to Energade, Power Play, Vitaminwater, or Coca-Cola (SHOW BRANDLIST WITH ALL 5 BRANDS EVEN IF RESPONDENT IS NOT AWARE OF ALL 5 BRANDS). With each statement you can name as many or as few of these brands as you wish. If you feel none of the brands apply, you may name none.
AFDELING C: HINDERNISSE EN RED BULLETIN C1.
Ek gaan vir jou nog ‘n paar stellings lees. Kan jy asseblief vir my sê watter van hierdie stellings toegeken kan word aan Red Bull Energy Drink en watter aan Energade, Power Play, Vitaminwater, of Coca-Cola (WYS HANDELSMERKLYS MET
AL
5
RESPONDENT
HANDELSMERKE NIE
BEWUS
SELFS
IS
INDIEN
VAN
AL
5
HANDELSMERKE NIE). Met elke stelling kan jy soveel of so min van hierdie handelsmerke noem as jy wil. As jy voel dat geen van die handelsmerke van toepassing is nie, kan jy geen noem.
nie
Don’t
None/•Geen
Vitaminwater
Energy Power Play
Energade
Coca-Cola/Coke
(162, 163)
Drink
4.
know/•Weet
WYS KAART C1. LEES STELLINGS VOOR. WISSEL VOLGORDE WAARIN STELLINGS GEVRA WORD, MERK BEGINPUNT MET ‘N STERRETJIE (*). MEER AS EEN ANTWOORD MOONTLIK PER STELLING.
Bull
1. 2. 3.
Red
1. SHOW CARD C1 2. READ OUT STATEMENTS 3. ROTATE ORDER OF ASKING STATEMENTS, MARKING THE STARTING POINT WITH AN ASTERISK (*) 4. MULTIPLE MENTION PER STATEMENT POSSIBLE.
Are available everywhere and easy to find/•Is oral beskikbaar en maklik om te kry
-037
-048
-243
-001
-004
-997
-999
Are drunk by your friends and family/•Word gedrink deur jou vriende en familie
-037
-048
-243
-001
-004
-997
-999
Offer the ideal pack size/•Bied die ideale pakgrootte
-037
-048
-243
-001
-004
-997
-999
-037
-048
-243
-001
-004
-997
-999
-037
-048
-243
-001
-004
-997
-999
-037
-048
-243
-001
-004
-997
-999
-037
-048
-243
-001
-004
-997
-999
-037
-048
-243
-001
-004
-997
-999
Are on special or on promotion often/•Is dikwels ‘n spesiale aanbieding of op promosie Are noticeable and stand out on the shelf/•Is opmerklik en staan uit op die rak Are brands you see or hear a lot about/•Is handelsmerke waarvan jy baie sien en hoor Are brands you can relate to (are for people like you) /•Is handelsmerke waarmee jy kan vereenselwig (is vir mense soos jy) Are brands which have the desired effect/•Is handelsmerke wat die verlangde effek het
Stellenbosch University http://scholar.sun.ac.za
129 C2a.
Which of the following statements best describes your experience with Red Bulletin, Red Bull’s independent magazine?
C2a.
Watter van die volgende stellings is die beste beskrywing van jou ondervinding met Red Bulletin, Red Bull se onafhanklike tydskrif?
1. 2.
1. 2.
SHOW CARD C2a. SINGLE MENTION.
WYS KAART C2a. EEN ANTWOORD.
(166) -1
I’ve never seen or heard of Red Bulletin before Red Bulletin/•Ek het nog nooit Red Bulletin gesien of daarvan gehoor nie
-2
I’ve seen or heard of Red Bulletin, but have not read it before/•Ek het Red Bulletin gesien of daarvan gehoor, maar het dit nie tevore gelees nie I know Red Bulletin and have read or skimmed through an issue of it/•Ek ken Red Bulletin en het ’n uitgawe daarvan gelees of deurgeblaai
-3 -4
I know Red Bulletin and have read more than one issue/•Ek ken Red Bulletin en het meer as een uitgawe gelees
C2b.
ASK ONLY IF RESPONDENT IS AWARE OF RED BULLETIN (CODES -2 TO -4 IN QC2a.). OTHERS SKIP TO QC2c. Where have you seen or heard about Red Bulletin?
1. 2.
READ OUT. MULTIPLE MENTIONS POSSIBLE.
C2b.
VRA SLEGS INDIEN RESPONDENT BEWUS IS VAN RED BULLETIN (KODES -2 TOT -4 IN VC2a.). ANDER SLAAN OOR NA VC2c. Waar het jy Red Bulletin gesien of daarvan gehoor?
1. 2.
LEES VOOR. MEER AS EEN ANTWOORD MOONTLIK.
(167) At newsstands/•By koerantstalletjies With a subscription of Cape Argus/•Met ’n intekening vir Cape Argus With a subscription of Daily News/•Met ’n intekening vir Daily News With a subscription of Pretoria News/•Met ’n intekening vir Pretoria News With a subscription of The Star/•Met ’n intekening vir The Star Outdoor advertising/•Buitelug advertensies Print advertising/•Gedrukte advertensies Radio advertising/•Radio advertensies Via friends or family/•Deur vriende of familie Other (SPECIFY) /•Ander (SPESIFISEER) ………………………………………………………..
-01 -02 -03 -04 -05 -06 -07 -08 -09 -10
Stellenbosch University http://scholar.sun.ac.za
130 C2c.
ASK ALL. How interested are you in reading Red Bulletin in the future?
C2c.
VRA ALMAL. Hoe geïnteresseerd is jy om Red Bulletin in die toekoms te lees?
1. 2.
SHOW CARD C2c. SINGLE MENTION.
1. 2.
WYS KAART C2c. EEN ANTWOORD.
(168) Very interested in reading it/•Baie geïnteresseerd om dit te lees Quite interested in reading it/•Taamlik geïnteresseerd om dit te lees Neither interested nor disinterested in reading it/•Nie geïnteresseerd of ongeïnteresseerd om dit te lees nie Not really interested in reading it/•Nie juis geïnteresseerd om dit te lees nie Not at all interested in reading it/•Glad nie geïnteresseerd om dit te lees nie
-1 -2 -3 -4 -5
Stellenbosch University http://scholar.sun.ac.za
131
D1.
SECTION D: DEMOGRAPHICS
AFDELING D: PERSOONLIKE BESONDERHEDE
I have just a few more details that I need to get from you before I end the interview.
Ek het nog net ‘n paar besonderhede wat ek van jou moet kry voor ek die onderhoud afsluit.
WORK STATUS: Which of these best describes your working status? You need only tell me the corresponding letter of your occupation.
WERKSTATUS:
1. 2.
D1.
Watter hiervan is die beste beskrywing van jou werkstatus? Jy hoef slegs die ooreenstemmende letter van jou beroep te noem.
SHOW CARDD1. SINGLE MENTION ONLY.
1. 2.
WYS KAART D1. SLEGS EEN ANTWOORD. (7
9) A.
Director/upper management/•Direkteur/hoër bestuur
-01
B.
Other management/•Ander bestuur
-02
C.
Sales manager/rep/broker/•Verkoopsbestuurder/verteenwoordiger/makelaar
-03
D.
Professional/specialist/•Professionele persoon/spesialis
-04
E.
Secretarial/administrative employee/•Sekretarieel/administratiewe werknemer
-05
F.
Self-employed/own small business within the formal sector/•In eie diens/besit eie klein besigheid in die formele sektor
-06
G.
-07
H.
Self-employed in informal sector (e.g. hawker/vendor/shebeen owner) /• In eie diens in informele sektor (bv smous/verkoper/sjebeeneienaar) Blue collar – skilled and semi-skilled/•Blouboordjie/handearbeider - geskoold en halfgeskoold
I.
Unskilled worker/•Ongeskoolde werker
-09
J.
White collar/office worker/•Witboordjie/kantoorwerker
-10
K.
State employee/civil servant/•Staatswerknemer/staatsamptenaar
-11
L.
Farmer/•Boer
-12
M.
Housewife/•Huisvrou
-13
N.
Pensioner/•Pensioentrekker
-14
O.
Unemployed/•Werkloos
-15
P.
Student (i.e. post-matric)/•Student (dws na matriek)
-16
Q.
Pupil (i.e. a primary or secondary/high school scholar) /•Leerling (dws leerling by laerskool of sekondêre skool/hoërskool skolier)
-18
R.
Other (SPECIFY)/•Ander (SPESIFISEER)
-17
……………………………………………………………………………………………
-08
Stellenbosch University http://scholar.sun.ac.za
132 MARITAL STATUS: D2.
HUWELIKSTAAT:
What is your marital status?
1. 2.
D2.
Wat is jou huwelikstaat?
READ OUT. SINGLE MENTION ONLY.
1. 2.
LEES VOOR. SLEGS EEN ANTWOORD. (80) -1
Single/•Ongetroud
-2
Living together/•Woon saam Married/•Getroud
-3 -4
Divorced/separated/•Geskei/uitmekaar Widowed/•Weduwee/wewenaar
MONTHLY HOUSEHOLD INCOME:
-5
MAANDELIKSE HUISHOUDELIKE INKOMSTE:
D3. Could you please tell me into which group your total monthly household income falls? By monthly household income, I mean the total of all the incomes earned by all the wageearners living in your house, before deductions. You need only read me the number corresponding to the income group into which your monthly household income falls.
1. 2.
D3.
Kan jy asseblief vir my sê in watter groep jou totale maandelikse huishoudelike inkomste val? Met maandelikse huishoudelike inkomste bedoel ek die totaal van al die inkomste verdien deur al die loontrekkers wat in jou huis woon, voor aftrekkings. Jy hoef slegs die nommer wat ooreenstem met die inkomstegroep waarin jou maandelikse huishoudelike inkomste val, aan my te lees.
SHOW CARD D3. SINGLE MENTION ONLY.
1.
Less than R2 000 per month/•Minder as R2 000 per maand
2.
R2 000 – R3 999 per month/•per maand
3.
R4 000 – R5 999 per month/•per maand
4.
R6 000 – R7 999 per month/•per maand
5.
R8 000 – R9 999 per month/•per maand
6.
R10 000 – R14 999 per month/•per maand
7.
R15 000 – R19 999 per month/•per maand
8.
R20 000+ per month/•per maand
9.
Refused (DO NOT SHOW)/•Geweier (MOET NIE WYS NIE)
1. 2.
10. Don’t know (DO NOT SHOW)/•Weet nie (MOET NIE WYS NIE)
WYS KAART D3. SLEGS EEN ANTWOORD. (81) -01 -02 -03 -04 -05 -06 -07 -08 -09 -10
Stellenbosch University http://scholar.sun.ac.za
133 PERSONAL MONTHLY INCOME:
PERSOONLIKE MAANDELIKSE INKOMSTE:
D4. Please could you please tell me into which group your personal monthly income falls? By personal monthly income, I mean your individual monthly income before deductions. You need only read me the number corresponding to the income group into which your personal monthly income falls.
1. 2. 3.
D4.
REFER TO CARD D3. SINGLE MENTION ONLY. LOGIC CHECK: PERSONAL MONTHLY INCOME CANNOT BE HIGHER THAN THE MONTHLY HOUSEHOLD INCOME
Kan jy asseblief vir my sê in watter groep jou persoonlike maandelikse inkomste val? Met persoonlike maandelikse inkomste bedoel ek jou individuele maandelikse inkomste voor aftrekkings. Jy hoef slegs die nommer wat ooreenstem met die inkomstegroep waarin jou persoonlike maandelikse inkomste val, aan my te lees.
1. VERWYS NA KAART D3. 2. SLEGS EEN ANTWOORD. 3. LOGIKA TOETS: PERSOONLIKE MAANDELIKSE INKOMSTE KAN NIE HOËR WEES AS DIE MAANDELIKSE HUISHOUDELIKE INKOMSTE NIE. (82) -01
1. Less than R2 000 per month/•Minder as R2 000 per maand
-02
2. R2 000 – R3 999 per month/•per maand
-03
3. R4 000 – R5 999 per month/•per maand
-04
4. R6 000 – R7 999 per month/•per maand
-05
5. R8 000 – R9 999 per month/•per maand
-06
6. R10 000 – R14 999 per month/•per maand
-07
7. R15 000 – R19 999 per month/•per maand
-08
8. R20 000+ per month/•per maand
-09
9. Refused (DO NOT SHOW) /•Geweier (MOET NIE WYS NIE)
-10
10. Don’t know (DO NOT SHOW)/•Weet nie (MOET NIE WYS NIE)
D5.
What is the highest level of education you have had the opportunity to complete?
D5.
Wat is die hoogste vlak van opvoeding wat jy die geleentheid gehad het om te voltooi?
1.
SHOW CARD D5.
1.
WYS KAART D5.
2.
SINGLE MENTION.
2.
EEN ANTWOORD. (83)
1. 2. 3. 4. 5. 6. 7. 8.
No schooling/Geen skoolopleiding nie Some primary school/’n Bietjie laerskool Primary school completed/Laerskool voltooi Some high school/’n Bietjie hoërskool High school completed (i.e. matric) /Hoërskool voltooi (dws matriek) Some university education/’n Bietjie universiteitsopleiding University completed (i.e. degree) /Universiteit voltooi (dws graad) Other post-matric (diplomas)/Ander naskoolse kwalifikasies (diplomas)
-1 -2 -3 -4 -5 -6 -7 -8
Stellenbosch University http://scholar.sun.ac.za
134
D10.
Are you the main income earner of your household? 1.
D10.
SINGLE
Is jy die hoofbroodwinner van jou huishouding? 1.
MENTION.
EEN ANTWOORD. (165)
1. 2.
D11.
Yes/Ja No/Nee
ASK ONLY IF MENTIONED NO (CODE -2) IN Q.D10.
-1 -2
D11.
VRA SLEGS INDIEN NEE GENOEM (KODE -2) IN V.D10.
OTHERS SKIP TO Q.D6
ANDER SLAAN OOR NA V.D6
Which of these best describes the working status of the main
Watter van hierdie beskryf die werkstatus van die
income earner of your household? You need only tell me
hoofbroodwinner van jou huishouding die beste? Jy hoef
the corresponding letter of their occupation.
slegs die ooreenstemmende letter van hulle beroep aan my te noem.
1.
REFER TO CARD D1.
1.
VERWYS NA KAART D1.
2.
SINGLE MENTION.
2.
EEN ANTWOORD. (154)
A.
Director/upper management/•Direkteur/hoër bestuur
-01
B.
Other management/•Ander bestuur
-02
C.
Sales manager/rep/broker/•Verkoopsbestuurder/verteenwoordiger/makelaar
-03
D.
Professional/specialist/•Professionele persoon/spesialis
-04
E.
Secretarial/administrative employee/•Sekretarieel/administratiewe werknemer
-05
F.
Self-employed/own small business within the formal sector/•In eie diens/besit eie klein besigheid in die formele sektor
-06
G.
-07
H.
Self-employed in informal sector (e.g. hawker/vendor/shebeen owner) /• In eie diens in informele sektor (bv smous/verkoper/sjebeeneienaar) Blue collar – skilled and semi-skilled/•Blouboordjie/handearbeider - geskoold en halfgeskoold
I.
Unskilled worker/•Ongeskoolde werker
-09
J.
White collar/office worker/•Witboordjie/kantoorwerker
-10
K.
State employee/civil servant/•Staatswerknemer/staatsamptenaar
-11
L.
Farmer/•Boer
-12
M.
Housewife/•Huisvrou
-13
N.
Pensioner/•Pensioentrekker
-14
O.
Unemployed/•Werkloos
-15
P.
Student (i.e. post-matric)/•Student (dws na matriek)
-16
Q.
Pupil (i.e. a primary or secondary/high school scholar) /•Leerling (dws leerling by laerskool of sekondêre skool/hoërskool skolier)
-18
R.
Other (SPECIFY)/•Ander (SPESIFISEER)
-17
……………………………………………………………………………………………
-08
Stellenbosch University http://scholar.sun.ac.za
135 D12.
Would you please tell me what the highest level of
D12.
education is that the main income earner of your
Sê asseblief vir my wat die hoogste kwalifikasie is wat die hoofbroodwinner van jou huishouding verwerf het?
household has achieved? 1.
REFER TO CARD D5.
2.
SINGLE MENTION.
1.
VERWYS NA KAART D5.
2.
EEN ANTWOORD. (164)
1.
No schooling/Geen skoolopleiding nie
-1
2.
Some primary school/’n Bietjie laerskool
-2
3.
Primary school completed/Laerskool voltooi
-3
4.
Some high school/’n Bietjie hoërskool
-4
5.
High school completed (i.e. matric) /Hoërskool voltooi (dws matriek)
-5
6.
Some university education/’n Bietjie universiteitsopleiding
-6
7.
University completed (i.e. degree) /Universiteit voltooi (dws graad)
-7
8.
Other post-matric (diplomas)/Ander naskoolse kwalifikasies (diplomas)
-8
Stellenbosch University http://scholar.sun.ac.za
136 ASK ALL D6.
LSM QUESTION:
VRA ALMAL LSM VRAAG: Ek gaan nou vir jou ‘n lys dinge lees. Party hiervan mag vir jou vreemd klink, maar ons moet daaroor vra om ‘n bietjie meer omtrent jou lewenstyl te verstaan. Sê asseblief vir my watter daarvan, indien enige, tans in jou huishouding is of van toepassing is op jou huishouding.
D6.
Now I am going to read out a list of things to you. Some of these things might sound strange to you, but we need to ask them to understand a bit more about your lifestyle. Please tell me which of these, if any, are presently in your household or apply to your household.
1.
READ OUT.
1.
LEES VOOR.
2.
CIRCLE THE CORRECT NUMBER FOR EACH STATEMENT.
2.
OMKRING DIE KORREKTE NOMMER VIR ELKE ANTWOORD.
3.
INTERVIEWER: STATEMENTS IN BOLD TO BE OBSERVED. DO NOT READ OUT.
3.
ONDERHOUDVOERDER: VETGEDRUKTE STELLINGS MOET WAARGENEEM WORD. MOET NIE VOORLEES NIE. (171,172)
LSM 2008
YES=1
NO=2
1. Tap water in home or on stand/• Kraanwater in huis of op erf
1
2
2. Hot running water from a geyser/• Warm lopende water van ‘n warmwatertoestel
1
2
3. Built-in kitchen sink/• Ingeboude kombuisopwasbak
1
2
4. Flush toilet in house or on plot/• Spoeltoilet in huis of op erf
1
2
5. Vacuum cleaner/floor polisher/• Stofsuier/vloerpoleerder
1
2
6. A dishwashing machine/•’n Skottelgoedwasser
1
2
7. A washing machine/•’n Wasmasjien
1
2
8. A tumble dryer/•’n Tuimeldroër
1
2
9. Microwave oven/• Mikrogolfoond
1
2
10. An electric stove/•’n Elektriese stoof
1
2
11. Fridge with/without freezer /• Yskas met/sonder vrieskas
1
2
12. A deep freezer (separate from fridge) /•’n Vrieskas (apart van yskas)
1
2
13. A TV set/•’n TV-stel
1
2
14. VCR in household/• Videomasjien in huis
1
2
15. DVD player/• DVD-speler
1
2
16. Hi-fi/music centre/• Hoëtroustel/musieksentrum
1
2
17. Two or more radios (not car radios) /• Twee of meer radio’s (nie motorradio’s nie)
1
2
18. Home theatre system/• Huisteaterstelsel
1
2
19. M-Net and/or DStv/• M-Net en/of DStv
1
2
20. A computer/laptop at home/•’n Rekenaar/skootrekenaar by die huis
1
2
21. A Telkom home telephone/•’n Telkom huistelefoon
1
2
Stellenbosch University http://scholar.sun.ac.za
137 22. No cell phone in household/• Geen selfoon in huishouding
1
2
23. Only one cell phone in household/• Net een selfoon in huishouding
1
2
24. Two cell phones in household/• Twee selfone in huishouding
1
2
25. Three or more cell phones in household/• Drie of meer selfone in huishouding
1
2
26. Domestic worker/household helper (live in or part-time) /• Bediende/huishulp (inslaap of deeltyds)
1
2
27. Home security service/• Huissekuriteitsdiens
1
2
28. One or more motor vehicles/• Een of meer motorvoertuie
1
2
29. Live in a non-urban area outside of Gauteng or Western Cape /• Woon in ’n nie-stedelike gebied buite Gauteng of Wes-Kaap
2
1
30. Live in a metropolitan area/• Woon in ’n metropolitaanse gebied
31. Live in a formal house/cluster/townhouse/• Woon in ’n formele huis/meenthuis/dorpshuis
D6a.
Lastly, we’d like to know what you do in your free time? Please tell me how often you partake in each of these activities, using this scale from 1 to 5 where 1 means “never” and 5 means “very often”.
1. 2. 3. 4.
D6a.
SHOW CARD D6a. READ OUT STATEMENTS. ROTATE ORDER OF ASKING STATEMENTS, MARKING THE STARTING POINT WITH AN ASTERISK (*). SINGLE MENTION PER STATEMENT. (169, 170)
1
2
1
2
Laastens wil ons weet wat jy in jou vrye tyd doen? Sê asseblief vir my hoe dikwels jy deelneem aan elkeen van hierdie aktiwiteite, met gebruik van hierdie skaal van 1 tot 5, waar 1 “nooit” beteken en 5 “baie dikwels” beteken. 1. 2. 3. 4.
WYS KAART D6a. LEES STELLINGS VOOR. WISSEL VOLGORDE WAARIN STELLINGS GEVRA WORD, MERK BEGINPUNT MET ‘N STERRETJIE (*). EEN ANTWOORD PER STELLING.
Never/•Nooit
Rarely/•Selde
From time to time/• Van tyd tot tyd
Often/•Dikwels
Very often/•Baie dikwels
Watching TV/•Kyk TV
-1
-2
-3
-4
-5
Listening to the radio/•Luister na die radio
-1
-2
-3
-4
-5
Playing computer and video games/•Speel rekenaar- en videospeletjies
-1
-2
-3
-4
-5
Using the internet/•Gebruik die internet
-1
-2
-3
-4
-5
Going to the movies/cinema /•Gaan fliek
-1
-2
-3
-4
-5
Going to concerts/•Gaan na konserte
-1
-2
-3
-4
-5
Going to sports events/•Gaan na sport gebeurtenisse
-1
-2
-3
-4
-5
Going to cultural events/•Gaan na kulturele gebeurtenisse
-1
-2
-3
-4
-5
Reading newspapers/magazines/•Lees koerante/tydskrifte
-1
-2
-3
-4
-5
Doing sports, going to the gym/fitness studio/•Speel sport, gaan na die gym/fiksheid studio
-1
-2
-3
-4
-5
Doing trend/extreme ”trend”/”extreme” sport
-1
-2
-3
-4
-5
sports/•
Doen
Stellenbosch University http://scholar.sun.ac.za
138 Going out (restaurants, bars, clubs, discos) /•Gaan uit (restaurante, kroeë, klubs, disko’s)
-1
-2
-3
-4
-5
Home parties with friends/• Huispartyjies saam met vriende
-1
-2
-3
-4
-5
Shopping in algemeen
-1
-2
-3
-4
-5
D7.
general/•Inkope
oor
die
We may need to contact you again in the future for market
D7.
research purposes. Will you be willing to participate?
Ons mag jou dalk weer in die toekoms moet kontak vir marknavorsingdoeleindes. Sou jy bereid wees om deel te neem??
(139)
D8.
Yes/Ja
-1
ASK Q.D8•VRA V.D8
No/Nee
-2
CLOSE INTERVIEW/•SLUIT ONDERHOUD
Which of the following statements apply to you?
D8.
Watter van die volgende stellings is van toepassing op jou?
1. READ OUT. 2. SINGLE MENTION.
1. 2.
LEES VOOR. EEN ANTWOORD.
(140) You have access to the internet and you have an e-mail address/•Jy het toegang tot die
-1
internet en jy het ‘n e-pos adres ASK Q.D9/•VRA V.D9 You do not have access to the internet but you do have an e-mail address/• Jy het nie
-2
toegang tot die internet nie maar jy het ‘n e-pos adres You do have access to the internet but you do not have an e-mail address/•Jy het toegang
-3
tot die internet maar jy het nie ‘n e-pos adres nie None of the above/•Geen van bogenoemde
D9.
Please can you record your email address in the blocks provided. INTERVIEWER, PLEASE HAND THE QUESTIONNAIRE TO THE RESPONDENT AND ASK THEM TO WRITE IN THEIR EMAIL ADDRESS IN THE BLOCKS PROVIDED.
-4
D9.
CLOSE INTERVIEW /•SLUIT ONDERHOUD AF
Kan jy asseblief jou epos adres noteer in die blokkies wat voorsien word. ONDERHOUDVOERDER, OORHANDIG ASSEBLIEF DIE VRAELYS AAN DIE RESPONDENT EN VRA HULLE OM HUL EPOS ADRES NEER TE SKRYF IN DIE BLOKKIES WAT VOORSIEN WORD. (141)
THANK RESPONDENT AND CLOSE INTERVIEW. REMEMBER TO COMPLETE THE DETAILS OVERLEAF.
BEDANK RESPONDENT EN SLUIT ONDERHOUD AF. ONTHOU OM DIE BESONDERHEDE OP DIE VOLGENDE BLADSY IN TE VUL.
Stellenbosch University http://scholar.sun.ac.za
139 INTERVIEWER: PLEASE READ AND SIGN:
ONDERHOUDVOERDER: TEKEN:
I certify that this interview has been personally carried out by me and that all the information included herein is truthful and correct. I further certify that the respondent was chosen according to the sampling specifications and instructions provided. I understand that any discrepancies during back-checking of this questionnaire will result in cancellation and forfeiting of payment of this interview and, at the discretion of the company, all interviews conducted by me.
LEES
ASSEBLIEF
EN
Ek verklaar dat hierdie onderhoud persoonlik deur my gevoer is en dat al die inligting hierin, waar en korrek is. Verder verklaar ek dat die respondent gekies was volgens die steekproeftrekking spesifikasies en die instruksies wat voorsien was. Ek verstaan dat enige teenstrydighede wat voorkom wanneer hierdie vraelys nagegaan word, sal lei tot die kansellasie en verlies van betaling vir hierdie onderhoud en, na goeddunke van die maatskappy, alle onderhoude wat deur my gevoer word.
I, the undersigned, fully understand and accept the above. Ek, die ondergetekende, verstaan ten volle en aanvaar die bogenoemde. Interviewer code/•Onderhoudvoerderkode: ...............................................................
Signed/•Geteken: .......................................................................................................
Date/•Datum: ...............................................
Venue/•Plek ...............................................................................................................
Time/•Tyd.....................................................
Day of week and approximate duration of the interview. (85)
Dag van week en geskatte tydsduur van die onderhoud. (86)
Q.1/•V.1
(87)
Q.2/•V.2
DAY OF WEEK/•DAG VAN
Q.3/•V.3
TIME OF INTERVIEW/•TYD VAN ONDERHOUD
WEEK
Monday/•Maandag
-1
Tuesday/•Dinsdag
-2
Wednesday/•Woensdag
-3
Thursday/•Donderdag
-4
Friday/•Vrydag
-5
Saturday/•Saterdag
-6
Sunday/•Sondag
-7
Morning (before 13h00) /•Oggend (Voor 13h00)
Afternoon (13h01 – 17h00) /•Middag (13h01 – 17h00)
Evening (17h01 or later) /•Aand (17h01 of later)
BUSINESS MANAGER
SUPPORT MANAGER
-1
-2
-3
DURATION/•DUUR
Less than 10 minutes/•Minder as 10 minute
-1
10 – 19 minutes/•minute
-2
20 – 29 minutes/•minute
-3
30 – 49 minutes/•minute
-4
50 – 59 minutes/•minute
-5
More than 1 hour/•Meer as 1 uur
-6
DPU
DATE
_____________________________________________________________________________________________________________________