Name: 紅牛如何建立它的帝國！ (How Red Bull Built Its Empire)
Uploaded: 2026-03-02T22:14:15.000Z
Duration: 16 min 54 s

情態副詞

If you buy a can of Red Bull, you'll probably pay about $3 or your local currency's equivalent.

如果你買一罐 Red Bull，大概會花費 3 美元或你當地貨幣的等值金額。

Nine cents of that goes towards paying for actually making the beverage you consume.

其中九美分是用來支付你喝的飲料實際製作成本。

And as you undoubtedly know, in Red Bull's case, everything else is a tremendous amount.

而你肯定知道，就 Red Bull 來說，其他開銷是相當龐大的。

Some slim portion of that $3 goes towards paying for this, the company's headquarters.

這 3 美元裡，有一小部分是用來支付公司的總部。

And this company headquarters is, is so far from normal, it's not in a major city, it's not even in a minor city.

而這個公司總部，非常不尋常，它不在大城市，甚至不在小城市。

It's in the small Austrian mountain town of Fusholansee.

它在奧地利一個叫做 Fusholansee 的小山城裡。

This is a town with one supermarket, two coffee shops, one bank and one globally known multinational beverage enterprise for one of the world's most recognizable brands.

這個小鎮只有一間超市、兩間咖啡廳、一間銀行，以及一家全球知名的跨國飲料企業，是世界上最知名的品牌之一。

這是一個非常小型的全球總部。

It'd take no longer than three minutes to walk from one side of the property to the other.

從總部這塊地的這一頭走到另一頭，不用三分鐘。

And and it's bounded by an insurance broker on one side, residential homes on another, and

而它的一邊是保險經紀公司，另一邊是住宅區，

It's got no walls or fences or gatehouses.

In fact, the public is even permitted to stroll through its gardens.

事實上，這裡的居民甚至可以自由地在花園裡散步。

There's no great strategic logic behind this location.

這個地點的選擇，並沒有什麼重大的策略考量。

Rather, Red Bull's co founder Dietrich Mateschitz just liked Fischl.

而是 Red Bull 的共同創辦人 Dietrich Mateschitz 喜歡 Fischl 這個地方。

He liked the privacy it afforded and the outdoors it gave access to.

他喜歡這裡提供的隱私，以及能夠親近大自然的戶外環境。

Small scale may be surprising compared to the global stature of the company, but

相較於公司的全球聲譽，規模小或許令人驚訝，但

less so when considering its actual operating structure.

考量到實際的營運架構，這點就沒那麼令人意外了。

After all, at its core, Red Bull is a pretty simple company.

畢竟，Red Bull 說到底，其實是一家很單純的公司。

It sells its traditional flavor, a sugar free variant, a slightly different zero sugar version, then 14 different configurations of traditional and sugar free fruit flavored additions.

它們販售經典口味、無糖版本、另一種稍微不同的零卡版本，然後還有 14 種不同組合的經典和無糖水果風味添加飲品。

Each of these is sold in a couple different sizes to fit different distribution channels and markets.

這些產品都有幾種不同的尺寸，以配合不同的通路和市場。

Compare this to their closest yet smaller competitor, Monster Energy, which sells so many different variants, seasonal, co branded and regional flavors, that there's not even a definitive count of how many different beverages they sell, though the rough estimate is around 150 at a given time.

跟他們最接近但規模較小的競爭對手 Monster Energy 比起來，Monster Energy 販售的口味變化非常多，有季節限定、聯名品牌和地區限定口味，甚至沒有確切的統計數字，但粗估大約有 150 種不同的飲品。

Adding to their simplicity, Red Bull doesn't even manufacture their own product.

讓 Red Bull 更簡單的是，他們根本不自己生產產品。

They contract Austrian fruit juice company Rauch to do it for them.

他們是委託奧地利的果汁公司 Rauch 來代工生產。

In their early days, Red Bull hardly had the money to set up dedicated production facilities.

在早期，Red Bull 根本沒錢設立專門的生產工廠。

But as part of the small Austrian business community, co founder Masschitz had connections to the Rausch family and convinced them to handle it.

不過，身為奧地利小型企業社群的一份子，共同創辦人 Masschitz 和 Rausch 家族有淵源，並說服他們來處理。

Today, little has changed in this arrangement but the scale.

時至今日，這個安排幾乎沒變，只是規模變大了。

But even then, most of the world's Red Bull is still manufactured in the shadow of the Alps and all of it by the fruit juice company.

但即便如此，世界上大部分的 Red Bull 仍然在阿爾卑斯山脈的陰影下生產，而且全都是由這家果汁公司代工。

Their largest manufacturing site is here in Ludesch, Austria.

他們最大的生產基地就在奧地利的 Ludesch。

It's co located with a Ball Corporation factory who's contracted to make Red Bull's bespoke cans not used for any other beverage.

這裡和 Ball Corporation 的工廠設在同一地點，Ball Corporation 負責製造 Red Bull 特製的罐子，這些罐子不會用於其他任何飲料。

While the direct rail and highway access allows for easy onward distribution logistics, a similar setup is replicated mere miles away, just over the border into Switzerland.

雖然有直接的鐵路和公路連通，方便後續的物流配送，但類似的設置也在幾英里外，就在瑞士邊境複製。

It's got a Rauch factory, a Ball Corporation plant, along with direct rail and highway access too.

這裡有 Rauch 的工廠、Ball Corporation 的廠房，還有直接的鐵路和公路連通。

Until 2021, every single can of Red Bull sold anywhere in the world came from one of these two sites.

直到 2021 年，全球販售的每一罐 Red Bull 都來自這兩個地點之一。

Until the company worked with Rauch to start making product in Red Bull's biggest market, the U.S.

直到公司和 Rauch 合作，開始在 Red Bull 的最大市場美國生產產品。

so the setup was replicated a third time in the outskirts of Phoenix, Arizonarouch factory here, West Ball Corporation plant here.

所以這個設置又複製了第三次，在亞利桑那州鳳凰城郊區，這裡有 Rauch 的工廠，這裡有 Ball Corporation 的廠房。

這裡有鐵路連接，那裡有公路連接。

Keeping a 17 product line with two manufacturing partners going just isn't that involved.

要維持一個有 17 條產品線、兩個製造合作夥伴的運作，其實沒有那麼複雜。

Which explains why the vast, vast majority of people at Red Bull do not deal with making Red Bull.

這也解釋了為什麼 Red Bull 大部分的員工都不會去處理 Red Bull 的製造。

Rather, they focus on what $1 of every red Bull sale goes towards convincing you to buy a can.

而是專注於將 Red Bull 每筆銷售額中的 1 元，用來讓你心動想買一罐。

From its beginning, Red Bull was more a marketing company than a drinks company.

Red Bull 從一開始就是一家行銷公司，而不是飲料公司。

Prior to co founding it, Dietrich Mastershich worked at a consumer goods multinational called Blendaxe as the marketing manager for one of their lines of toothpaste.

在共同創辦公司之前，Dietrich Mateschitz 曾在一家名為 Blendaxe 的跨國消費品公司擔任行銷經理，負責其中一個牙膏產品線。

at the time in the 70s and 80s, energy drinks were already widespread across the continent, despite being nearly unheard of in the West.

在當時的 70 年代和 80 年代，能量飲料在亞洲大陸已經隨處可見，但在西方卻幾乎聞所未聞。

On one of Mateschitz's trips, as the fable goes, he was sitting at the bar of the Mandarin Oriental Hong Kong, chatting with fellow travelers and flipping through the latest edition of Newsweek.

據說，在 Mateschitz 的一次旅行中，他當時正坐在香港文華東方酒店的酒吧裡，和其他旅客哈拉，並翻閱最新一期的《新聞週刊》。

Inside, he found an article highlighting that Japan's single largest taxpayer was energy drinks manufacturer Lipovitan.

裡面，他看到一篇報導，提到日本最大的納稅人竟然是能量飲料製造商 Lipovitan。

Details get a bit fuzzy and conflicting on what exactly happened next, but

接下來發生的細節有點模糊且說法不一，但是

what we know for sure is that Mateschitz hated his job.

我們確定的是，Dietrich Mateschitz 討厭他的工作。

And these factors, combined with his new awareness of the fortunes found in energy drinks, brought him to TC Pharmaceutical Industries, the Thai manufacturers of a drink called Krating Dang, or in English, Red Bull.

而這些因素，加上他對能量飲料所帶來的財富有了新的認識，讓他找到了 TC Pharmaceutical Industries，也就是泰國一家名為 Krating Dang（英文是 Red Bull）的飲料製造商。

Sensing opportunity, the Austrians struck a deal with the Thai manufacturer.

奧地利人嗅到了機會，與泰國製造商達成協議。

They'd each invest $500,000 into a new company, Red Bull GmbH, that'd reformulate and rebrand the product into one targeted at Western consumers.

他們各自投資 50 萬美元成立一家新公司 Red Bull GmbH，將產品重新配方和品牌重塑，以鎖定西方消費者。

Krating Dang, like most Asian energy drinks at the time, was sold in small glass bottles and was intended to be consumed more as a shot.

Krating Dang 和當時大多數亞洲能量飲料一樣，是以小玻璃瓶販售，而且是當作 shot 來飲用。

Mateschitz spent the next few years reformulating this baseline into a drink intended more for sipping.

Mateschitz 在接下來幾年裡，將這個基礎配方改良成一款更適合啜飲的飲品。

He wanted something that tasted less like medicine and more like soda.

他想要一款喝起來不像藥水，反而更像汽水的東西。

So he added carbonation, reduced sweetness, introduced a touch of acidity, and

所以他加入了碳酸，降低甜度，帶入一絲酸味，並且

expanded the default format into larger 250 milliliter cans.

將原本的包裝擴大成 250 毫升的罐裝。

Come April 1, 1987, after a prolonged process gaining regulatory approval to sell the novel product, Red Bull hit store shelves in its new home country of Austria.

到了 1987 年 4 月 1 日，經過漫長的過程取得販售這款創新產品的法規核准後，Red Bull 在其新家奧地利上市。

It was initially positioned as premium and elusivesold for far more than the average soda.

它最初被定位為高檔且難買到的產品，售價遠高於一般汽水。

Mateschitz went around and convinced bars one by one to stock it.

Mateschitz 一間一間地拜訪酒吧，說服他們進貨。

Its novelty intrigues people, and bartenders would push it as a mixer to work with vodka or Jaeger.

它的新奇感引起人們的好奇，調酒師也會推薦它搭配伏特加或 Jaeger 雞尾酒。

Mateschitz also guerrilla marketed it in the places and contexts he thought Red Bull would be most useful.

Mateschitz 也會在認為 Red Bull 最有用的地方和場合進行遊擊式行銷。

He'd hand it out for free at university campuses during exam weeks, businesses that late night taxi drivers frequented anywhere where people would struggle, yet want to stay awake.

他在大學考試週期間免費發放，也會在計程車司機常去的公司、任何人們感到疲憊卻又想保持清醒的地方發放。

All his efforts were compounded by strong word of mouth spread throughout the small country.

他所有的努力都因為這個小國家裡口耳相傳的口碑而更加成功。

The new product was splashy and it made for a good topic of conversation.

這款新產品很引人注目，也成為了大家熱烈討論的話題。

In its first full year of operations, Red Bull sold 1.2 million cans.

Red Bull 在營運的第一年就賣出了 120 萬罐。

Then it followed that up with 1.7 the next and quickly reached profitability, the hurdle every entrepreneur dreams of.

接著隔年就賣了 170 萬罐，並且迅速獲利，這是每個創業者都夢寐以求的目標。

But after jumping over this first hurdle, Mateschitz only saw the next one.

但跨越了這個最初的障礙後，Mateschitz 只看到了下一個挑戰。

Red Bull had to expand in his mind, but he simply just wasn't allowed to.

Red Bull 在他心中必須擴張，但他就是無法如願。

They were struggling to gain regulatory approval in any viable market, as national regulators were wary to approve a product with taurine in particulara food additive that lacked any long term consumption research, fueling legitimate fears that frequent consumption of it could be harmful.

他們在任何有潛力的市場都難以獲得監管準許，因為各國監管機構對於準許含有牛磺酸的產品特別謹慎，這種食品添加劑缺乏長期的食用研究，讓人們合理地擔心頻繁食用可能會有害。

Hungary and Slovenia would allow it, and the company did expand there.

匈牙利和斯洛維尼亞允許販售，公司也成功在那裡擴張了。

But the wealthier larger markets to the west just wouldn't budge.

但西方那些更富裕的大市場就是不肯鬆口。

But then Mateschitz just simply got incredibly lucky.

但接著 Mateschitz 就非常幸運了。

On January 1, 1993, the European Union launched its single market.

1993 年 1 月 1 日，歐洲聯盟推出了單一市場。

Now all member states would remove almost all trade barriers, meaning their economies would effectively morph into one.

現在所有會員國將會移除幾乎所有的貿易壁壘，這意味著他們的經濟將會有效地融合成一個。

As part of this, every product approved for sale in one EU country was usually, with some caveats, approved for sale in all EU member countries.

作為這項措施的一部分，任何在一個歐盟國家獲準銷售的產品，通常（雖然有些許例外）都會獲準在所有歐盟會員國銷售。

The caveats did slow launch in many of these markets.

這些例外確實拖慢了許多市場的推出時程。

But as they were progressively sorted out, the France was the last EU country to allow the company in in 2008.

但隨著這些問題逐漸被解決，法國是最後一個在 2008 年允許公司進入的歐盟國家。

But all in all, Red Bull's prevalence expanded massively in a short period of time following the 1993 liberalization.

但總體來說，在 1993 年自由化之後，Red Bull 的普及度在短時間內大幅擴張。

Now they just needed to convince people to buy it.

現在他們只需要說服大家購買。

逐一競爭的方式已經行不通了。

Mateschitz had to find a way to get a lot of people to hear about Red Bull.

Mateschitz 必須找到一個方法，讓很多人聽到 Red Bull 的名字。

But he had already actually come up with the answer.

The Austrian Grand Prix was on at the Oosterreichring, now known as the Red Bull ring.

奧地利大獎賽正在 Oosterreichring 舉行，也就是現在的 Red Bull 賽道。

Austrian driver Gerard Berger was in the midst of his second season, picking up decent points in the midfield, when a random guy, Dietrich Masterschitz, walked up to him and pitched his novel business idea to sell caffeinated soda to the masses.

奧地利車手 Gerard Berger 正值他的第二個賽季，在中游車隊中拿到不錯的分數，這時一個名叫 Dietrich Mateschitz 的普通人走上前，向他推銷一個創新的商業點子，想賣給大眾提神的汽水。

Mateschitz offered $10,000 to Berger in exchange for carrying his drink around in the paddock using a branded water bottle and some other small obligations.

Mateschitz 提出給 Berger 一萬美元，條件是他要在賽場周邊帶著他的飲料，使用一個有品牌標誌的水瓶，還有一些其他小小的義務。

And even though this was a borderline offensively small sum for a Formula one sponsorship deal, he Berger genuinely needed the money.

雖然這對一級方程式賽事的贊助來說，這筆錢少得有點離譜，但 Berger 確實需要這筆錢。

So he agreed with this, he became the first of thousands upon thousands of storied Red Bull athletes.

所以他同意了，他成了成千上萬傳奇 Red Bull 運動員中的第一位。

這筆交易產生了像這樣的畫面。

These images were how Red Bull got its message out to the world.

這些畫面就是 Red Bull 向世界傳達訊息的方式。

It was that this is a high performance athlete.

這顯示了這是一位表現優異的運動員。

Their job is to be the best at whatever they do, and

他們的工作就是要在他們做的任何事上都做到最好，而且

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紅牛如何建立它的帝國！ (How Red Bull Built Its Empire)

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