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Red Bull's Billionaire Maniac Founder

A few surprising things I learned from reading about Dietrich Mateschitz, founder of Red Bull: 1. He started the company when he was 41 years old. 2. He was making $500 to $800 million a year and his 49% stake is worth $20 to $30 billion. 3. He still prioritized fitness deep into his 70s and liked driving fast, piloting his planes, and competing in off-road motorcycle races. 4. The company was started with just $500,000 from Mateschitz and $500,000 from his partner. Outside of a small loan from a local bank all other expansion was funded by profits. 5. The company reached profitability in its 3rd year and has been profitable every year since. (33 years and counting) 6. He took no dividends for the first 13 years and reinvested all profits into growth instead 7. He viewed Red Bull as a “marketing conglomerate” and tried to outsource everything else 8. He was intensely private. When an author tried to interview his elderly mother for an unauthorized biography. Mateschitz threatened to have his knee caps broken. He said it would only cost $500 to hire a Russian to do the job. 9. There are no biographies written in English about Mateschitz. 10. He believed a handshake agreement among gentlemen was sufficient and regularly did business with trusted partners with no written contract. 11. He bought a popular Austrian magazine just so he wouldn’t appear in it. 12. He was universally described by former employees as a gentleman, charismatic, and fiercely loyal. 13. He didn’t like spending time socializing. He said: “I don't believe in 50 friends. I believe in a smaller number. Nor do I care about society events. It's the most senseless use of time. When I do go out, from time to time, it's just to convince myself again that I'm not missing a lot." 14. He owned a private island in Fiji and said he was attracted to having his own independent state. His state would have the shortest set of laws in the world: “The rules are simple: Nobody tells you what you have to do — only what you don’t have to do.” 15. When he was asked if he was going to retire he said “I’m having more fun than ever.” 16. He refused to sell Red Bull or take it public and worked on it until he died. Episode sponsors: ⁠ Ramp⁠⁠⁠⁠⁠⁠⁠ gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud ⁠⁠⁠by going to Ramp and learning how they can help your business control your costs and save time and money.⁠⁠⁠ ⁠⁠⁠⁠https://ramp.com⁠⁠⁠⁠ Automate compliance, security, and trust with Vanta.⁠ ⁠⁠⁠Vanta helps you win trust, close deals, and stay secure—faster and with less effort⁠⁠⁠⁠. ⁠⁠⁠Find out how increased security leads to more customers by going to Vanta⁠⁠⁠. Tell them David from Founders sent you and you'll get $1000 off. ⁠⁠⁠https://www.vanta.com/founders⁠⁠ ⁠⁠⁠ Collateral⁠⁠ transforms your complex ideas into compelling narratives. Collateral crafts institutional grade marketing collateral for private equity, private credit, real estate, venture capital, family offices, hedge funds, oil & gas companies, and all kinds of corporations. Storytelling is one of the highest forms of leverage and you should invest heavily in it. You can do that by going to ⁠⁠https://collateral.com

David Senrahost
Nov 25, 202559mWatch on YouTube ↗

At a glance

WHAT IT’S REALLY ABOUT

How Dietrich Mateschitz Built Red Bull Through Secrecy, Marketing and Independence

  1. Mateschitz found the Thai tonic that cured his jet lag, then partnered with its Thai maker on a $500,000-each investment and added carbonation to sell it in the West as an ultra-premium category of its own.
  2. Red Bull is run as a marketing conglomerate: production and bottling are outsourced, while the company owns its sports teams, events and media content and gives that content free to broadcasters.
  3. Mateschitz was intensely secretive and controlling, avoiding press, buying a society magazine to keep himself out of it, and letting rumors about Red Bull spread because he considered low interest the biggest danger to a brand.
  4. He funded growth from profits, avoided bank debt, paid no dividends until 1999, and rejected selling, an IPO and licensing deals to protect independence and focus on the single product.
  5. Senra argues his company reflected his personality, from perfectionism and loyalty to fitness, fun and a preference for 'the journey is the destination' over maximizing profit.

IDEAS WORTH REMEMBERING

5 ideas

Indifference is the enemy of a brand

Mateschitz let rumors about bull testicles and amphetamines circulate and said the most dangerous thing for a branded product is low interest. Senra links this to Edwin Land and Christian Dior.

Create a category rather than compete in one

Mateschitz priced Red Bull at $2 a can, far above other carbonated drinks, saying a 15% premium would make it merely a premium soft drink. He told investors there was no market and that they would create one.

Own the marketing and outsource the rest

Red Bull has no production facilities or warehouses and outsources bottling and delivery, which frees funds for marketing. Its main bottler relationship began with a handshake in 1987.

Events and owned media multiply ad spend

Outrageous events like a jump from space get free coverage, and Red Bull retains media rights and gives content to broadcasters, such as over 70 stations for the Air Race. Owning teams rather than just sponsoring them integrates the brand into the sport.

Test small, focus on one product, and grow from profits

He spent about five years in Austria alone before the second market, tested the US in California, and dropped other drinks after the Red Rooster flop. He avoided bank debt and took no dividends until 1999 so he would never endanger the company.

WORDS WORTH SAVING

5 quotes

He didn't copy the what, he copied the how.

— David Senra

extreme success usually comes from extreme characters, extreme personality traits.

— David Senra

Edwin Land, like Mateschitz, would tell you that indifference is your enemy.

— David Senra

an outrageous and unique event will get covered for free in other media.

— David Senra

A lot of the greatest companies in the world, a lot of the greatest brands, you could describe them as a cult-like following, and Red Bull definitely has that.

— David Senra

Discovery of Red Bull in ThailandPremium positioning and category creationMarketing conglomerate and owned mediaRumors, bans and black-market buzzSecrecy and message controlDebt-free, self-funded growthFounder personality and independence

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