A theoretical discussion of the use of Branding 2.0
based on an analysis of Red Bull and the LEGO
Group
Opgavens omfang i alt: 97.415 tegn
Af
Gitte Engkjær (401645): 31.513 tegn
Mette Louise Skovsen (301451): 30.846 tegn
Vejleder: Annette Agerdal-Hjermind
Abstract
The purpose of this bachelor thesis is to examine and discuss the thesis concerning Red Bull and the
LEGO Group’s different use of branding 2.0, which we define as being respectively operational and
strategic. An operational use of branding 2.0 inclines seeing the receiver of a message as passive,
and as a result of this, one-way communication is often found despite it taking place on web 2.0
platforms. Oppositely, a strategic use of branding 2.0 not only focuses on encouraging the receiver
to take active part in the communication process, but also on including the company’s consumers in
the strategic creation and development of its products and brand.
Our interest in this problem statement was spurred on by the various branding theory texts that we
have been introduced to as undergraduate communication students showing the dissimilar
definitions of branding 2.0, Douglas B. Holt and Kevin L. Keller being the two chosen
representatives of these texts. Thus, we found it particularly interesting to examine if and how this
different use of branding 2.0 could be found in practice and therefore chose two companies as case
studies in order to do so. Despite their placement in different product markets, Red Bull and the
LEGO Group were chosen as these case studies, since they are both international and successful
companies, among the market leaders on their respective markets as well as being highly active on
various social media platforms.
This thesis was examined using a mail correspondence with Stefan Wehmeier, who represents the
chair of communication studies at the Ernst-Moritz-Arndt-University of Greifswald, Germany, and
an analysis of the two companies’ branding strategies. The analysis included an examination of
their respective brand identities, placement in Esmann Andersen’s (2006) four brand perspectives,
use of branding material and social media as well as their relationship with their consumers based
on Susan Fournier’s (1998) consumer-brand relationship forms.
After the mail correspondence, analysis, and discussion, we were able to confirm our thesis to a
large extent. This confirmation was possible, because the analysis showed Red Bull as being a
closed company, who, despite their presence on web 2.0 platforms, is hesitant to take part in a twoway communication process with their consumers and to involve them in the strategic branding
process. Consequently, Red Bull’s use of branding 2.0 can be categorized as being operational.
Moreover, the thesis was confirmed to a large extent, since the LEGO Group can be categorized as
using branding 2.0 strategically. This conclusion could be made based on the LEGO Group’s active
use of social media and communities with the purpose of engaging their consumers to participate in
dialogue. Furthermore, the LEGO Group involves their consumers in the strategic process by letting
them express their opinions about the company’s products and brand, which the company seeks to
use in the further strategic development of these.
As mentioned, the thesis was only confirmed to a large extent, since the operational and strategic
use of branding 2.0 are not opposites, but simply two different ways of approaching and using
branding 2.0. As a result, it is possible for a company to have certain aspects of both approaches
and mix them as needed. For instance, Red Bull, who, despite of having a focus on one-way
communication without dialogue, and thus an operational use of branding 2.0, still occasionally
engage in conversation and interaction with their consumers. However, this dialogue is not being
used strategically, hence why we still consider Red Bull as using branding 2.0 operationally. The
thesis is thus still perceived as being mainly confirmed.