What an April Fools’ joke reveals about trend surfing, brand stretch, and the limits of brand growth
A Skyr energy drink as an April Fools’ joke and suddenly, demand takes off
At the beginning of April, the dairy brand Berchtesgadener Land announced a Skyr energy drink in collaboration with Red Bull. Two brands that could hardly be more different: while Berchtesgadener Land, with its strong legacy in dairy, stands for naturalness, authenticity, and regional origin, Red Bull is primarily associated with energy, performance, and artificial ingredients.
This contrast is exactly what made the collaboration so surprising and so attention-grabbing. The post generated significant reach, thousands of interactions, and, notably, genuine interest from consumers who said they would actually buy the product. The real twist, however, is that this was a marketing stunt. The drink will never actually be launched. Or should it?
At first glance, the conclusion seems obvious: if interest is high and demand exists, the answer should be “yes”. But taking that at face value would be a mistake and this is where it becomes strategically relevant.
Because the key question is not simply whether an idea works, but whether it fits the brand and whether the brand can credibly carry it. What appears to be a clever April Fools’ joke is, in fact, much more than that. It offers a clear view into a fundamental tension in modern brand management: trend surfing vs. strategic brand stretch.
Berchtesgadener Land taps into the cultural moment
To understand why this idea appears to work so well, it helps to look at the broader context it emerged from: Consumers are placing increasing importance on their overall well-being. Health is no longer seen as a fixed goal, but as something that can be actively shaped and optimized on a daily basis. In this context, nutrition plays a central role. It is becoming more functional. What we eat and drink is expected not only to taste good, but also to deliver a tangible benefit.
As a result, high-protein products and functional drinks have firmly entered the mainstream. From that perspective, a Skyr energy drink is not an absurd idea, but rather a reflection of one of the defining consumer trends of our time.
What this means for brands
This is where the real challenge for brands begins: Ideas like the Skyr energy drink are not random. They are the natural outcome of brands trying to stay relevant in the face of evolving consumer needs, and to capitalize on emerging macro and micro trends.
However, if Berchtesgadener Land and Red Bull were to seriously consider launching this product, they would need to address a set of critical strategic questions: How far can a brand, deeply rooted in its category, stretch beyond its core to follow consumer trends? And at what point does that stretch become so far that it risks undermining the brand’s credibility?
Trend Surfing vs. Strategic Brand Stretch
This is exactly where strategic brand stretch comes into play. A brand stretch refers to the strategic expansion of a brand beyond its existing offering. The objective is to unlock new growth opportunities, reach new target audiences, or expand into new usage occasions. Whether such an extension succeeds depends on a tension between two key dimensions:
- Category stretch: How far does the new offering move away from what the brand fundamentally stands for? Does it remain close to the existing portfolio, or does it venture into adjacent or entirely new categories?
- Permission to play: How well does the new offering align with the brand’s identity, values, and role? Does it extend the brand’s meaning or does it create a disconnect?
When executed well, brand stretch offers significant potential. It enables brands to adapt to changing consumer needs, unlock new growth spaces, and strengthen their relevance. At the same time, it also introduces one of the biggest risks in modern brand management: trend surfing.
Brand stretch and a brand’s stretch potential must be approached strategically. If trends are simply identified and adopted without deeper consideration, they may generate short-term attention and perceived relevance, as seen in the Skyr energy drink example. However, in the long run, this can dilute the brand or, in the worst case, even damage it. This is where the core issue lies: not everything that works culturally automatically makes sense for a brand.
Attention is driven by contradiction. The greater the tension, the stronger the reaction. The Skyr energy drink thrives on exactly this kind of friction. However, caution is required: the contradiction that drives attention is not necessarily the one that builds brands and creates lasting relevance!
Yes, the product generates attention and appears relevant at first glance because it taps into a strong current trend. At the same time, it moves into a meaning space that does not align with Berchtesgadener Land’s brand, and in doing so, clearly exposes its limits.
While trend surfing may drive short-term visibility, it is strategic brand stretch that determines long-term relevance and sustainable growth.
This insight goes far beyond this single case. Health is just one of many consumer trends currently putting pressure on brands. Sustainability, convenience, and digitalization create similar dynamics. They are visible, relevant, and invite participation but not every participation strengthens the brand.
The real challenge, therefore, is not just to identify trends, but to filter them and translate them into something that fits the brand’s own logic.
The difference is simple, but critical: Trend surfing chases relevance. Brand stretch builds it.
Conclusion
When I first came across the collaboration and the product, my immediate reaction was confusion, quickly followed by clear rejection.
Once it became clear that this was an April Fools’ joke, I realized how clever the move actually was. Berchtesgadener Land achieved far more than just lots of attention. They effectively tested whether an entirely new category could be relevant for them. Quickly, efficiently, and without any real risk or investment. Brilliant.
This brings us back to the central question: Should Berchtesgadener Land actually launch the Skyr energy drink together with Red Bull? In short: no. Not because the idea itself is bad, but because it does not fit the brand.
Red Bull is synonymous with energy and performance. A functional, protein-based drink is not far from its core and could be credibly extended from the brand. For Berchtesgadener Land, however, a brand rooted in naturalness, sustainability, and regional origin, a synthetic energy drink would represent a clear break.
Yes, the attention and demand initially speak in favor of the product. But building credibility and long-term relevance requires a more strategic approach. Simply reacting to consumer trends and generating attention through polarization is not enough and the visibility it creates is not a reliable measure of successful brand stretch.
The test has shown that a market for protein energy drinks exists. What it has not shown is whether this brand is the right one to play in it.