Why Bad Tastes Can Be Good Business

Imagine a product that doesn’t delight your taste buds yet becomes a global sensation. Strange as it may sound, research shows that bad taste can sometimes be a secret weapon in branding. Red Bull, Buckley’s Cough Syrup, and Listerine are prime examples of how unpleasant flavors can foster trust and credibility, turning perceived flaws into assets.

When Red Bull tested its energy drink outside Thailand, many samplers criticized its sticky aftertaste and peculiar flavor. Instead of reformulating, the brand leaned into its promise of functionality: providing energy. Studies, like one from the University of Texas, support this strategy. Participants rated a mango lassi 55% higher when they believed it was unhealthy, highlighting how expectations about a product’s purpose heavily influence its perceived taste.

Buckley’s Cough Syrup embraced a similar strategy with the bold tagline, "It tastes awful. And it works." This unapologetic honesty propelled the brand to dominate its market, proving that consumers equate unpleasantness with potency. Listerine also leaned into its intense flavor, showcasing the discomfort of swishing mouthwash in ads to reinforce its efficacy.

The psychology of discomfort also plays a role in how we perceive efficacy. As mentioned in Get It Done by Ayelet Fishbach, people often associate the burning sensation of mouthwash with effectiveness, believing it must be eliminating germs. This trade-off between discomfort and perceived benefit is a powerful tool in shaping consumer trust, as discomfort often signals potency and reliability.

In a world where pleasurable taste is not always king, brands like Red Bull have skillfully capitalized on this, not only to become distinctive but also to reinforce the drink’s attributes with something as tangible, and often overlooked,as flavor.