‘Debí AprEndeR máS marKetiNg’
The opening remark that came from my college professor during my first-ever marketing class was, “What is a brand and what’s in it?” That question has remained with me throughout my career. In my experience, every generation brings a new answer.
I became curious about the topic of Bad Bunny while viewing a segment on the Brazilian equivalent of CNN, GloboNews, which summarized his musical and social impact through his current effort to bring the topic of Puerto Rico to the forefront on a global scale.
As Carl Jung’s synchronicity concept would have it, in parallel, a long Facebook conversation discussing Bad Bunny’s talent caught my attention. On one side, the author claimed he lacked talent based on his own set of beliefs, while the other side offered a counterpoint rooted in reflections on identity and a generational gap. Interesting, but here is my take: The concept of talent is a subjective assessment open to different interpretations.
So, who is right? To those who connect with his music and message, he has talent in the traditional musical sense, and his success proves it.
Bad Bunny’s greatest talent falls outside the musical realm; it lies in his marketing engine and the creation of a powerful brand — and here is the “proof in the pudding.”
When Bad Bunny announced his 30-date residency “No me quiero ir de aquí” at the Coliseo de Puerto Rico, it was a personal and strategic statement. The residency runs from July to September 2025, with nine dates reserved for residents offered in a guerrilla-style, in-person presale. Some 400,000 tickets sold within just hours, underscoring demand so intense that the run had to be extended.
It is not about music. It is a cultural reclamation: The stagecraft blends rural landscapes, traditional jíbaro sounds, pleneros, local artists like Los Pleneros de la Cresta, visual narratives, and short films with local icons such as Jacobo Morales. Each concert is a unique immersion in “Boricua” identity.
A marketing genius rooted in brand identity
A strategy that blends hyperlocal intimacy with global scale:
- Resident‑first allocation generated massive local goodwill and free media buzz.
- Symbolism and narrative cohesion: The album and the residency reinforce his link to home in both message and spectacle.
- Strategic scarcity and exclusivity created urgency; even with 30 shows, supply could not meet demand.
- Cross‑platform synergies: Themed hospitality packages, bar pop‑ups, museum exhibits, and food and cocktail experiences tied to songs and place.
Collectively, these elements have made the residency not only a musical event but a cultural moment and brand experience.
From island epicenter to global phenomenon
Following his residency announcement, Bad Bunny revealed his upcoming “Debí Tirar Más Fotos” world tour encompassing Latin America, Europe, Asia and Australia. Originally 24 dates, the tour expanded rapidly to more than 57 shows, driven by massive demand. Sold-out shows were announced within hours, with more than 2.6 million tickets sold in under a week.
Unprecedented European momentum
A recent Spanish podcast shared how one of its hosts could not get a ticket in Madrid; he will go to Warsaw, a 30-plus-hour ride. Some 600,000 tickets sold for 10 shows in Madrid and two in Barcelona, all within 24 hours. Twenty-five European stadiums sold out. The demand reached unprecedented levels; Poland sold out in about 24 minutes, Germany in 30, Belgium in 35.
There is a strategy
Cultural authenticity sells globally: Bad Bunny’s prideful Puerto Rican identity is not a niche; it is his universal brand. His heritage driven visuals, themes and live experiences resonate worldwide.
Staged rollout: Hometown first, global next: The residency built momentum and narrative; then the world tour launched on that foundation.
Data‑driven: Demand dictated expansion — from five shows to a full 30 in Puerto Rico and from 24 to 57 on tour. Each new market triggered additional dates quickly.
Cross‑sector leverage: From album to show to tourism experiences, the marketing threads through multiple industries: music, hospitality, culture and travel. Let us not forget exclusive Adidas shoes and the F1/Mercedes-Benz sponsorship.
Strategic absence of U.S. dates: Not scheduling U.S. mainland stadium shows for the world tour was interpreted by some as a political statement. Intentionally or not, it added mystique.
A real impact and legacy
An immediate economic impact: estimated at $200 million, more than 40,000 hotel nights and about 3,600 new jobs. Expanded tourism will continue even after the residency’s end.
Culturally: Bad Bunny is repositioning “Boricua” identity — elevating local traditions, questioning gentrification and remodeling the jíbaro archetype into one of modern pride.
No doubt a stroke of genius. Bad Bunny’s residency in Puerto Rico is more than a hometown performance. It is a marketing masterstroke rooted in a brand driven by cultural authenticity. The strategy blends identity, scarcity, narrative and tourism. When it came time to take the show worldwide, the resulting breakneck ticket sales confirmed that the brand strategy translates beyond borders. All of it plays into a broader narrative that is the backbone of his global brand identity: “Boricua” authenticity sold at scale.
So, what is a brand and what’s in it? The answer: just take a hard look at Bad Bunny in 2025…
Raúl Burgos is president and managing partner of Global 1080 Business Solutions, a consulting firm with more than 15 years of experience advising business leaders in the U.S., Puerto Rico and Latin America. With more than 30 years in business, he founded the Puerto Rico Business Group on LinkedIn, a professional community of more than 30,000 members focused on economic development and entrepreneurship in Puerto Rico.
