That's been the narrative for the past decade, except in the corporate world, it doesn't work like that. Each division of Red bull global would have its own P&L and has to answer to why they were or were not profitable. If Leipzig spends $100M on inbound signings, they better make it back via increased TV revenue, tournament winnings, etc. They can't just say "well the beverage division sold more cans, so it's ok that we're operating at a deficit
Often true, but there are sometimes overarching organization principles, loss leaders, etc.
E.g., RB spends a lot of money on athlete/extreme sport/sending a guy to space sponsorships with an eye on an indirect return in cans sold, and it's working.
https://www.redbull....company-profile (See Cans Sold in 2018, don't want to paste the full paragraphs)
Note that there is a region that's conspicuously missing on the YOY increase list there. And while NYRB isn't necessarily a golden bullet solution to increasing the US market (questionable how much soccer moves the needle here, etc), it may well be worth some additional investment.
Maybe/definitely not 10M/year more but a million or two could have positive ROI (cans, butts in RBA seats, merch, the next Tyler going to our academy and not NYC, etc). Of course spent on the right players fit for the RB system.