Jamba Juice 2007 Annual Report Download - page 9

Table of Contents
and that our culture fosters personal interaction, mutual respect, trust, empowerment, enthusiasm and commitment. We carefully screen potential team
members to ensure that they hold many of our core values and fit into the culture. By placing an emphasis on our mission statement and values, and
encouraging responsibility and accountability at every level, we believe that it has created a sense of team member loyalty and an open and interactive work
environment, resulting in a highly passionate workforce. Team members are paid competitive wages and are offered opportunities for rapid advancement. In
addition to competitive wages, store managers are eligible for performance-based bonuses and a retention bonus. The performance bonus is paid out four times
per year based on meeting certain profit targets. In addition to these periodic base bonus payments made during the year, at year end, managers are eligible for
a bonus equal to 10% of profit delivered above their target. General managers are eligible for a $10,000 retention bonus after three years of service in a general
manager role.
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We conduct various training programs for team members, support center staff and our leadership team. Our training program has received numerous
accolades, including the 2004 Winning Workforce Award, presented by the National Restaurant Association Educational Foundation and Coca-Cola, for the
innovative training program supporting the launch of the “Sixteen” beverage size option. In 2005, we received the 2004 Catalyst Award presented by People
Report, a leading provider in human resources human capital metrics, for making significant advances in our people practices and having sustained the
results for at least one year. We are dedicated to providing a meaningful experience for all team members, with ample opportunity to develop leadership skills
as they move up through the organization. Our training programs include formal programs such as the Manager-in-Training programs for new managers and
the more informal one-on-one discussions held between General Managers, District Managers, and Regional Directors of Operations. The goal of all the
programs is to shorten the learning curve while creating greater confidence in order to achieve success through strong performance and results.
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Our marketing strategy focuses on communicating the benefits of the products and the brand’s values through many creative and non-traditional
avenues. Marketing efforts are concentrated on store locations to build memorable experiences that will generate positive word-of-mouth. As we enter new
markets we must communicate the Jamba Juice story, the benefits of our products and our usage occasions. Emotional connections are developed as the
messages are delivered consistently and with a freshness that appeals to consumers. We augment our in-store communications with small promotional events,
community involvement and opportunistic grass-roots marketing.
We believe we benefit from national media attention, providing us a significant competitive advantage. Historically, we have not engaged in any mass
media marketing programs, relying instead on word-of-mouth, trade-area marketing, and in-store promotions to increase customer awareness. Nevertheless, we
have been featured in stories appearing in,,and a host of local newspapers and magazines. We
have also been featured in television shows such as , and
. Our fundraising events also capture a significant amount of coverage from local television stations.
In addition to the Company’s marketing efforts, franchisees also contribute to the development and deployment of system-wide marketing programs.
Franchisees also spend to market the Company’s brand in their local market area.
We also capitalize on the openings of new sites as opportunities to reach out to the media. We try to secure live local television, radio broadcasts and
coverage in local newspapers for each store opening. In addition, openings are frequently associated with a charitable event to reinforce our strong commitment
to our communities.
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