Jamba Juice 2008 Annual Report Download - page 10

Table of Contents
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 retention bonuses.
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We conduct various training programs for team members, support center staff and our leadership team. 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 The Wall Street Journal , The New York Times, USA Today and a host of local newspapers and magazines. We
have also been featured in television shows such as Dateline NBC, The Oprah Winfrey Show, Saturday Night Live, The Sopranos and multiple times on
Late Night with David Letterman. 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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The successful development of the Jamba brand has positioned us well to extend our product offerings outside of our stores. While our product is
already highly portable and convenient, the opportunity to develop a Jamba product line available in other outlets and formats would expand the brand
accessibility and product usage occasions available to consumers. Our branding team will ensure that any product extensions fit the standard of product
quality. As an example, we recently announced an exclusive worldwide licensing agreement with Nestlé USA to produce and distribute a line of healthy ready-
to-drink beverages under the Jamba brand name in 2008.
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We are committed to providing only the finest smoothie, juice and other food products. Smoothie and juice products depend heavily upon supplies of
fresh and fresh-frozen fruit. The quality of each smoothie depends to a
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