Jamba Juice 2014 Annual Report Download - page 37

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·Net loss was $(3.6) million compared to $2.1 million net income for the prior year.
·Company Stores comparable sales increased 2.8% for the year compared to the prior year, reflecting a fourth consecutive fiscal year of comparable
store sales growth.
·System-wide comparable sales increased 2.7% and Franchise Store comparable sales increased 2.7% for the year compared to the prior year. System-
wide and Franchise Store comparable store sales are non-GAAP financial measures and represent the change in year-over-year sales for all Company
and Franchise Stores (system-wide) and for all Franchise Stores, respectively, opened for at least one full fiscal year.
·Total revenue for the year decreased 4.9% to $218.0 million from $229.2 million for the prior year, primarily due to the net reduction in the number
of Company Stores partially offset by the 2.8% increase in Company Store comparable sales and increased JambaGO® revenues.
·General and administrative expenses for the year decreased 1.3% to $37.3 million for the year compared to $37.8 million for the prior year.
·Loss from operations was $(3.3) million and operating margin was (1.7)% for the year.
·Franchisees opened 67 new Jamba Juice stores globally; which included 11 Smoothie Stations in the United States and 24 new International Stores.
At December 30, 2014, there were 868 stores globally; 263 Company Stores, 543 Franchise Stores and 62 International Stores.
·910,813 shares were repurchased at an average cost of $13.17 under our share repurchase plan.
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Brand activation and leadership
Our consumer messaging for 2014 was centered around the theme “Blend In The Good”, designed to focus consumers on the benefits of the fresh fruits
and vegetables that are used to make our smoothies, juices and bowls. This campaign was executed over multiple media sources, including digital, social,
public relations, TV, radio and print. We reached millions of Millennials through the power of social media in partnership with DanceOn, the number one
ranked YouTube channel, and with Pharrell Williams.
In 2014 we re-launched our corporate social responsibility initiatives under the banner of “Team Up For a Healthy Whirl’d” a platform that encourages
consumers, partners, and employees to join us in our efforts to inspire healthy people, products, planet, and community. Through Team Up For a Healthy
Whirl’d we lead sustainability initiatives, programs to inspire healthier employees, and a number of community engagement activities in the markets we
serve.
As we continue to strengthen our brand, we also entered into or expanded programs with strategic partners including with Spendgo, Google, Twitter,
SoftCard, Groupon, and others to enhance the customer experience in our stores and in the digital and social media space. Our Jamba Insider Rewards
program was introduced in February of 2014 and today we have 2 million loyalty members. Our loyalty members are rewarded with promotional offers such
as discounts, free product and advance notice of in-store events. We also continued our long heritage of inspiring and simplifying healthy living in our
communities by strongly supporting local and national causes.
Leverage an innovative in-store experience to drive four-wall profitability
As we transition to 2015, we are highly focused on improving 4-wall margins and profitability. Due to the aggressive launch in 2014 of
innovative, on-trend products that reaffirmed Jamba’s category leadership in juices and smoothies, we saw increases in labor costs due to a strain on
speed-of-service and increases in cost of goods sold, both due to the accelerated rollout of made to order juices and energy bowls. This resulted in 4-
wall store profit margin decreases in the third and fourth quarters.
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