Juice Club was the original name of the company Jamba Juice which was founded by Kirk Perron in 1990, which is also when he opened the first store in San Luis Obispo, California. Jamba Juice became the new name in 1995 and their main focus was that of a healthier life style. It is a health-centric store that offer healthy foods and beverages. Jamba Juice is also a company that aims to be at the top, especially when it comes to their brand for health foods and the beverages that they offer.
What began as a Juice Club in 1990 has grown and expanded over the years to become a publicly traded company and has even made strategic acquisitions over time. The company can be said to be doing well for itself. What’s more, the company has managed to stay true to its original plan of being a health-centric store. This, in particular, is impressive because a lot of businesses have had to change their structure and product delivery systems to stay relevant in an
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Although it has operated at a loss since its opening, the loss margin was reduced with every passing year, and the innovation and sales increased with every passing idea. Jamba Juice wanted to provide its customers with innovative menus that would create desires for their products from their customers. Another issue that the company face is seasonal vulnerabilities, Jamba Juice have considered turning like Starbucks, by offering products that would be considered as un-healthy products but the option compromises the vision of the franchise to serve only healthy products. The acquisition of the hot beverage company, Talbot Teas is one achievement towards that goal and still be able to maintain their original
Lowe’s grew through strategic choice by heavily focusing on key functional areas involving research and development (R&D), marketing, and logistics. Lowe’s important R&D investments included the creation of two prototype stores. The first prototype with 147,000 square feet catered to large markets and the other with 120,000 square feet catered to smaller markets (Rouse, 2005). Lowe’s used these store prototypes to help guide their continued growth and store placement. The prototypes also aided the company in designing future stores more efficiently with respect to energy and sustainability (Lowe’s Companies, Inc., n.d.). Furthermore, Lowe’s marketing strategy concentrated on attracting new customers and enhancing current customer satisfaction. To bring new customers to the store, Lowe’s engaged in a pull marketing strategy (Wheelen & Hunger, 2012). The com...
In this paper some of the sound management practices that Trader Joe’s utilizes in the daily operations have been highlighted. Through the effective application of these management practices, Trader Joe’s has morphed into the great company that it is
Oliver’s opened its second store in April of 2000 in Santa Rosa, CA fashioning it after Woodlands Market, another Organic Health food store. Unfortunately, in the early 2000’s with the increase of discount superstores, club stores, dollar stores and drugstores, there was a decline in the traditional retailers’ market share from 82.3 percent down to 69.2 percent. Increases in giant retailers will be one of Oliver’s biggest competitive pressur...
As stated in the case, “the market for energy drinks was growing; between 2010 and 2012, the market for energy drinks had grown by 40%. It was estimated to be $8.5 billion in the United States in 2013 [and] forecasts projected that figure to reach $13.5 billion by 2018” (pg 5). However, much of this market’s revenue -- 85% in fact -- is dominated by five major brands, while the remaining 15% is split between approximately 30 regional and national companies. (pg. 5). With this saturated market, it might not be best for Crescent Pure to enter as a completely new product to the industry, as there is the possibility that it will be squeezed out of the profit shares by more established brands -- especially if it is not properly secure in its identity. In addition, while the market for energy drinks appeared to be growing at an exponential rate compared to the market for sports drinks -- which increased only 9% in five years and would be at approximately 60% of the rate for energy drinks in 2017 (pg 6) -- the consumers appeared to be wary of partaking in the market for several reasons, which would potentially harm the reach of Crescent Pure. These concerns included rising news reports discussing the safety of energy drinks (pg. 5). Taking into consideration the data provided in the case that concerns reasonings of why consumers choose specific drinks over others, there
In 2003, Palmer Jackson, Inc. created a new line of sports beverage called Green Ox. This beverage has some differences from other similar beverages, as it contains the benefits of antioxidants and it can compete in more than one category, such as sports drinks, vegetable juices, and antioxidant supplements. These are not the only advantages of Green Ox, because some reputable reports argue there is a strong link between using the vitamins and minerals that Green Ox has to reduce the risk of some specific types of cancers, and Green Ox will launch on a type of market that is growing to 15% per year. In order to ensure the success for Green Ox, the company has contracted with Marketing Studies Incorporated (MSI) to study the market and do some important researches. However, Palmer Jackson, Inc. faced one of the challenges that has been common when companies prepare to launch new products on the market. First, the company needed to determine the target audience, especially as we know the large variety of people who deal with this kind of product. Second, the company needed to think thoroughly about how it could position Green Ox with its benefits on consumers’ minds, as Green Ox has the capacity to compete in three different
JB Hi-fi was started by John Barbuto in 1974 in one of the suburbs of Melbourne named as Keilor East. Barbuto had one simple philosophy to deliver a specialist range of Hi-Fi and recorded music at Australia's lowest
JD sports offer a range of goods from men’s jackets to women’s footwear. JD specialises in clothing and footwear and they make clothing for men, women and juniors. Big brands such as Adidas, Nike and Fred Perry sell their goods to JD and then JD sell on the goods to the public. This is a good thing as all of the biggest brands are available o...
Ron Johnson spent a great deal of time and money to promote his ideas of “stores-within-stores” by turning floor space into an area to house several branded boutiques. He did this in order to attract a target market of a wider demographic which includes age, gender, and generation. One of the m...
BR was sold to Delta Foods in 1996 for US $2 billion. At this time, it was one of the largest fast-food chains in the world generating sales of US $6.8 billion. DF purchase of BR brought in a new cultural paradigm. DF is an individualistic, aggressive growth company with brands they believe are strong enough to support entry into new overseas markets without the need for local partnership. The DF strategy is one of direct acquisition and JV’s were not part of their strong suit. DF strategic implementation is based on hiring local managers directly or transferring seasoned managers from their soft drink and snack food divisions. The DF disdain for JVs is clearly reflected by their participation in only those JVs where local partnering was mandatory (e.g. China) to overcome regulatory barriers to entry. JVs had been the predominant strategy for BR which was unlike the DF outlook. Terralumen’s strategy was misaligned and out of sync with the DF strategy. This was unlike the complementarity that existed with BR’s strategy. This misalignment began to affect the JV relationship that had worked well with BR in the initial years. The failure of Terralumen and DF to recognize this fundamental cultural difference between their operational strategy styles i.e. Individualistic and Collectivism leads to their inability to proactively create steps for better alignment in the early period after acquisition, creating uncertainties and difficulties for both corporations. There is a lack of communication and virtually absence of trust between two new partners. DF appeared to be flexing its muscles in the relationship and using a more masculine approach compared to Terralumen’s more feminine approach. Both the corporations are strategically involved in a complex situation where they appear reluctant to address the issues at stake and move ahead together. The DF strategy of
Founded in 1981, JD Sports Fashion is known as the leading specialists multiple retailers of branded sportswear, fashion wear and outdoor equipment. It is a subsidiary of Pentland Group, who owns 57.5% of its share.
“Going forward, the company is well positioned for future growth, and Nigel and his team remain focused on driving franchisee profitability and delivering shareholder value” shares Lead Director Raul Alvar...
The first success factor for the CSD industry started in 1893 with the idea that CSDs were “a potion for mental disorders”. Simply selling the product without attaching additional value for the customer may have been a complete failure for CSDs. Instead, it was marketed as something more than just satisfying thirst. This continued in the 1920’s when Coke initiated a “lifestyle” campaign linking the role that Coke played in a consumer’s life. In 1963, Pepsi launched their “Pepsi Generation” campaign targeting the young and “young at heart”. The ability to link a “lifestyle” to the CSD was a major success. Throughout the 1970’s the consumption of CSDs grew and a key success of both Coke and Pepsi was their ability to increase the availability of CSDs and introduce diet and flavoured varieties, which resulted in new product’s being delivered to consumers regularly; keeping them very interested in the product. Another key success factor of both Coke and Pepsi bottlers was their decision to offer direct store door delivery; route delivery salespeople managed the CSD brand in stores by securing shelf space, stacking CSD products, positioning the brand’s trademark label, and setting up end-of-aisle displays. This personal brand management was a key success to both Coke and Pepsi, and to the CSD industry as a whole, as it ensured that each brand was being properly managed at the store level.
Rubbermaid’s strategy included consolidating manufacturing and standardizing processes and software among the newly acquired businesses to adhere to one way of operating and doing business. In addition, Rubbermaid also reorganized its internal structure into two different divisions, the newly acquired businesses all grouped together. Rubbermaid faced many challenges following the acquisition of the companies and in carrying out its strategic vision for dominating the commercial play market. The two major problems the company faced were a lack of communication across units and failing to realize that changing the way already successful businesses operate could be extremely detrimental. The strategic initiatives the company laid out were not properly commu...
Johnson & Johnson researches, develops, manufactures, and sells products in health care. The company was founded by three brothers, Robert Wood Johnson, James Wood Johnson, and Edward Mead Johnson, in New Brunswick, New Jersey, in 1886 (J&J website). Alex Gorsky is currently the chairman and chief executive officer of the company. Johnson & Johnson is known for providing a competitive pricing strategy. In the United States, Johnson and Johnson strives to keep their net price increases for health care products within the Consumer Price Index. The company supports more than 600 programs that address major health-related issues in local communities in more than 50 countries, making it the world’s largest corporate donors (J&J website).
Citrus is a generic term for the group of flowering plants belonging to the genus Citrus in the common rue family Rustaceae. Members of the citrus family include grapefruit, oranges, lemons, limes, mandarins, tangerines, kumquats, and others. Phylogenetic relationships within the Citrus genus are complex. Analysis of 36 accessions of Citrus indicate that many named species, including lemons, sweet limes, and oranges, are of hybrid origin (Nicolosi et. al, 2000).