Class, as we wrap up this course, let’s discuss one more case. Please look at Case 35: Jamba Juice. Jamba Juice, started in San Luis Obispo, CA in 1990, was a company intent on helping individuals lead healthier lifestyles. Jamba Juice had been the smoothie industry leader, but there had been increased competition from the likes of Starbucks and quick-serve restaurants like McDonald’s. Previous CEO James White had started a turnaround in 2008, and had passed the challenge on to Dave Pace, but the quick-serve, fast-food industry was a lot more competitive now.
Stand-alone brands faced rising costs and needed significant scale in order to effectively manage operations, which was why the category was increasingly under consolidation. Would Jamba’s move to become a privately held subsidiary of FOCUS brands, an organization known for franchise management, be enough to keep Jamba Juice top-of-mind with current customers and attractive to new ones?
Let’s discuss this case and apply what you have learned in this course. Start by choosing a question and addressing it from this list.
- How should Jamba Juice compete? What options does Jamba Juice have for managing growth?
- What are key forces in the general and industry environments that affect Jamba Juice’s choice of strategy?
- What internal resources and assets does Jamba Juice have that may give it a competitive advantage?
- How should leadership manage innovation in this industry, and is Jamba Juice still entrepreneurial?
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