JAMBA JUICE Yang Liu
1
JAMBA JUICE
1. Abstract of the case to include overview of the problem or issue.
The Jamba Juice Company had gradually expanded its product line since 1994 to offer Jamba
products that pleased a broader palate. In addition, Jamba had been pursuing an aggressive
expansion program, evolving from a made-to–order smoothie company into a healthy, active-
lifestyle company. Although CEO James White had worked to build Jamba’s position as a
popular health-and-wellness brand, 2012 was the chain’s first year of profitability in six years as
a public company. Going into 2013 White still had his work cut out for him. Entering 2013,
Jamba Juice pronounced this turnaround complete and began to focus on achieving a second
phase of growth. In January 2012, CEO White called this next set of initiatives an accelerated
growth BLEND Plan 2.0. In August 2008 Jamba Juice faced significant leader- ship changes.
Steven Berrard agreed to assume the responsibilities of interim CEO, replacing Paul E. Clayton.8
In December 2008 James White was named CEO and president, while Berrard remained
chairman of the board of directors. Going into 2013, Jamba Juice had 788 locations, consisting
of 301 company-owned and operated stores and 454 franchise stores, with 33 licensed sites
overseas. According to data presented by Jamba Inc. in late 2012, Jamba Juice was already the
smoothie brand leader and the third leading top-of-mind healthy food and beverage brand,
ahead of Healthy Choice, Lean Cuisine, Weight Watchers, and Panera Bread.
2. Contribution of case to strategic management.
In January 2009, just after his arrival as the new Jamba Juice CEO, White had instituted a new
set of strategic priorities. Transform the chain through refranchising existing stores; Initiate
