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Japan

International Campaign

[Roosevelt University – IMC 453 Multicultural Marketing Communications]


[Masters Project – International IMC Plan]
[Francois Filamor]
International Campaign 2

Table of Contents

Executive Summary…….………………………..………………………………………………3

Business Situation….…………………..…....……………………………………………….......4

Product History………………………………………………………….…………………..4

Advertising in Asia…………………...…..………………………………………………….5

Juice Competition in Japan.………………………………………………………………….6

Smoothie Trends…………….……………………………………………………………….7

Japanese Regulations………………...……………..………………………………………..8

Marketing Environment………………………….…………………………………………..8

Culture Review……………...………….………………………………..………………………10

Demographic……………..…………………………………………………………………10

Japanese Consumer…………...……………………………………………………………10

Cultural Considerations – Hofstede Scores…………………………………...…………...12

New Marketing Needs……………………………………………………………………..13

Marketing Decision……………………………………………………......................................15

Objectives………………………………………………………………………………….15

Marketing Communications Objective………………………………………………………..16

Creative Strategy & Tactics……………………………………………………………………17

Creative Strategy…………………………………………………………………………...17

Creative Mix……………………………………………………………………………….17

Non-Traditional Advertising – Augmented Reality……………………………………….18

Internet & Direct Marketing……………………………………………………………….19

Ambient Advertising………………………………………………………………………20

Event Marketing & Celebrity Endorsements………………………………………..……..21

Sales Promotions………………………………………………………………………...…22

Public Relations……………………………………………………………………………22

Explanation of Strategies………………………………………………………………………23
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Executive Summary

Jamba Juice is one of the top smoothie retailers in the U.S. The Japanese market has a

saturated fruit juice industry. However, offering a 100% fruit smoothie concept and healthy

snacks would be a great opportunity for Jamba Juice to penetrate this market. Smoothie King, a

New Orleans based company is launching their brand of smoothies in Japan in 2010. But with a

competitive edge and a large market share in the U.S., Jamba Juice has the capability to share or

overtake Smoothie King in Japan.

The purpose of this plan is to develop a marketing communications proposal to expand

Jamba Juice overseas in a market that offers an opportunity for the brand to flourish. The plan

will highlight the business situation which will include the product history, advertising in Asia,

competition, marketing environment, demographic, cultural issues, as well as the Japanese

Consumer.

It is important to highlight the marketing objectives, the marketing mix, execution and

strategies for the campaign, emphasizing the differences and changes that Jamba Juice will have

to make to meet the cultural needs of the Japanese Consumer. These include the strong use of

mobile devices, customers need for quality and status products, innovative marketing techniques

through augmented reality and the need to target an audience, not just individually but from a

collectivist approach.

Although Jamba Juice has resisted expansion overseas in the past, this plan will try to

help reconsider that position knowing that there is an opportunity to grow and take over the

market share for 100% fruit smoothies and healthy snacks to the Japanese consumer.

Business Situation
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Product History

Jamba Juice is one of the top smoothie restaurants in the U.S. with over 700 stores in 30

states. The store concept offers a more hip, festive, more Starbucks-like quality (Funding

Universe, ed., 2005) that offers a competitive edge over its competition. The company’s methods

of site acquisition, development and retention plan have allowed for rapid growth as well as

strong employee retention and training. Penetration into other environments such as grocery

stores, college campuses and health clubs has allowed for more opportunity for growth.

Although the current economic climate has resulted in a decline in smoothie sales in

2009 (Jennings, 2009), creating a need for the company to expand the product line, Jamba Juice

has practiced financial discipline, cost management, continuous improvement and realistic

targets (Jamba Juice, 2010) which has allowed the company to prosper amidst emerging

competition and control the market.

Currently the company is going through expansion through the “Feel Good Campaign”

focusing on building brand loyalty and drive traffic through initiatives in schools as well as off-

site. Jamba Juice’ goal is to create a healthy, active lifestyle brand by expanding through

franchisees and non-traditional stores like universities and convention centers to increase brand

awareness and market share (Jamba Juice, 2010).

Jamba Juice has already created a solid foundation and has transformed the company nationally.

While it is growing in the U.S., Hawaii, and the Bahamas, this has produced an opportunity to

expand overseas which the company has been reluctant to do in the past (Funding Universe, ed.,

2005). The stores’ attractive concept that provides a competitive edge will prosper in a country
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such as Japan, which is known for early adoption and enthusiastic acceptance of successful

products.

Advertising in Asia

To fully understand the Asian market, it is important to look back at the last two decades

when many of the Asian markets experienced rapid growth in the economy, increased foreign

investments, as well as a new generation of middle class consumers. There is a lot more

spending on products from both foreign and indigenous Asian companies (Kilburn, 1996).

Countries like China, Korea, Taiwan, Hong Kong and India are now being associated with more

advanced economies like the U.S. and most cosmopolitan European countries.

One of the main reasons for this is deregulation which has put many Asian countries,

mainly Japan, into the mainstream of global media change. New media outlets both print and

online, are proliferating throughout Asia. Certain laws such as revised broadcasting laws have

allowed foreign broadcasters to transmit directly into Japan which has previously been prohibited

(Kilburn, 1996). This opens up more opportunities for more channels and regional broadcasting,

which has resulted in a rise in technology and consumers having more choices and greater

control.

These advancements pose a problem for media selection because as the pace of growth is

changing quickly, there are a lot more variables in planning and buying for companies. Planning

and research become priorities and as the media environment becomes more complex (Kilburn,

1996), companies do not have enough data to make decisions because collection of data has had

to catch up with monitoring lifestyles, values, purchasing and media exposures that have

changed.
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Media in Asia is extremely competitive and it is difficult to start from scratch (Kilburn,

1996) so it is important to seek agencies and companies that are familiar with the market and

have done research in the past. Although most Asian countries are more accepting of foreign

companies and some like Japan are early adopters of trends, it is important to have an

understanding of the consumer in order to succeed.

Juice competition in Japan

When looking at Jamba Juice’s competition it is important to note that the imported fruit

juice market has seen an increase in growth and demand from the Japanese consumer since 2000,

when a tariff rate promised further marketing opportunities for U.S. juice exporters (AgExporter,

1996). This has also caused a shift in demand for 100% real fruit juice over low percentage juice

drinks. The Japanese fruit juice market is divided into three categories: 10-40% juice content,

40-99% juice content and 100% juice content.

Among the most common juices in Japan, which are considered non-alcoholic beverages,

are Aojiru1 which was popularized in the 80’s and has since been marketed as a dietary

supplement. The most recent data in 2005 showed that sales have exceeded $500 million dollars

("Non-Alcoholic Drinks in Japan," 2007). Due to the abundance of drinks which include other dietary

drinks, teas, sports and energy drinks, the market for these which are sold in both vending

machines and in store is very high.

Jamba Juice would not be competing with these types of drinks directly because it is a

made to order beverage in the rising 100% juice category. It has a competitive edge over the

other 100% juice brands because of the hip and trendy Starbucks-like experience from the typical

1
Aojiru – A Japanese vegetable drink most commonly made from kale
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sterile juice bars. However, a U.S. smoothie company, Smoothie King, is seeking to take charge

of the market for smoothies. Smoothie King will be Jamba Juice’s biggest competition.

Smoothie King was founded in 1973 as the originator of the nutritional smoothie and is

expected to enter the Japanese Market in 2010. Their competitive edge is to offer healthy

alternatives and high-quality meal replacements to the Japanese consumer. They are Jamba

Juice’s primary competitors because they are the top U.S. juice bar franchise in 2009 (Draper,

2009) and are entering the Japanese market at a time when there is an opportunity to fill a gap for

fruit smoothies.

Smoothie Trends

Healthier food and beverage options and meal replacement consumption is on the rise in

the U.S. with nutritional smoothie options in the forefront. The market for smoothies is expected

to grow by 10-13% over the next five years (Williams, 2009). This growth extends internationally

where there is an opportunity, demand, and lower barriers to entry because of lower capital

investment ("US Smoothies Market: Trends and Opportunities," 2007) .

The growth of healthy foods and beverages is driven by consumer consumption habits.

Americans are skipping meals and instead eating unhealthy or less-nutrient enriched snack

goods. Smoothies have growth potential because it offers a much more healthy option than

snack goods, as well as better taste, convenience and portability (“US Smoothies Market: Trends

and Opportunities," 2007).

The most important reasons why smoothie companies are successful is their

understanding that quality of the product and brand awareness drives growth. With declining

soft drink sales in the U.S., there is tremendous growth in food chains, quick service restaurants
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and beverage companies that are entering the smoothie market to take advantage of consumer

demand ("US Smoothies Market: Trends and Opportunities," 2007).

Japanese Regulations

The reduction in tariff rates in 2000 to further marketing opportunities for U.S.

companies has resulted in a growth of imports in the market. It is important for international

businesses which are entering Japan to understand the demands of the market. Imported

products must meet the requirements of the Ministry of Health, Labor and Welfare (MHLW)2

which ensures the safety and sanitation of foods through the Foods Sanitation Law which

prescribes the standards for all foods, additives, food apparatus and container packages (Japan

External Trade Organization, 2006). It is important for Jamba Juice to understand that any product

that is exported into the country that does not meet MHLW requirements will not be allowed

entry. Also important to note is the need for product labels which identify additives,

preservatives, coloring material, and ingredients. Container packages for food and beverages

should be non-harmful and sanitary.

Marketing Environment

Japan’s economy is growing. Consumer habits are changing and new social media

outlets are increasing thereby creating many opportunities for both businesses entering the

country as well as agencies within the country. A decade ago, Japanese consumers bought

products they saw on the TV. Now they are checking out prices and details on the internet.

Internet marketing is on the rise and many advertising agencies are developing new expertise in

experiential marketing and exploring new ways to work with retailers (Kilburn, 2006). With TV

2
MHLW - This ministry provides regulations on maximum residue limits for agricultural chemicals in foods, basic
food and drug regulations, standards for foods, food additives, etc.
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ads taking a backseat to new multi-media opportunities, many agencies are in fierce competition

for success with internet and digital media.

According to the NPD Group3 which researched the Japanese consumer, 76% of mobile

users surfed the web through their wireless handset and there is an increase in convergence

between advertising, direct response, and sales promotion (Kilburn, 2006). In the past, consumers

were a captive audience but today’s technology empowers consumers who have the ability to

filter messages that marketers and advertisers send them. It is important to find new ways to

engage the consumer.

For international clients, increased demand for creative ideas involving more than

traditional media advertising, has forced Japanese agencies to deliver new solutions and different

ad experiences in order to prosper (Kilburn, 2006). Therefore the marketing avenues are endless

and there are many opportunities especially in the technology industry that are waiting to be

introduced to a hungry consumer. It is vital to learn and discover what engages and motivates

the consumer through these new media opportunities (Kilburn, 2006).

Cultural Review

Demographic

Japan has a population of 127 million people packed in a relatively small geographic area

(Williams, ed., 2002) and is considered a country of high population ranking 30th in the world on

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The leading global provider of consumer and retail market research information for a wide range of industries
International Campaign 10

density of population. There is a low birth rate and high life expectancy and almost no

immigration. (Map XL Inc., n.d.). The population growth in 2009 was at – 0.191% ranked 217 in

the world. The life expectancy age is 82.12 years, ranked 3rd in the world ("Japan," 2010).

The country is located in East Asia between the Pacific Ocean and the Korean Peninsula

and is slightly smaller than California. The climate varies from tropical in the south to cool

temperatures in the north with mostly rugged and mountainous terrain.

The official language is Japanese and 95 percent of the population has at least a high

school education. The Japanese government is a parliamentarian democracy under the rule of a

constitutional monarch. The Prime Minister is the chief government officer. The main religion is

Shinto, which is exclusive to Japan (Williams, ed., 2002).

Japanese Consumer

Japanese consumers value social status and hierarchy and are somewhat conservative

when it comes to the way they dress and the way they handle business and communications with

one another. They are known as early adopters especially of technology and fads. However it is

important to note their more collectivist nature than an individualist nature to life. The Japanese

consumer tends to agree with the opinions of other people especially their immediate friends and

colleagues (Terada, n.d.) and is more likely to embrace a brand that is accepted in their network.

There is no definition for personality in Japan as everyone is interdependent of each

other. So it is important to sell the corporation rather than the brand. If the corporation is trusted,

then it can provide a product/brand that is appealing to the consumer.


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Japanese consumers have their own unique buying behavior, buying motives and their

preferences on merchandise (Terada, n.d.) and Japan is the largest market for brands outside the

U.S. (AEA Newsline, n.d.). They also prefer to shop in smaller stores and shop more often

especially when it comes to food and beverage. However the majority of the population has a

high discretionary income resulting in more purchases and bigger purchases. Either Japanese

people spend a lot of money on social status items especially items that are not available in Japan

(Terada, n.d.), or they spend the least amount of money on items such as daily usage items.

Japanese are very sensitive to freshness, smaller sizes, and place a large emphasis on

packaging (AgExporter, 1996). Promptness, speed and details are also important which is why it is

important to get the attention of the consumer. The general demeanor and personality of the

Japanese people also affects the courtesy of employees and the service industry (Arndt, 2003). A

customer is always right attitude is frequently adopted and respect is always given especially to

people in a higher social class and elders.

Japanese people are attracted to an advanced American lifestyle (Terada, n.d.) and have a

general fascination for America especially celebrities. The Japanese consumer loves a U.S. male

Hollywood celebrity (Graham, n.d.) which is interesting because they generally prefer Japanese

female celebrities. Many celebrities from the U.S. find a market in Japan for products that they

necessarily wouldn’t advertise in the U.S. like alcohol.

Culturally, the Japanese tend to be somewhat introverted in their ways. They generally

are not receptive to outsiders (Williams, ed., 2002). Usually most international brands that do not

have a competitive edge are forced to compete against home grown competition (Till, 2008).
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When conducting business in Japan, relationships and loyalty to the group is critical for success

(Williams, ed., 2002) and understanding the culture through research is essential.

Cultural Considerations – Hofstede Scores

The Geert Hofstede analysis of Japan produced the following scores:

 Power Distance (PDI) is 54

 Uncertainty Avoidance (UAI) is 92

 Masculinity (MAS) is 95 (Highest)

 Individualism (IDV) is 46

 Long-Term Orientation (LTO) is 80

The highest score for Japan is masculinity which is also the highest Hofstede score

among all countries and refers to the distribution of roles between genders. Japanese masculine

traits include material success, power, and strength. Japan’s uncertainty avoidance which also

ranks high, deals with a man’s tolerance for uncertainty and ambiguity. Most Japanese people

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http://www.geert-hofstede.com
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prefer structure and stability in life which can also be attributed to the more collectivist culture

that avoids risks and shows little value for personal freedom (Williams, ed., 2002). Long-term

orientation is also high and some of the characteristics of Japanese culture that fit into this

category are persistence, ordering relationships by status and observing this order and having a

sense of shame (Long-Term Orientation, 2009). Power distance ranks low in Japan measuring the

extent that less powerful members of institutions (like the family) accept and expect that power

is distributed unequally. This can also be attributed to the social structure and the roles of people

in the family and business. Finally the lowest score for Japan is individualism which coincides

with their high ranking uncertainty avoidance which measures how much individuals are

integrated into the group. Japanese societies are very collectivist and respect the opinions of

others so people are less about themselves than the entire group.

New Marketing Needs

In the past, commercials on TV were an effective way to influence consumers to go to the

store and buy the product. This form of advertising is slowly becoming obsolete as there are

more “touch points” where consumers obtain their information especially the internet where 76%

of mobile users (Kilburn, 2006) are turning for information about products and services, as well as

to gauge the opinion of others. These consumers are smarter in their buying decisions and

behavior. With these new “touch points” companies have to react to the changing environment

and attract the attention of these customers.

Direct marketing and consumer research are important to be able to understand the

consumer. Direct marketing is less expensive than advertising mass media, and with the internet,
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greatly benefits international businesses by providing a medium to obtain more information

which is particularly important for startups (Terada, n.d.).

For international businesses it is important to do measurable research (Till, 2008)

especially through the digital realm to find new ways to study consumer behavior and spending

habits. Jamba Juice can use these techniques to improve packaging, product, color and to

optimize product displays. This can also lead to brand opportunities such as a new line or

product extension and future growth.

Because Japanese consumers are more connected to their phones, these phones can also

be explored as a 360 degree tool for tracking all touch points between the brand and the

consumer (Graham, n.d.). Understanding what internet sites are viewed, how consumers use their

phones and make buying decisions will greatly affect how businesses use technology. It is also

important to create websites and information portals in Japanese so that it is more convenient for

the consumer.

Marketing Decision

Objectives – Comparison between U.S. and Japan

U.S.
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 Feel Good Campaign to build loyalty and drive traffic


 Strengthen relationships with National PTA to build awareness
 Drive trial and build sales through off-site sales initiative
 Growth through product extensions (food, apparel)
 Growth through franchising
 Enhance customer experience through store upgrades on look and feel
 Create new program measures
 New signage & graphics to simplify purchase decisions
One of Jamba Juice’s major problems in the U.S. is poor marketing and increased costs

of fruit transportation and growing industry (Vorel, 2010).

Japan
 Feel Good Campaign to build a solid foundation and brand awareness
 Strengthen relationships through Japanese athletes and celebrity endorsements to
build awareness
 Drive trial and build sales through sampling at groceries, health clubs, busy
shopping districts through the Augmented reality campaign
 Growth utilizing consumer integration through social networks (via mobile
phones)
 Growth through partnerships with top groceries and health clubs
 Enhance customer experience through social networks, as well as focus on
cleanliness, quality of product, positive demeanor of employees (“Customer is
always right”)
 Create new program measures through AR technology
 New signage and graphics so customers can see what the product looks like and
through AR technology can learn more information to make purchase decisions
Since Japan has an opportunity for fruit smoothies, penetration into the country will be

easier despite risk of resistance from consumers as well as manufacturers and distribution.
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However, utilizing these objectives can also provide a marketing strategy for Jamba Juice U.S. if

it is successful.

Marketing Communications Objectives

Increase Jamba Juice Brand Awareness in Japan

o Objective – Within one year of launch, open local branch in Tokyo and increase
market share over Smoothie King, the only other U.S. Smoothie company. Target
health conscious and status-minded consumers with high discretionary income who
are willing to spend more for high-quality status products.
o Current Situation – Jamba Juice will be the second Smoothie Company using 100%
fruit juice from the U.S. entering the market. However since Smoothie King will be
entering the market in 2010, Jamba Juice will have time to understand the market and
research what Smoothie King is doing right or what they are doing wrong.
o Key Action – A strong campaign involving the opening of a local branch in Tokyo,
Jamba Juice integration at groceries, health clubs, kiosks in busy areas, local female
celebrities and Holywood male celebrities who drink the product and speak about the
brand. These will create a status for the brand.

Increase Jamba Juice Brand Awareness through New “Touch Points”

o Objective – Promote the company in a cost-efficient yet effective method of


targeting consumer technology such as mobile phones and computers. With a
strong focus on social networks such as facebook and twitter.
o Current Situation – 76% of mobile users in Japan use the internet and most
consumers have greater control over purchasing decisions, especially through the
recommendation of peers.
o Key Action – Japanese consumers can take a picture of an augmented reality
barcode on online advertising, print and billboards to obtain more information
about the company and products as well as share information with friends and
family all in the convenience of their mobile phones
Increase Jamba Juice Brand Awareness through Trial and Sampling

o Objective – To give the consumer the opportunity to try the product through
sampling at health clubs, Groceries and busy shopping districts utilizing strict
quality control standards as well as offering coupons and free drinks through
promotional campaigns
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o Current Situation – Consumers are making smarter decisions and requiring more
information when making purchasing decisions
o Key Action – Create the Jamba Juice experience for the consumer no matter
where they are sampling or drinking the product. If they want to find out more
information they can take a picture of the AR barcode

Creative Strategy and Tactics

Creative Strategy

The strategy is to focus on technology and social media to create brand awareness among

the Japanese consumer while increasing the presence of the brand, highlighting the benefits,

values, quality and image of the product. Since young adults are more technology savvy, the

target consumers for Jamba Juice are “niche” health conscious and status-minded consumers in

this age group.

Creative Mix

The creative mix relies on a balance of both consumer and Jamba Juice efforts. Jamba

Juice will produce a high quality product targeting the health conscious at health clubs and

grocery stores, as well as high traffic areas while relying on consumers through augmented

reality techniques and social networks. Our methods will allow the consumer to obtain

knowledge and education while sharing their experiences with other consumers by creating a

dialogue about the products and having their own influences and endorsements of the product.

The mix will utilize technology to tackle the different touch points while also offering the

company a 360 degree tool to research consumer behavior and purchasing decisions. Because

Jamba Juice is targeting a niche social status target market that is health conscious and willing to

spend money on a quality product, all communication strategy and tactics will be done in

healthclubs, groceries and busy cities.


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Non-Traditional Advertising - Augmented Reality

This is a new form of advertising to consumers using technology. Since 76% of consumers

use the internet on their mobile devices and most phones come standard with a camera,

augmented reality (AR) can provide a truly unique experience that is both inexpensive and

effective. When used in conjunction with print in the form of banners, magazines, newspapers

and internet sites, AR works by linking consumers to online content via visual signifiers (Ford,

2010). Currently this is in the form of a black and white barcode image that can be recognized

when it is held up to a computer webcam or camera phone and viewed through the computer

webcam or camera phone. This works because the camera uses the code to retrieve specific data

and media, which it displays it on a user's monitor.

 Use AR technology throughout entire campaign


 Use AR on products, advertising and as a tool for social networking
 Use AR to obtain information on product information, celebrity endorsements, location
finder, etc.

Internet and Direct Marketing

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The internet marketing medium has become a cost-efficient and effective method for

advertisers to communicate with consumers. Japan currently ranks 3rd in the world among

internet users, representing 75.5% of the country (“Internet World Stats”, 2009). The internet is

thus an important tool for marketing, communications and for obtaining information.

 Set up a Japanese local branch for Jamba Juice


o Japanese address and contact information.
 Website is in Japanese but can be translated into English as well
o Can be converted for optimization on different sized mobile devices.
 Specific landing pages depending on AR code request
o Product Information, Social Networking tool, Celebrity Endorser videos,
promotional codes and coupons, etc.
 Consumers can sign-up for updates and coupons
o By signing up and creating profiles, Jamba Juice is able to understand the
consumer, as well as send information that can be accessed at its
convenience.

Ambient Advertising

Ambient advertising refers to intrusive ads in public places (“Advertising: It’s Everywhere”

2010). Japanese consumers require more information when making a purchasing decision and

need to have constant exposure to the product in order to retain interest and acceptance. This
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Internet Usage on mobile device
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type of advertising involves a white 6-foot plain white cup placed in busy cities, health clubs,

groceries and supermarkets with one AR barcode on 4 sides of the cup.

 A plain white cup with an AR barcode and a message that states “Take a look
through your camera and take a picture”
o Once consumers view the plain white cup with their cameras, they will see
the same cup with the Jamba Juice logo and images.
o When consumers take a picture they will be diverted to a landing page
with information regarding the product, experience and videos of celebrity
endorsers drinking the product. Consumers can sign up for more
information, as well as share their experience with their friends on social
networks.
 Because of the nature of AR and the ability to change the codes, what consumers
see can vary. Consumers will have the ability to see something different in the
future, creating buzz from people looking through their cameras at this 6-foot
white cup.
Event Marketing and Celebrity Endorsements

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Styrofoam cup , Jamba Juice 22 oz and 16 oz size cups
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This is an important tool for Jamba Juice to create an experience and introduce the brand

to create brand integrity and awareness among consumers. Because Jamba Juice is an American

brand that has a big celebrity fan base in the U.S., it could feature celebrities who drink their

favorite Jamba Juice products.

Event marketing is also important to share and create the experience. These will be done

through sample kiosks and in support of the 2020 Hiroshima Summer Olympic bid.

 Celebrity endorsements
o Japanese female celebrities
 Ayumi Hamasaki (Empress of Pop)
 Mao Asada (Silver Medalist, 2010 Vancouver Olympics, Triple
Axel, won World Championships in March, 2010)
o Male Hollywood Celebrities
 Sam Worthington (Avatar, Second biggest Hollywood movie
behind Titanic)
 Kiosks
o Create Jamba Juice bars in healthclubs, groceries and busy areas utilizing
the same quality and experience as a regular U.S. Jamba Juice store
 Events
o Sponsor the Hiroshima 2020 Summer Olympic bid, as well as the
Japanese Olympic athletes with health snack and beverages.

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Ayumi Hamasaki – Japanese Pop artist, Sam Worthington – Hollywood Actor (Avatar, Clash of The Titans)
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Sales Promotion

This is an important marketing tool especially with a product launch in an environment

where competing brand, Smoothie King will already be in. The goal is to give consumers the

opportunity to experience Jamba Juice and try the many different beverage and healthy offerings

by offering samples and coupons

 Coupons can be obtained from AR barcode sites.


 Coupons can be obtained from health clubs, groceries and supermarkets.
 Consumers will be able to choose ingredients to create new Jamba flavors. Winners
will win Jamba products including lifetime Jamba rewards (Drinks for Life).

Public Relations

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This campaign relies on social networks, technology and consumers to create buzz

about the brand. People who are crowding around the ambient advertising will create intrigue

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Jamba Juice Buy One, Get One Free Coupon
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Facebook and Twitter Social Network Icons, Augmented Reality Icon
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with passers by, who in turn will share their experiences with their peers on social networks

instantly on their mobile devices.

 Social networks
o People can share their experiences, drink purchases and ideas with friends.
o Facebook and Twitter
 Augmented Reality
o A campaign surrounding this new marketing tool will gain interest from the
press.
 Celebrity endorsements and events

Explanation of Strategies

After comparing the differences between the U.S. and Japanese objectives and

developing a marketing communications proposal for Jamba Juice to expand into Japan, it is

important to understand these important cultural considerations the company must make for the

product to be marketed successfully to the Japanese consumer and launch a new concept. The

goal for Jamba Juice is to use the platform that prospered in the U.S., creating a solid foundation

and increased growth with some minor cultural changes. One important change in marketing to

the Japanese consumer is the use of technology as well as integration into groceries and health

clubs which hasn’t been utilized in the U.S. thus far. These changes, if successful, may also

provide an opportunity for the U.S. With an understanding of the Asian market, specifically

Japan and its consumer, the opportunity is evident and despite competition from another U.S.

Smoothie retailer, Jamba Juice has a strong competitive advantage with the young, technology

savvy and status-minded consumer.

REFERENCES

AEA Newsline. (n.d.). Six Critical Steps to Successful Business Development in Tokyo, Japan. Retrieved

April 3, 2010, from http://www.htm.co.jp/Bsixsteps.htm


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Advertising: It’s Everywhere. (2010). Media Awareness Network. Retrieved April 24, 2010, from

http://www.media-awareness.ca

AgExporter. (1996, April/May). Japan's imported fruit juice market thrives. Retrieved April 14, 2010,

from http://www.findarticles.com

Arndt, J. (2003). The Japanese Consumer Culture: The Influences of Traditional Values. Retrieved April

14, 2010, from http://www.globaled.org

CIA - The World Factbook. (2010, April). Retrieved April 16, 2010, from

https://www.cia.gov/library/publications/the-world-factbook/geos/ja.html

Draper, Deborah J. (2009). Top Juice Bar Franchises, 2009. Business Rankings

Annual. 2010 ed. Retrieved on April 20, 2010 from http://find.galegroup.com/gdl/start.do?

prodId=GDL

Ford, Matt. (2010, April 23). Companies increasingly see possibilities in augmented reality. Retrieved

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