![]() This made us even more focused on becoming a huge success in the US and gave us further momentum as we prepared for the most aggressive expansion ever in 2017. ![]() The opening of Spring St would determine whether or not we as a brand could seriously compete internationally and essentially become the brand that Kaspar Basse had always dreamed of.As we know the Spring St opening was a huge success that really relieved the entire organisation from the anxiety of hitting the wall. Most of them are in leading positions today. So, even though it was a tough period for the other markets, through this experience, we nurtured a lot of Juicers who were ready to take their next step in the company. Each person who was sent out to help support this aggressive expansion developed tremendously during this time. Perfect for bringing on board and enjoying later. Although 4 of them were franchise, it was a great strain on the entire company because the best Juicers and SWATs were required to help start up each market. Delicious juices, yummy but nourishing sandwiches, shakes and freshly ground coffee on demand. Another aspect of this was the huge cultural impact that the Academy made for JOE & THE JUICE.ġ5 FRANCE, SINGAPORE, SOUTHKOREA, Hong Kong & USĢ015 was one of the busiest years in the expansion. On the other side of the bread, add mozzarella cheese, tomatoes and rucola leaves. Add 4 thin slices of avocado on one side of the bread. Spread pesto on each side of each slice of bread. Pippo trained Juicers for 8 months straight and came up with these legendary sayings that we still use to this day such as “IMS – Ingredients, Measure, Sequence”, “Crispy and thin is the way to begin”, “One apple more, one less store” & “Choose your attitude, don’t be rude”. Press and toast 2 slices of bread using a panini machine into something resembling flat bread. Many of who have gone on to have successful careers in JOE and even sit at top management today. The positive energy from Pippo rubbed off and inspired many of the Juicers to become very ambitious. Here he trained 3 teams a day with 8 Juicers on each team from 06.00 in the morning to 23.00 at night. He used the basement of the store Østerbrogade before it was opened, set-up 2 bars and the rest of the equipment to form the ‘Academy’. So, Pippo was assigned to create a platform to facilitate the high demand of Juicers. The number of Juicers needed was out of proportion compared to the number of stores we had to train the new recruits in. But as it moved into the United States and prepared for a potential IPO, the company began struggling to retain talent and worried about how it could successfully import its internal culture while maintaining its rapid growth.After the new strategy was set, the need for Juicers to support the expansion increased significantly. ![]() In a decade, JOE & THE JUICE had spread across the continent and was immensely profitable. This strategy had led to great success in Europe. There were no required uniforms or scripts on how to interact with customers. On the other hand, employees were encouraged to make the juice bars their homes. To instill employees with a sense of ownership, JOE & THE JUICE had developed a transparent promotion and compensation scheme, a rigid training program, and an explicit promise to promote only from within (the CFO was 31-years-old and had spent a decade working at the company). Founded in 2001, JOE & THE JUICE had always focused on making healthy juices, banning prepackaged or processed foods, and providing meaningful work for front-line food services employees. ![]() expansion in 2017, its founder and CEO, Kaspar Basse, fretted about how he could keep his employees feeling like they were doing meaningful work. ![]()
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