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Case | HBS Case Collection | November 2017 (Revised January 2018)

JOE & THE JUICE Crosses the Atlantic (with video links)

by Ethan Rouen and Suraj Srinivasan

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Abstract

As JOE & THE JUICE began its rapid U.S. expansion in 2017, its founder and CEO, Kaspar Basse, fretted about how he could keep his employees feeling like they were doing meaningful work. 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. 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). On the other hand, employees were encouraged to make the juice bars their homes. There were no required uniforms or scripts on how to interact with customers. This strategy had led to great success in Europe. In a decade, JOE & THE JUICE had spread across the continent and was immensely profitable. 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.

Keywords: Organizational Culture; Employees; Retention; Expansion; Growth Management;

Language: English Format: Print 27 pages EducatorsPurchase

Citation:

Rouen, Ethan, and Suraj Srinivasan. "JOE & THE JUICE Crosses the Atlantic (with video links)." Harvard Business School Multimedia/Video Case 118-039, November 2017. (Revised January 2018.)

Related Work

  1. Teaching Note | HBS Case Collection | March 2018

    JOE & THE JUICE Crosses the Atlantic (with video links)

    Ethan Rouen and Suraj Srinivasan

    Teaching Note for HBS No. 118-039.

    Citation:

    Rouen, Ethan, and Suraj Srinivasan. "JOE & THE JUICE Crosses the Atlantic (with video links)." Harvard Business School Teaching Note 118-075, March 2018.  View Details
    CiteView DetailsPurchase Related
  2. Case | HBS Case Collection | November 2017 (Revised January 2018)

    JOE & THE JUICE Crosses the Atlantic (with video links)

    Ethan Rouen and Suraj Srinivasan

    As JOE & THE JUICE began its rapid U.S. expansion in 2017, its founder and CEO, Kaspar Basse, fretted about how he could keep his employees feeling like they were doing meaningful work. 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. 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). On the other hand, employees were encouraged to make the juice bars their homes. There were no required uniforms or scripts on how to interact with customers. This strategy had led to great success in Europe. In a decade, JOE & THE JUICE had spread across the continent and was immensely profitable. 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.

    Keywords: Organizational Culture; Employees; Retention; Expansion; Growth Management;

    Citation:

    Rouen, Ethan, and Suraj Srinivasan. "JOE & THE JUICE Crosses the Atlantic (with video links)." Harvard Business School Multimedia/Video Case 118-039, November 2017. (Revised January 2018.)  View Details
    CiteView DetailsEducatorsPurchase Related

About the Authors

Photo
Ethan C. Rouen
Assistant Professor of Business Administration
Accounting and Management

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Photo
Suraj Srinivasan
Philip J. Stomberg Professor of Business Administration
Accounting and Management

View Profile »
View Publications »

 

More from these Authors

  • Teaching Note | HBS Case Collection | March 2018

    Data Breach at Equifax

    Suraj Srinivasan and Quinn Pitcher

    Teaching Note for HBS No. 118-031.

    Citation:

    Srinivasan, Suraj, and Quinn Pitcher. "Data Breach at Equifax." Harvard Business School Teaching Note 118-083, March 2018.  View Details
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  • Teaching Note | HBS Case Collection | March 2018

    Sales Misconduct at Wells Fargo Community Bank

    Suraj Srinivasan, Dennis W. Campbell, Susanna Gallani and Amram Migdal

    Teaching Note for HBS No. 118-009.

    Citation:

    Srinivasan, Suraj, Dennis W. Campbell, Susanna Gallani, and Amram Migdal. "Sales Misconduct at Wells Fargo Community Bank." Harvard Business School Teaching Note 118-022, March 2018.  View Details
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  • Case | HBS Case Collection | June 2017 (Revised March 2018)

    Signet Jewelers: Assessing Customer Financing Risk

    Gerardo Pérez Cavazos, Suraj Srinivasan and Monica Baraldi

    Marc Cohodes, a renowned short seller, has identified weaknesses in Signet's business strategy, which he argues is heavily reliant on providing loans to customers with subprime credit scores. He believes that the company accounts for its receivables portfolio using recency accounting to hide the problem. The case presents Cohodes' thesis, the response by Signet's management team, as well as the reactions by sell-side analysts.

    Keywords: short selling; bad debt expense; Accounting; Financial Reporting; Financial Statements; Finance; Financing and Loans; Valuation; Retail Industry; Financial Services Industry; United States;

    Citation:

    Pérez Cavazos, Gerardo, Suraj Srinivasan, and Monica Baraldi. "Signet Jewelers: Assessing Customer Financing Risk." Harvard Business School Case 117-038, June 2017. (Revised March 2018.)  View Details
    CiteView DetailsEducatorsPurchase Related
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