Interview, Fireside Chat
Kaspar Basse, Founder and Chairman of Joe & The Juice
- The company does not consider itself to have yet reached a definitive "tipping point" regarding its global potential.
- Operations aim to detect performance fluctuations impacting financial metrics like SSS before they occur by utilizing more precise measurements of human variables.
- Technology is intended to facilitate global expansion across markets and geographies while preserving company culture, motivating staff, and simplifying issues associated with growth.
- The strategy involves resolving team issues proactively to prevent sales declines rather than rebuilding after a fall in SSS.
- The "made-to-order" business model will continue to be used to avoid job elimination and limitations on quality and taste that pre-packaging might cause.
- Sales growth is projected to increase by engaging people in difficult tasks rather than overly simplifying processes.
- The company projects operating 2,500 stores within a five-year timeframe.
- A "serious physical academy" dedicated to developing skills and social relationships is planned for implementation within five years.
- In five years, the desired direction is for the community inspiration generated by the company to become more significant than its physical size.