Jamba September 2009 Presentation

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CANACCORD Adams

Healthy Living: Naturally Boston

ConferenceJamba, Inc. Presentation

September 23, 2009

Boston, MA


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Safe Harbor Disclosure Regarding Forward Looking

Statements

This presentation (including information incorporated or deemed incorporated byreference herein) contains forward-looking statements within the meaning of the

Private Securities Litigation Reform Act of 1995. Forward-looking statements are those

involving future events and future results that are based on current expectations,

estimates, forecasts, and projects as well as the current beliefs and assumptions of our

management. Words such as outlook, believes, expects, appears, may, will,

should, anticipates, or the negative thereof or comparable terminology, are intendedto identify such forward looking statements. Any statement that is not a historical fact,

including estimates, projections, future trends and the outcome of events that have not

yet occurred, is a forward-looking statement. Forward-looking statements are only

predictions and are subject to risks, uncertainties and assumptions that are difficult to

predict. Therefore actual results may differ materially and adversely from those

expressed in any forward-looking statements. Factors that might cause or contribute tosuch differences include, but are not limited to, those discussed under the section

entitled Risk Factors in our reports filed with the SEC. Many of such factors relate to

events and circumstances that are beyond our control. You should not place undue

reliance on forward-looking statements.

Jamba Presentation | September 2009


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Our Business Overview

The Team, The Brand

Our Challenges

What Went Wrong?

Our Future

The Turnaround Plan and Vision for the Future

Concluding Messages

Agenda



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Key Messages

We are focused on:

Enhancing the sustainability of our Business Model

AND

Growing the Jamba Brand

We have detailed, actionable plans to deliver on these priorities.



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25 years of Consumer Products and Retail Experience Safeway, Gillette, Nestle-Purina, and Coca Cola

Significant Turn-Around and Start-Up Experience Led Gillettes Functional Excellence Initiative in North America

Built $1 Billion Innovation Pipeline at Safeway

Built and Launched Lifestyle Brands (Better Living Brands) O Organics and Eating Right

James D. White

President and Chief Executive Officer



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Management Team & BoardSeveral Hundred Years of Experience



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Source: Q408 Results Market Metrics; Jamba Juice

Jamba is clear leader in growing category 100 million annual visits to 733 Jamba stores

Estimated 19% share of $2.3B market

Consumers know Jamba #1 in top-of-mind recall, with more than twice the unaided

awareness of closest competitors 37% national brand awareness

Extremely high brand affinity Customers say that Jamba is one of their favorite brands

(67%), that it is unique (66%), and for people like me

Among top healthy food & bev. brands Number one healthy option in the quick refreshment

category (2009 Zagat Food Survey)

A Powerful Brand and Category Leadership



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Our Logo: The Jamba Whirl

Every rung in our logo is representative of our real whole fruits and vegetables.The brown Jamba Juice is representative of the earth from which all our fruit

and vegetables grow.

Raspberry

Strawberry

Orange

Mango

Wheatgrass

Lime

Earth/Soil



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Customers Love the Jamba Brand

Consumers trust Jamba for products that arenutritious (77%) and healthy (72%)

More than half believe Jamba shares their

personal values (54%)

60% describe Jamba as a brand that fits their lifestyle.

63% say Jamba inspires healthy living.

Source: Synovate 2008, Jamba primary 2007



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Our Challenges What Went Wrong

Over-ambitious, ill-timed and poorly executed company storegrowth

Poor real estate decisions / Over-stretched organization

Pulled-back on local marketing when competitors were growing

Insufficient focus on operations performance

Store appearance / Customer service

Addressing labor and food costs increases

G&A out-of-line with reality of the business



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The Jamba Transformation

Improve Short-TermFinancial

Performance

Set the Business onthe Right Course

Set and deliver

realistic targets

Financial

Turnaround

Strategic

Turnaround

Functional

Excellence

Create an Enduring,World-Class

Company

Identify and address

most critical issues for

the business

Establish program to

develop best-in-class

performance



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Driven by $25M Reduction in Store Level Costs


+320 bps

(190) bps+100 bps

+160 bps

+250 bps

Store Level EBITDA Improvement --320 bps


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G&A --Cut to $35M or Less Before Share-Based Compensation Expense

G&A $M YTD Q2 G&A % Revenue YTD Q2

Disciplined Cost Management Driving GA Savings


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Strengthened Balance Sheet

In millions Q209 FY08

Cash (including restricted) $30.5 $28.5

Total Assets $125.7 $145.7

Total Liabilities $70.5 $105.3

Total Equity $55.2 $40.4Total Liabilities and Stockholders Equity $125.7 $145.7

Financial Focus and Management Reflects Positive Impact on Balance Sheet Results


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Accomplishments Since Fourth Quarter 2008

Q4 2008

Cost SavingsInitiatives Begin

$25M Senior

Term Note

James D. WhiteJoins Jamba

Team

Q1 2009

Blend PlanAnnounced

Oatmeal

Launches

$6M EBITDAImprovement

Q2 2009

Frozen Novelties &Kids Toy Blender

LicensingAgreement Signed

RefranchisingInitiative Launches

$35M CapitalInfusion

Food LaunchCalifornia

Zagat Award

SBA Approval$0.3M EBITDAImprovement

Q3 2009

Nine StoresRefranchised

CaliforniaFlatbreadsLaunch NYC

Smoothie KitLicensing

Agreement

Food LaunchChicago

30th CampusOpening

Food LaunchSeattle

Ca FlatbreadsLaunch Hawaii

Coming Fall 2009

New FallSmoothie Flavor

Feel Good Bucks

Campaign

Hot Beverages



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Feel Good Bucks Fall Campaign

Drive Traffic, Trial, and Awareness

Thirty million Feel Good opportunities to engage customers

Must purchase a product to receive the prize --$1 to $25 discounton purchase and larger cash prizes --Three grand prize winners ofa $10,000 self-designed Feel Good moment.

Extended promotion --leveraging street teams, direct mail, brandpartners and online distribution elements.


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We are Focused on Driving the 2009 BLEND Plan

1. Disciplined expense reduction plan

2. Build a customer first operationally focused service culture

3. Build a food capability across all day-parts

4. Accelerate the development of franchise and non-traditional

stores

5. Build a licensing growth platform



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Two-thirds will seriouslyconsider new concepts from Jamba,

including:

savory flavor profiles

packaged food and beverages

Expectations are that new offerings would be a healthier

choice, slightly unexpected, taste great

Honestly, Im surprised they havent done this already.

This is exactly what I would expect from Jamba.

Source: Jamba Focus Group Results, January 2009

Food Represents a Significant Opportunity

Consumers have a strong interest in new Jamba food & beverages



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The Demand For Food Is There, We Just Need to Fulfill It

66% of customers want to buy food with their smoothie

12% of people actually buy food at Jamba with their smoothie

THIS IS 100 PEOPLE

Source: Jamba Primary May 2007, Base: Consumed MTO Smoothie Past Year, n=489



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Oatmeal was the Beginning Food Now in Over 300 Locations


Food Will Transform our Business Model


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The QSR Destination for Healthy, Fun, Great-Tasting,

Food On-The-Go



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Build A Licensing Growth Platform

Extend the Jamba brand and maximize revenue byleveraging the brand in new and complementary

CPG categories

Explore opportunity for fruit beverages, fruit

yogurts, frozen smoothie bars and sorbets,

breakfast and snack bars, and packaged boosts

Licensing agreements Oregon Ice Cream, Think

WOW Toys, and The Inventure Group Goal is to

have several additional licensing opportunities

completed in 2009 .



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A Powerful Brand ---A Billion Dollar Opportunity


RTDFruit Drinks,Smoothies Bottled Water

Tea

YogurtCups & RTD

Energy Drinks

Frozen NoveltiesSorbet & Yogurt

Fruit Snacks

Trail Mixes

Better for youSnacks/Bars

Frozen FruitBlends

Lifestyle Products


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Accelerate Growth Through Franchising

Franchise development is a positive move for the Company

Market share growth / Speed of development

Balanced financial & risk profile

Long term value / Earnings growth

Refranchising accelerates the repositioning of our business

Build a portfolio of both Company-owned and Franchisee-owned stores

Accelerate presence of Jamba brand outside of core California markets

Better focus of operational and financial resources



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A Growing Presence in Airports and Colleges

8 Airport Locations

Charlotte

Chicago OHare

Denver

Houston Bush

JFK

NewarkPortland

San Diego

Over 73M Enplanements

Arizona State (3 locs) Northeastern UniversityBoston University Northwestern UniversityBrigham Young (2 locs) Sacramento StateBowling Green San Jose StateCal Poly SLO StanfordU of Colorado SUNY Buffalo

Duquesne University UC IrvineFlorida International U of IllinoisU of Hawaii UC Santa BarbaraLoyola Marymount UCLAU of Miami UC San DiegoU of Minnesota UNLVN. Arizona State USCU of North Carolina

30 Campus Locations

Over 700K Enrollments

Up to 40-45 New Franchise Stores



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Potential Growth Opportunity --2,700 Outlets

1,290

360

200

2,700

TraditionalStores

Malls Airports TotalGrocery

300

550

Colleges& Other

Trade Area Captive

Traditional

Non-Traditional



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A Turnaround that is Transformative

MTO

Smoothies

Healthy QSR

Build a Solid

Foundation

(Capital Infusion)

Transform the

Company

(Food/Licensing)

Accelerate

Growth

Potential

(Franchise)



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Concluding Messages

Jamba has

Made significant progress in the face of tough challenges.

The right strategies, capabilities, resources, and team toexecute with excellence and transform Jamba.

A solid strategy for growth that has yielded tangible

results.

Focused drive --promises made will be kept.



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Jamba September 2009 Presentation