California-based Movita Juice Bar is popular today, but its origins date back to one of humanity's lowest points.
Before Fast Casual was born, one of the founder's children was diagnosed with cancer. Doctors encouraged the whole family to eat healthier and make lifestyle changes. With this advice in mind, he considered becoming a franchisee for a juice or smoothie concept. But after nearly a year of research and participating in Discovery Day, his vision of what true health should look like, even though most brands tout the word “healthy.” I quickly realized that I was not meeting the requirements. He was dissatisfied with his 1,200 calorie smoothies, high sugar content, and frozen products.
So instead of aiming to become a franchise concept, the two decided to create their own juice bar. The mission was to create a scientifically designed layout that uses no freezers and features a fresh menu. Movita says, “We're in the health business. We deliver health in a cup (or bowl).'' Movita offers a wide selection of acai bowls, smoothies, juices, and more. These products are made using fresh, raw vegetables and fruits. Pure protein without artificial ingredients. Organic, kosher, low-glycemic agave nectar. Unpasteurized, unbottled juice. Homemade almond milk. Non-GMO organic acai.
The first unit was 100 square feet and generated $2.2 million in revenue in the first 16 months.
“This is outrageous, not just for our industry, but for that kind of acreage,” says Chief Development Officer Jason Steele, who joined the company last year to lead franchising and oversee day-to-day operations. . “It didn't take long for them to open another facility. Sales were similar, and the whole thought process was, 'We believe every community and every town needs one of this. ” So over the last five, six years, they've started doing that. ”
Neither had any franchise experience, so they hired an attorney in January 2023 to put together FDD. Steele, who has family in the Los Angeles area, fell in love with the concept after trying out the products and researching the restaurant's history. He brings experience as chief development officer for Primo Hoagies and vice president of global development and real estate for Subway. Steel's philosophy is to build the brand nationally but at a steady pace. His day job isn't chasing royalties or franchisees. In fact, the company does not spend any money on franchise sales marketing. So far, all current business owners learned about the brand either as customers or through word of mouth.
Movita has 17 restaurants, eight company-operated stores and nine franchises. Of these nine operator-led units, four are new construction and five are franchised stores. 11 stores are under construction and 42 stores are in development. Top corporate locations still have annual sales in excess of $2 million.
“For me, it was an opportunity to lead and lead a company that I truly believe in,” Steele says. “I myself am very conscious about health and believe that our products are far superior to others. And there are great growth opportunities out there for everyone.”
The brand is aiming to expand in warmer states and health-conscious markets, areas where customers are already knowledgeable about the product and Movita doesn't need to spend excessive amounts on marketing. For example, Denver, Arizona, Nevada, Texas, Florida, Oregon, and the Carolinas. Contracts outside of California are with multi-unit operators with franchise or restaurant management experience. More specifically, a group with the appropriate capital, infrastructure and knowledge to manage costs. It will be supported by relationships with national food distributors. In other cases, multi-unit operators may rent commissary spaces to store additional inventory near their stores.
Steele attributes the higher-than-average AUV to the site selection process, which he believes should be the longest and most sensitive part of the store opening process. Masu. Movita selects locations with consistent operations from 7 a.m. to 8 p.m. Also, behind-the-scenes staff are organized so that ticketing times are faster and employees don't run into each other. At the moment, all locations are lined up in series. The brand likes to be paired with major grocery stores like Ralph's or located near other health-focused establishments like yoga studios and gyms. Drive-thrus will also become a reality once Movita enters certain markets where the channel makes sense. Stores average between 1,100 and 1,400 square feet.
One franchisee signed a seven-unit deal, but Steele wants to keep the deal between two or three stores for now.
“Some of us want to do five, but I've just been in this industry long enough and typically if people sign up for more than three locations, we'll open more than three locations. “Never,” he says.
Steele emphasized that Movita's expansion into other states isn't because of California's new fast-food wage law, which raised the minimum wage for quick-service workers to $20 an hour. Strictly speaking, this rule does not apply to Movita, as it only applies to chains with more than 60 of his units nationwide. The main reason for that is Golden State's competitiveness, especially when it comes to better brands. Movita wants to partner with high-quality co-tenants, and being first to market in certain areas allows us to do that more often.
The chain also believes it has the products and infrastructure to succeed anywhere.
“That was one of the benefits of having several corporate locations, because they were in very different demographic markets,” Steele says. “So we were able to see that this model works across different cultural areas, geographic areas and everything else.”
