Javita distributors face a significant financial challenge in managing product samples, which are crucial for sales but come at the distributor's own expense. When consumers consider coffee, taste dictates their purchasing decision, not origin or production method. Selling coffee without a taste test proves difficult, unlike a supermarket where customers might gamble on a new brand without sampling.
Independent Javita members find offering a taste sample the most effective way to convince potential customers. Javita itself does not compensate distributors for these samples, yet company materials actively encourage their use. This approach has become clear as official marketing documents emerge in Javita's post-launch phase.
Javita's training division, "Javanomics," published a PDF titled "coffee sampling system." This document outlines a marketing strategy for distributors to sell Javita products and recruit new members. The process starts with identifying leads, categorized as "C" for coffee drinkers, "M" for those interested in making money, or both.
Distributors are encouraged to contact individuals marked as both C and M. The PDF provides a script for these calls: "Hi Bob. I just have a minute, but I wanted to ask you quickly, who do you know that drinks coffee?" If the prospect says "I do," the script continues, "Why do you drink it?" After listening to their reason, the distributor says, "I just started a new coffee company. Here is a cup of estate grown, 100% natural instant gourmet coffee I would like to share with you that will (insert their reason, like 'give you a better pick-me-up' or 'let you function faster and better'). Do me a favor, taste it and I would like to call you tomorrow and get your feedback on it. What time is good to call you?"
The marketing materials offer other methods for contacting leads, but the core instruction remains to send a sample if the lead drinks coffee or knows someone who does. Distributors operate with a finite supply of samples. This means they must reorder product from Javita once their samples run out.
Not all distributors will make sales, making sample expenditure a major financial hurdle. New Javita distributors often find their net income in the negative due to the cost of samples, while they try to find customers or recruits. Successful distributors eventually build a customer base or recruit leads. However, not everyone achieves this success. Distributors must carefully measure their initial outlay.
Setting a strict budget for samples is wise. Distributors should determine an absolute maximum amount they will invest before deciding to cease operations. Spending only what one can afford prevents overextension. Javita and upline members often encourage continuous sample purchases, sometimes via autoship. But if months pass without sales, a distributor should evaluate their business fit.
Distributors should also be wary of advice from figures like Polaris Global's Rachel Oliver, who suggest extending the business period. Upline members and company representatives have a financial interest in a distributor's continued spending on Javita. Their advice may carry inherent bias or ulterior financial motives. Individuals should prioritize their own finances over the demands of their upline or the business opportunity.