Executive Summary Success in entering the international market strongly depends on the information available to the entrant as well as being prepared for possible risk and unfavorable scenarios. Since the target location differs significantly from the company’s home country, the data required needs to be broad in scope while at the same time comprehensive enough to include all potentially important information. The following paper is a report on the entry of Jamba Juice, an American producer of beverages, to New Zealand. The report addresses the following research questions:   * What aspects of political, legal, economic, geographic, and socio-cultural environment present opportunities and threats to Jamba Juice’s entry?   * What is the main product’s target audience?   * What impediments and barriers to distribution, promotion, and pricing strategies can be expected during entry?   * Which mode of entry is the most suitable for the situation? The data for the report was gathered using web search tools. The team handled the task by assigning specific areas of inquiry to individual members, discussing the findings, and compiling the conclusions into a coherent report. The main constraint faced by the team was imposed by secondary data sources that did not contain the necessary information and required adopting information from various sources. The key findings suggest that New Zealand is displaying a strong orientation toward embracing international investments, and the country is constantly updating its legal, geographical, and political conditions to become more attractive to international players. The beverage market in the country is dominated by two formidable international companies, Coca-Cola and Frucor. However, neither of these companies offers products that can be considered directly competing with our company’s primary product (smoothie), and they are aimed at different audiences. Based on these findings, we recommend an early market entry through an alliance with small-scale companies such as the Better Drinks Company, whose values and image are largely compatible with those of Jamba Juice. Economic Environment Traditionally, New Zealand’s economy was strongly dependent on the agricultural sector, and the country dealt primarily with Great Britain as its main partner. However, starting from the late 1980s, New Zealand’s government has taken a proactive approach toward economic diversification through the introduction of a strong industrial component. As a result, in its current state, the country is a feasible player in the global economy, with a major proportion of the industrial sector currently demonstrating a high level of technological capacity. Per capita income in terms of purchasing power parity has been increasing steadily in New Zealand for the last decade, although there was an observable setback between 2007 and 2009 (Theodora). Possibly the largest economic issue was the gradual increase in the central bank’s key rate in response to the inflation that started in 2004 and reached its peak in 2008 (Theodora). One positive outcome of the scenario was an increase in international capital inflows driven by the increasing rate. This situation led to the strengthening o