DECLARATION

TO WHOM IT MAY CONCERN

This is to certify that MS.Abhinandan Malhotra student of BBA VI

semester in our Institute has successfully completed her summer training
project entitled Marketing strategy adopted by Dominos for the partial
fulfillment of the degree of Bachelor of Business Administration.

DR.S.M.MEHNDI
(H.O.D. BBA & PROJECT GUIDE)

ACKNOWLEDGEMENT
I think if any of us honestly reflects on who we are, how we got here, what we
think wemight do well, and so forth, I discover a debt to others that spans
written history. The work of some unknown person makes our lives easier
everyday. I believe it's appropriateto acknowledge all of these unknown
persons; but it is also necessary to acknowledgethose people we know have
directly shaped our lives and our work.
First of all i would like to thank our teacher DR SM MEDHI for their guidance
through out the semester.

Summary
Domino's Pizza is an American restaurant chain and
international franchise pizza delivery corporation headquartered at the Domino
Farms Office Park (the campus being owned by Domino's Pizza cofounder Tom Monaghan) in Ann Arbor Charter Township, Michigan, United
States, near Ann Arbor, Michigan. Founded in 1960, Domino's is the secondlargest pizza chain in the United States (after Pizza Hut) and the largest
worldwide, with more than 10,000 corporate and franchised stores in 70
countries. Domino's Pizza was sold to Bain Capital in 1998 and went public in
2004. In 1960, Tom Monaghan and his brother, James, purchased DomiNick's,
a small pizza store in Ypsilanti, Michigan, near Eastern Michigan
University. The deal was secured by a $75 down payment and the brothers
borrowed $900 to pay for the store. Eight months later, James traded his half of
the business to Tom for a used Volkswagen Beetle. In 1965, Monaghan
renamed the business Domino's Pizza, Inc. In 1967, the first Domino's Pizza
franchise store opened in Ypsilanti. The company logo was originally planned to
add a new dot with the addition of every new store, but this idea quickly faded,
as Domino's experienced rapid growth. The three dots represent the stores that
were open in 1969. Reflecting Domino's growth, the company had expanded to
200 stores by 1978. In 1975, Domino's faced a lawsuit by Amstar Corporation,
the maker of Domino Sugar, alleging trademark infringement and unfair
competition. On May 2, 1980, the Fifth Circuit Court of Appealin New
Orleans found in favor of Domino's Pizza. n May 12, 1983, Domino's opened its
first international store, in Winnipeg, Manitoba, Canada. That same year,
Domino's opened its 1,000th store overall. In 1985, they opened their first store
in the United Kingdom in Luton. Also in 1985, Domino's opened their first store
in Tokyo, Japan. By 1995, Domino's had expanded to 1,000 international
locations. In 1997, Domino's opened its 1,500th international location, opening
seven stores in one day across five continents. From 2007 to 2012, Domino's
gradually established a presence in India with at least 1,000 locations by 2012.

Introduction
This learning guide was written by Sara Panter, an associate tutor at Ashridge.
It is one of a series produced by the Learning Resource Centre. Each guide
sets out to give you a quick summary of the main theories on a particular topic
backed up by a practical commentary based on Ashridge's long experience of
consulting on and teaching management issues. We hope that it whets your
appetite for more information.

Overview
Introduction Stage one: Defining strategic marketing objectives Stage two:
Determining strategic focus Stage three: Defining customer targets Stage four:
Competitor analysis Stage five: Differential advantage Stage six: Marketing mix
Stage seven: Implementation Stage eight: Monitoring market performance .The
terms marketing strategy and strategic market planning are often used
interchangeably, which sometimes leads to confusion. We will use the term
marketing strategy to mean the overall strategy of an organisation in relation to
a particular market. In this learning guide we will explore the process of analysis
and decision making which organisations go through as they define and
implement their approach to that market. Marketing plans will form part of this
process, in particular when it comes to implementation.
Key aspects of the process are that it is cyclical, ie subject to constant review
and reiteration; that it is dynamic, subject to changes in the environment
(including customers and competition); and that it should be shared within the
organisation, rather than being the sole preserve of the marketing department,
if it is to be wholeheartedly adopted and implemented by the whole
organisation.
Two interrelated trends in marketing approaches have changed the emphasis of
marketing strategy in recent years. These are relationship marketing and
customer economics. The increased use of sophisticated database information
in marketing has helped further the adoption of these two approaches and
indeed both require such information in order to be successfully implemented. If
you are specifically interested in relationship marketing, there is a further
learning guide specifically on this topic.
This overview will introduce a framework for the steps to be followed in a
comprehensive marketing strategy process, the information and analysis
required at each stage and the decisions to be taken at each stage. There are
of course other possible frameworks and approaches which would be equally
acceptable, provided all the key steps are included. What is crucial is to see
each stage, and the whole process, as dynamic and iterative. Stage one:
Defining strategic marketing objectives
These will to a large extent be determined by corporate strategy, and will
answer such questions as: which markets should we compete in? what should
be our targets, in terms of market share and profitability, in these markets?
The answer to the first question will be determined by the inherent

attractiveness of the market and our ability to compete in it. A market may be
attractive for a number of reasons: because there are high profits to be made in
it; because it is growing; because it fits in well with or fills a gap in our existing
portfolio. It is useful at this stage to carry out some structured analysis using a
framework such as Michael Porter's Five Forces of Competition (see Fig. 2.
below) or SWOT analysis. It is crucial, however, to ask not just whether the
market is inherently attractive, but whether it matches our capability profile: in
other words, do we have particular strengths which will give us an advantage in
the market? A good marketing strategy may be determined as much by those
markets we choose not to enter as by those we do.
Targets will be expressed in terms of market share or profitability, or possibly
both. For example, in an early stage of the stage in the market life cycle, an
organisation may concentrate on building share at the expense of profitability,
or at a later stage may be content for share to remain static whilst profits are
high.

The product market life cycle

1. The introductory phase

Customers: Unfamiliar with or unaware of product category. Those who do buy
likely to be more experimentalist by nature. Sales low Competition: Likely to be
low
Company priorities: Encourage trial. Work with customers on product
development to improve aspects such as packaging or documentation, or to
eliminate "teething troubles"

2. The growth phase

Customers: Growing in numbers. Segments begin to appear. May be less price
sensitive as category benefits more widely known Competition: Growing as new
entrants appear. Company priorities: Build share by concentrating on
distribution, creating alliances where appropriate to do this

3. Early maturity
Customers: Segmentation is now more distinct and customer loyalty
established as repeat purchases take place Competition: Intense as players
attempt to secure their share Company priorities: Differentiate to attract and
retain customers in specific target segments

4. Late maturity
Customers: Knowledgeable, may demand low prices and high service levels
Competition: Intense due to lack of market growth and difficulty of further
differentiation. May be price based
Company priorities: Attempt to lengthen life cycle by innovation, re-inventing
product category before decline stage

5. Decline
Customers: Late adopters, eg first time buyers of microwaves or VCRs
Competition: May come more from substitute products or services than direct
competition, eg plastic instead of steel components; on line services instead of
libraries or hard copy journals Company priorities: Re-define market whilst
milking profits in early part of decline stage.

Stage one: Defining strategic marketing objectives

These will to a large extent be determined by corporate strategy, and will
answer such questions as: which markets should we compete in? what should
be our targets, in terms of market share and profitability, in these markets?
The answer to the first question will be determined by the inherent
attractiveness of the market and our ability to compete in it. A market may be
attractive for a number of reasons: because there are high profits to be made in
it; because it is growing; because it fits in well with or fills a gap in our existing
portfolio. It is useful at this stage to carry out some structured analysis using a
framework such as Michael Porter's Five Forces of Competition

Stage two: Determining strategic focus

Having decided which markets to compete in, the question of how to compete
can be addressed. Should the focus be on growing the overall size of the
market, or on taking a bigger share of an existing market (penetration)? In order
to do this, should we be concentrating on getting existing customers to use
more of our product, or on finding new customers or even new segments? Or
can we only increase share by taking customers from our competitors?
The answers to these questions will depend largely on what stage has been
reached in the life cycle of the market for this product. This in turn will
determine whether the market is fairly homogeneous or divided into segments

or sub-segments. The more mature the market, the more fragmented it tends to
be.
Total sales in a particular product market will tend to follow the curve shown in
above over a period of time. That period of time may span a hundred years or
more (as would be the case for, say, washing powder or banking services) or it
may be much shorter, in the case of technological innovations such as the
cassette recorder or fashion-related items such as particular types of clothes or
music. Each stage in the so called product market life cycle has different
characteristics in terms of customers, competition, and company priorities.

Stage three: Defining customer targets

The first step in defining customer targets will be to understand the structure of
the market in terms of what segments exist and what alternative ways of
segmenting the market might be possible. It is important to remember in this
context that segmentation is a characteristic of the market, not something which
marketeers impose upon it. In seeking to gain a better understanding of
different customers' perception of value, marketeers may see certain customers
with similar characteristics and perceptions as belonging together as a distinct
segment, but unless those similarities actually exist, the segmentation and the
target will be meaningless. Customers within one segment should be similar to
each other in ways which are important for how, when, what and why they buy,
and different from customers in other segments. Organisation's which find new
ways of segmenting a market may also find new ways of differentiating their
offering in response to a particular segment's perception of value, and will
therefore gain an advantage over their competitors.
Once we have a clear view of market structure, we need to decide which
segment or segments to target. Certain elements will tend to make a segment
attractive: size. growth. profitability.fit with company strengths. relative
weakness of competition.
The issue of customer economics, or choosing the right customer portfolio, is
vital. Organisation's can waste large amounts of resources pursuing customers
who are not sufficiently profitable, or are unattractive in other ways. This is even
more important given the recent emphasis on building customer relationships.
This is usually an expensive and time consuming business, so organisation's
need to be sure that they are building relationships with the right customers. It
is not usually possible or desirable to build relationships with all customers.
As part of this stage, it will be decided whether to target only one segment, or

several segments at once. Clearly this decision will be influenced by such

factors as:available resources.danger of brand contamination.opportunity for
economies of scale in manufacturing, marketing or distribution.

Stage four: Competitor analysis

In practice, it is clear that the analysis of competitors and the selection of
customer targets will go hand in hand, since the one will exert a strong
influence on the other. The decisions to be taken at this stage will relate to
competitive positioning and competitive strategy.
Competitor analysis is a big topic and has an important role to play at the level
of corporate strategy as well as in the marketing strategy process. If you want
to look more specifically and in greater depth at competitor analysis, there is a
separate learning guide on this topic. In the context of developing a marketing
strategy, there are particular areas of competitor analysis to be considered. The
specific questions which competitor analysis must answer at this market
specific level are: what does the customer buy when he does not buy my
product? what is his perception of these alternatives and how does it compare
with his perception of my product? what do I know or what can I infer about my
competitors' strategies in relation to their products?
In answering the first question, it may help to consider at what level does the
competition pose a threat in this market? There are a number of different
possible levels of competition: budget level. The customer is choosing between
spending his/her budget in two completely different ways, to meet completely
different needs. To use an example from the regional newspaper industry: does
the customer buy the local paper or a bar of chocolate? generic competition.
The competitive product delivers the same benefit but in a different way:
instead of buying the local paper, the customer listens to local radio. product
category competition. Here the customer may choose between different product
categories within the same industry: the customer buys a national daily
newspaper instead of the local one, or reads the free local paper delivered
through his door, instead going out and buying one. brand competition. This is
the most direct form of competition: does the customer buy one local title or the
other?
Organisation's will often be aware of direct brand competition, but less
knowledgeable about the encroaching threat of competition at a lower level.
The level at which the competitive threat is the strongest will obviously have
serious implications for the organisation's strategic priorities.

The second question relates more to the positioning of competitive products in

the mind of the customer. The use of perceptual maps may help. Perceptual
maps use the results of market research to map consumers' perceptions of
competing brands in relation to attributes they consider important in determining
value.
They are a useful tool in determining strategies, because marketeers can see
the major threats to their brand as well as the different directions in which they
could move. Perceptual maps are discussed in more detail in David Arnold's
book, The Handbook of Brand Management (1992) Century Business, pp.84 ff.
The third question requires some thinking around the role of the particular
competitive product in the competitor's portfolio as a whole. Portfolio
management tools such as the Boston Consulting Group Matrix or the
Directional Policy Matrix will probably be useful here. They are described briefly
below.
The BCG product portfolio matrix classifies products according to two
measures, market growth and relative market share. According to their position
on the matrix, products are known as problem children (or question marks),
stars, cash cows or dogs.
Organisation's will tend to have a number of problem children at once, products
at an early stage of the life cycle, having low market share in a fast growing
market. They require a great deal of investment and support, but only some of
them will survive to become mature products which can contribute to the
organisation's overall revenues.
Once products have succeeded in growing their market share, and whilst the
market itself is still in its growth phase, they are known as stars. These products
still require substantial investment to sustain their high market share position,
but they are at the same time generating positive cash flows themselves.
As the market moves into maturity and growth slows down, products with high
market share are classified as cash cows, able to generate cash whilst
requiring less support than before. These cash flows can therefore be used to
support other products in the other categories.
Finally, products with low market share in a low growth market are known as
dogs. They may still generate some cash, but as the market moves into decline,
it will not be worth it for organisation's to invest money or effort in them. Instead
they are advised to cut back investment as much as possible (harvesting) or, if
possible, to move out of the market (divestment).

Clearly, the BCG matrix can be used by an organisation to analyse its own or its
competitors' products. Both will be useful for the purpose of competitive
positioning.
The Directional Policy Matrix is also a two dimensional model but incorporates
a number of different elements into each dimension. It is therefore more
complex and also more subjective than the BCG model. (see Fig.5) It can be
used to plot brands, products, geographical areas or market segments and
helps managers to think through their strategy for each element in the
company's portfolio (or to make assumptions about their competitors' likely
strategy). The size of each circle drawn on the matrix may represent size of
turnover or, if known, profit margin.
The two axes of this matrix are market attractiveness and relative strength
versus the competition. Clearly, an organisation will aim to have as many
products as possible in the top left hand corner, ie in a strong competitive
position in an attractive market. It will almost certainly have other products in
the middle of the matrix (in an attractive market but in a relatively weak
competitive position) and even in the right hand corner (a weak product in an
unattractive market).
Looking at the portfolio in this way will help with deciding priorities and
allocating resources. For example, how much will it cost to keep a product in
the top right position ? What other products may threaten it ? If a product is in
the top middle square, what resources or tactical moves would it take to shift it
over to the right ? And for the product in the bottom left - should it be
harvested ? or is it possible to shift it?

Stage five: Differential advantage

Differential advantage, or competitive advantage, describes the ways in which
one organisation's offering is different from and better than another's. This gives
the company an advantage over its competition. Differential advantage may
come from a variety of sources: superior position, superior skills or superior
resources. Superior position eg lower costs (perhaps due to location);
incumbent position (eg distribution network); relationships Superior skills eg
specialised knowledge, technical expertise, organisational skills such as
flexibility Superior resources eg financial resources, geographical coverage,
exclusive ingredients, experienced people Whatever the source of differential
advantage, it must offer real value to the customer in that it meets his/her needs
in a distinctive way, and is in some way better than the competition. It is the
meeting point of the three C's of customer, competition and company .

Stage six: Marketing mix

The "marketing mix" refers to the various elements of a company's offering in
the market place: the product or service itself, including its packaging; the price,
including any discounts or payment terms; the place, or distribution method;
and the promotional mix by which the offering is communicated to the market
place.
In addition to the traditional "four Ps" (Borden, The Concept of the Marketing
Mix, Journal of Advertising Research, Vol. 4, June 1964), subsequent writers
have talked about the need to include physical evidence, process and people,
particularly where service products are concerned. For example, if buying an
intangible financial services product such as a mortgage, the building society's
offices, the ease and speed with which an application can be made, and the
way in which the society's staff deal with their customers will all influence the
customer's perception of the offering.
The marketing plan can be produced at this stage, and will include a definition
of the target market segment(s), the source of differential advantage, and a list
of actions under each of the marketing mix headings, with timings, budget and
responsibilities allocated.
The marketing mix approach simply says that all the messages the customer
receives must be consistent with each other and help to communicate the
differential advantage (sometimes called the value proposition). Some have
argued that the concept is outdated, relying too much on the marketing
department to implement it, and needs to be replaced by a more company wide
approach. It is certainly true that consistency and an integrated approach are
vital in implementing marketing strategy.

Stage seven: Implementation

The implementation of marketing strategy demands good communication
between the marketing function and the other parts of the organisation. The
McKinsey "Seven S" model (Peters, T. & Waterman, R. (1982) "In Search of
Excellence" New York, HarperCollins) may be used as a checklist to ensure that
all the elements involved in implementing the strategy are consistent with each
other and with the strategy itself. The "seven S's" are:

Strategy itself - supported by

Skills - what distinctive core tasks (functional or organisational) is the company
good at performing?
Shared values - what is the culture of the company? What behaviour or
achievements are rewarded?
Style - what is the management style? How do things get done round here?
Staff - what are the people like? What is their educational or business
background? What is likely to motivate them? How is their morale?
Systems - what formal systems are in place that may help (or hinder)
implementation? (these could be reward systems, monitoring systems,
customer service systems?) What about the informal systems?
Structure - what structures are in place that may help (or hinder)
implementation? Is there a flat management structure? Are there (for example)
project management teams, or is the organisation structured along purely
functional lines?

Stage eight: Monitoring market performance

Ideally a marketing plan should also include performance targets in terms of
sales and contribution, customer satisfaction, or any other measures deemed
appropriate. There is a trend towards the use of non-financial measures in
monitoring company performance. (Kaplan, R. S. & Norton, D.P. (1996) The
Balanced Scorecard, Harvard Business School Press). The information needed
for such measurements is often difficult to obtain, but as feedback mechanisms
showing whether or not a strategy is being successfully implemented, they may
be more useful than traditional quantitative measures.

Development activities
Cross functional groups will often give valuable insights, as well as helping to
improve communication within the organisation. In a cross functional group,
work through the marketing strategy process - or take one stage and work
through that. Useful frameworks for discussion might be: the directional policy
matrix
Divide the group up into trios and ask each to plot the company's main products

onto a flip chart or acetate. Then in plenary, compare the results. This should
give rise to some interesting discussion! Then raise the question of what could
be done to move the various products across the chart, upward and to the right.
Are there some products which should be harvested or markets from which we
should withdraw? perceptual maps Decide first how to label the axes. What
characteristics are important to customers? For example, for cars it might be
speed, comfort, reliability, economy. It might help to try to group products
together roughly first and then look at what they have in common. Having
agreed on the axes, plot where you think customers perceive your products and
your competitors' products. Of course the results of this exercise will be purely
subjective and should be tested by market research. But in this case, the
results are perhaps less important than the debate, which should be
illuminating! levels of competition
Discuss where the competition is coming from at each level. Where are the real
threats? What strategies might we adopt to combat them? segment
attractiveness Look at the list of criteria and measure each of your segments
and major customers against it. Do they pass the test? If not, how much effort
and resources is the organisation spending on them? It may be that there are
good reasons for selling to these customers. But it is worth checking. By
serving these customers, we could be missing opportunities elsewhere which
might be more profitable, or fit with our strategy better. marketing mix Look at
each aspect of the marketing mix for each of the organisation's major products.
Do they fit together and send a consistent message?

History
Jubilant FoodWorks Limited (the Company) is a Jubilant Bhartia Group Company,
The Company was incorporated in 1995 and initiated operations in 1996, The
Company got listed on the Indian bourses in February 2010, Mr, Shyam S, Bhartia,
Mr, Hari S, Bhartia and Jubilant Enpro Private Ltd, are the Promoters of the Company.
The Company & its subsidiary operates Domino's Pizza brand with the exclusive
rights for India, Nepal, Bangladesh and Sri Lanka, The Company is India's largest and
fastest growing food service company, with a network of 500+ Domino's Pizza
restaurants
Restaurants (as of 31st March, 2012)The Company is the market leader in the
organized pizza market with a 54% market share (Euromonitor Report 2010) and 70%
share in the pizza home delivery segment in India, The Company has strengthened
its portfolio by entering into an agreement with Dunkin' Donuts Franchising LLC, for
developing the Dunkin' Donuts brand and operating restaurants in India,
Over the period since 1996, Dominos Pizza India has remained focused on delivering
great tasting Pizzas and sides, superior quality, exceptional guest care and value for
money offerings. We have endeavored to establish a reputation for being a home
delivery specialist capable of delivering pizzas within 30 minutes or else FREE to a
community of loyal consumers from all our restaurants around the country.
Dominos vision is focused on " Exceptional people on a mission to be the best pizza
delivery company in the world!" We are committed to bringing fun, happiness and
convenience to lives of our consumers by delivering delicious pizzas to their doorstep
and our efforts are aimed at fulfilling this commitment towards a large and evergrowing guest base.
Dominos constantly strives to develop products that suit the tastes of our consumers
and hence delighting them. Dominos believes strongly in the strategy of Think global
and act local. Thus, time and again we have been innovating with delicious new
products such as crusts, toppings and flavours suitable to the taste buds of Indian
Consumers. Further providing value for money and affordable products to our
consumers has been an important part of our efforts. Our initiatives such as Fun Meal
and Pizza Mania have been extremely popular with consumers looking for an
affordable and value for money meal option.
Dominos believes that when a box of pizza is opened, family and friends come
together to share the pizza. Hence, our brand positioning: Yeh Hai Rishton Ka Time
Thats why, all our efforts, whether it is a new innovative and delicious product,
offering consumers value for money deals, great service, countrywide presence or the
promise to deliver in 30 minutes or free are all directed towards making relationships
stronger, warmer and more fun by giving consumers an opportunity to get together,

catch up, reunite and spend more time together.In 2007, Domino's introduced its
Veterans Delivering the Dream franchising program and also rolled out its online and
mobile ordering sites.[11] In 2008, Domino's introduced the Pizza Tracker, an online
application that allows customers to view the status of their order in a simulated "real
time" progress bar.[25] The first Domino's with a dining room opened in Stephenville,
Texas, giving the customers the option to either eat in or take their pizza home. Since
2005, the voice of Domino's Pizza's US phone ordering service 1-800-DOMINOS has
been Kevin Railsback.[26]
In a 2009 survey of consumer taste preferences among national chains by Brand
Keys, Domino's was last tied with Chuck E. Cheese's. In December that year,
Domino's announced plans to entirely reinvent its pizza. It began a self-criticizing ad
campaign in which consumers were filmed criticizing the then-current pizza's quality
and chefs were shown developing a new pizza.[27][28] The new pizza was unveiled
that same month. The following year, 2010 and Domino's 50th anniversary, the
company hired J. Patrick Doyle as its new CEO and experienced a historic 14.3%
quarterly gain. While admitted not to endure, the success was described by Doyle as
one of the largest quarterly same-store sales jumps ever recorded by a major fastfood chain.[29][30]
In 2012, Domino's Pizza removed the word "Pizza" from their logo, to emphasize their
non-pizza products. At the same time, Domino's introduced a new logo that removed
the blue rectangle and text under the domino in the logo, and changed the formerly
all-red domino to be blue on the side with two dots and red on the side with one dot.

Date
1960 Tom Monaghan launches the first Dominos Pizza store in 1960 in Michigan,
USA, although is it called DomiNicks until 1965. His brother James sells his share in
the venture after a year in return for a Volkswagen Beetle.
1967 The first franchise opens and by 1983 there are 1,000 stores, including the first
outside the USA.
1985 The first UK store opens in Luton.
1991 The first Irish store opens in Dublin.
1993 Brothers, Gerry and Colin Halpern, buy the master franchise for Dominos in the
UK and Ireland, which by this time has 77 outlets. Prior to this, Dominos was
controlled from the USA.
1995 Store number 100 opens in Purley, London.
1996 First Scottish store opens in Glasgow.
1997 First Welsh store opens in Cardiff.
1998 New headquarters for the UK and Ireland built in the UK in Kingston, Milton
Keynes.
Dominos starts its sponsorship of The Simpsons.

1999 Dominos becomes the first home delivery company to float on the Alternative
Investment Market.
Online ordering and interactive TV ordering go national.
2000 Dominos introduces the revolutionary patented HeatwaveTM hot bags to keep
the pizzas hot and crisp during delivery.
2003 Store number 300 opens in Aldershot.
2004 Dominos wins the British Franchise Association, Franchisor of the Year award.
Dominos opens its first store in the City of London on Queen Street.
Dominos launches the Double DecadanceTM.
2005 Dominos Pizza UK & Ireland celebrates 20 years.
Store number 400 opens in Sheffield.
Dominos launches the DominatorTM.
Delight cheese is added to the menu.
2007 Dominos removes all hydrogenated fats from its products.
Chris Moore becomes Chief Executive.
Store number 500 opens in Hatfield.
2008 Dominos Pizza becomes official sponsor of Britains Got Talent on ITV.
Dominos moves from AIM to the main market of the London Stock Exchange.
2009 Dominos new bespoke supply chain centre begins construction.
The first mobile unit takes to the road.
The pizza tracker, an online programme designed to show the customer the route of
their pizza from the minute of ordering, is introduced.
Store number 600 opens in Holborn, London.
2010 Dominos celebrates its 50th anniversary globally and its 25th anniversary in the
UK.
Dominos wins Silver Franchisor of the Year award at the British Franchise
Association awards.
The new supply chain centre in West Ashland, Milton Keynes, is completed and
officially opens on July 1.
Pali Grewal picks up Worlds Fastest Pizza Maker award for Dominos Pizza UK.
Oven baked subs are added to the menu.
Dominos launches an iPhone app.
The first 24 hour store opens with coffee and breakfast subs on the menu.
The Basil Burst Double Decadence base is introduced.
2011 The Android app and iPad app are launched.
Levi Roots joins up with Dominos to launch a Reggae Reggae pizza.
Dominos UK & Ireland invests a majority stake in the master franchise for Dominos
Pizza Germany.
Lance Batchelor is appointed CEO as Chris Moore steps down.
Dominos Stuffed Crust goes on sale.
Dominos sponsors ITV quiz show Red or Black? hosted by Ant & Dec.
Gourmet pizza range is launched.

2012 Dominos celebrates 15 years in Wales.

The Saucy BBQ Stuffed Crust and Boneless Ribs are launched.
Windows Phone 7 ordering app is made available.
Triple celebration for stores in Cologne in Germany, Rio de Janeiro in Brazil and
Penang in Malaysia who are named as joint 5000th international store.
Dominos acquires the master franchise for Switzerland.
Gluten Free pizza base is added to the menu.
Dominos Box Office is launched, in collaboration with Lionsgate Films.
2013 Dominos sponsors ITV reality show, Splash.
New logo is launched.
New store design is implemented.
Midweek Rescue service is offered to customers.
Dominos launches new dining and take away concept. in partnership with Extra
Motorway Service Area Group.
The 2000th European store opens in Hemel Hempstead.
Hot Dog Stuffed Crust base is launched.
Dominos sponsors ITV show, Off Their Rockers.
New pizza box design is implemented.
Rays of Sunshine becomes Dominos new charity partner.

Innovations
Dominos Dominator
In 2005, we launched the Dominator, dominos version of a stuffed base using
our regular and thin crust dough, infused with cheese and herb sauce.

Delight Mozzarella
Dominos Pizza is the only national pizza company to offer a reduced fat
cheese. Delight Mozzarella has 33% less fat than ordinary mozzarella, giving
customers a healthier choice.

Double Decadence
In November 2004, Dominos launched the UKs first double-decker pizza,
Double Decadence. This luxurious pizza has two thin and crispy bases
sandwiched together with a creamy cheese and herb sauce or a basil pesto
sauce* (*launched 2010).

Dominos Stuffed Crust

In June 2011, Dominos Stuffed Crust went on sale. This new mouth watering
addition to the menu features mozzarella cheese with a hint of garlic and herbs
in Dominos famous fresh dough. The Dominos Stuffed Crust is available on all
medium and large pizzas and can be purchased in all UK stores.

Gluten Free
In November 2012, Dominos launched a gluten free pizza base and was UKs
first major pizza delivery chain to provide a pizza which is suitable for coeliacs
and those who are gluten-intolerant.
Following numerous requests from the general public, Dominos has spent
great time over perfecting this base, seeking a supplier that meets with the
brands high standards for both quality and taste.
Accredited by Coeliac UK, the national charity for people with coeliac disease,
Dominos gluten-free pizza base is suitable for those who are allergic to dairy or
lactose intolerant, and as all Dominos pizzas are made to order from scratch, it
can be ordered without cheese to provide a dairy-free pizza.

Our food
At Dominos, the pizza is the hero and we work hard with our suppliers and
follow the seasons around the world to ensure that we offer the finest quality
ingredients Mother Nature can provideThe pizza story starts with fresh dough,
produced in our three supply chain centres in Milton Keynes, Penrith and Naas
in the Republic of Ireland. Take this as your foundation and add delicious vineripened tomato sauce and 100% mozzarella cheese for the classic Dominos
cheese and tomato pizza. From there, we have a range of toppings from

pepperoni to pineapple and sweetcorn to sausage, so customers can have their

pizza just how they like it.With a choice of bases, sauces, cheese and toppings
there are over 100 million different ways to customise a Dominos pizza.First,
choose a base from our range including classic hand tossed, thin crust,
Double Decadence, Dominator, Stuffed Crust or Gluten Free.Next, choose a
sauce traditional vine-ripened tomato, barbeque or sundried tomato and
garlicThen, pick a cheese always 100% mozzarella, but its the customers
choice between our traditional mozzarella or Delight mozzarella with the same
great taste, but a third less fat
Finally, pick some toppings from the wide range of delicious items on our
menu.As well as delicious, freshly made pizzas, Dominos also offeres a range
of tasty side dishes such as chicken strippers, kickers, wings, garlic pizza bread
and potato wedges, as well as desserts including cookies, waffles and icecream.
We believe its important to offer our customers a wide range of information with
regard to our food too, which is why we set up the Take a Fresh Look website at
On this site, we provide full details of the ingredients and nutrition in our
products, as well as all relevant allergen information. Take a Fresh Look also
focuses on the heroes that provide our food with a range of short films about
some of the raw ingredients including 100% mozzarella cheese, pepperoni and
onions, as well as a wealth of other facts and figures to Dominos ingredients.
Pizza can be part of a balanced diet and the average Dominos customer only
orders once a month. To help all our customers balance their diets, weve also
included some helpful hints and tips on the Take a Fresh Look website.
In 2012, Dominos signed up to the Department of Healths Responsibility Deal
and committed to six pledges. The food pledges are centred around reducing
salt and providing calorie information to our customers. For details on the
pledges we have signed and for information on our environmental policy, please
log onto
Food is precious and should be treated with respect and we will always make
sure that a Dominos pizza has the best quality ingredients, brought together by
skilled pizza makers, to keep supplying our customers with delicious, piping-hot
pizza every time.

Marketing strategy

Young and enthusiastic team.

Domino's vision.
Bonus scheme incorporating profit.
What's up Dominos session
Dominos promises their customers safe and friendlyservices free of cost.
E home delivery.
Domino's heat wave.
Domino's Pizza strives to be the best pizza deliverycompany in the world.
Delivers more than just hot pizzas.
Home delivery specialist.
Dominos bring out the
'WOW' effect
Domino's serve its customers on time.
Every order is handmade

Domino's has credited new product launches backed by an "ever-growing

marketing budget" for a double-digit lift in sales, despite the snow in the first
quarter of the year.
The pizza delivery company posted a 12.3% increase in sales from its stores in
the UK, Ireland, Switzerland and Germany for the 13 weeks to 13 March. After
a slow January, like-for-like sales at its 670 UK stores rose 6.6% during the
period, helped by its hot dog-stuffed-crust pizza and advertised promotions.
Lance Batchelor, Dominos chief executive, said: "New product launches, a
relentless focus on service, industry leading digital and online technology, an
ever-growing marketing budget, and a healthy pipeline of new sites are just
some of the ways we continue to drive this terrific business forward."
Online sales represented 62% of total UK sales in the period, supporting
Batchelor's views that Domino's is now "fundamentally a digital business,"
made after more than half (56%) of its pizza sales were ordered online in 2012.
Domino's recently underlined its commitment to marketing with the appointment
of its first UK head of marketing, Jane Walker from Carphone Warehouse.
Simon Wallis, sales and marketing director of Domino's, is providing a keynote
address at this year's Media360, run in association with Marketing.
Speaking on the second day of the London conference on 7 June, Wallis will
discuss the pivotal role marketing has played in propelling the pizza company's
success over the past 15 years.
From seven to 775 stores and a 15-fold increase on sales, Domino's has grown
through quick innovation, calculated risks and continually challenges
boundaries with industry partners, including media planner and adviser Arena.

Objectives
To study the marketing stratergy of domino"s.
To know the various factor or servies where dominos is supposed to work
hard in order to improve the overall experience of the customer.

Research methodology
Research is Search for Knowledge It is an Art of Scientific Investigation
According to Redman and Mory, Research is a Systematized effort to gain
new knowledge Research is an original addition to the available knowledge,
which contributes to its further advancement In sum, Research is the search for
knowledge, using objective and systematic methods to find solution to a
problem
To gain familiarity with new insights into a phenomenon To accurately portray
the characteristics of a particular individual, group, or a situation To analyze the
frequency with which something occurs To examine the Hypothesis of a casual
relationship between two variables
Research Method s are the methods that the researcher adopts for conducting
the research Studies Research Methodology is the way in which research
problems are solved systematically. It is the Science of studying how research
is conducted Scientifically
Quantitative Approach (Uses experimental, inferential and simulation
approaches to research) Qualitative Approach (Uses techniques like in-depth
interview, focus group interviews

Types of research
Descriptive
Analytical
Applied
Fundamental
Quantitative
Qualitative
Conceptual
Empirical
Other Types

1. Formulating the Research Problem 2. Extensive Literature Survey 3.

Developing Hypothesis 4. Preparing the Research Design 5. Determining
Sample Design 6. Collecting Data 7. Execution of the Project 8. Analysis of the
Data 9. Hypothesis Testing 10. Generalization and Interpretation 11.
Preparation of the Report or Presentation of the Results
Descriptive research does not fit neatly into the definition of either quantitative
or qualitative research methodologies, but instead it can utilize elements of
both, often within the same study. The term descriptive research refers to the
type of research question, design, and data analysis that will be applied to a
given topic. Descriptive statistics tell what is, while inferential statistics try to
determine cause and effect.

The type of question asked by the researcher will ultimately determine the type
of approach necessary to complete an accurate assessment of the topic at
hand. Descriptive studies, primarily concerned with finding out "what is," might
be applied to investigate the following questions: Do teachers hold favorable
attitudes toward using computers in schools? What kinds of activities that
involve technology occur in sixth-grade classrooms and how frequently do they
occur? What have been the reactions of school administrators to technological
innovations in teaching the social sciences? How have high school computing
courses changed over the last 10 years? How do the new multimediated
textbooks compare to the print-based textbooks? How are decisions being
made about using Channel One in schools, and for those schools that choose
to use it, how is Channel One being implemented? What is the best way to
provide access to computer equipment in schools? How should instructional
designers improve software design to make the software more appealing to
students? To what degree are special-education teachers well versed
concerning assistive technology? Is there a relationship between experience
with multimedia computers and problem-solving skills? How successful is a
certain satellite-delivered Spanish course in terms of motivational value and
academic achievement? Do teachers actually implement technology in the way
they perceive? How many people use the AECT gopher server, and what do
they use if for?
Descriptive research can be either quantitative or qualitative. It can involve
collections of quantitative information that can be tabulated along a continuum
in numerical form, such as scores on a test or the number of times a person
chooses to use a-certain feature of a multimedia program, or it can describe
categories of information such as gender or patterns of interaction when using

technology in a group situation. Descriptive research involves gathering data

that describe events and then organizes, tabulates, depicts, and describes the
data collection (Glass & Hopkins, 1984). It often uses visual aids such as
graphs and charts to aid the reader in understanding the data distribution.
Because the human mind cannot extract the full import of a large mass of raw
data, descriptive statistics are very important in reducing the data to
manageable form. When in-depth, narrative descriptions of small numbers of
cases are involved, the research uses description as a tool to organize data into
patterns that emerge during analysis. Those patterns aid the mind in
comprehending a qualitative study and its implications.
Most quantitative research falls into two areas: studies that describe events and
studies aimed at discovering inferences or causal relationships. Descriptive
studies are aimed at finding out "what is," so observational and survey methods
are frequently used to collect descriptive data (Borg & Gall, 1989). Studies of
this type might describe the current state of multimedia usage in schools or
patterns of activity resulting from group work at the computer. An example of
this is Cochenour, Hakes, and Neal's (1994) study of trends in compressed
video applications with education and the private sector.
Descriptive studies report summary data such as measures of central tendency
including the mean, median, mode, deviance from the mean, variation,
percentage, and correlation between variables. Survey research commonly
includes that type of measurement, but often goes beyond the descriptive
statistics in order to draw inferences. See, for example, Signer's (1991) survey
of computer-assisted instruction and at-risk students, or Nolan, McKinnon, and
Soler's (1992) research on achieving equitable access to school computers.
Thick, rich descriptions of phenomena can also emerge from qualitative studies,
case studies, observational studies, interviews, and portfolio assessments.
Robinson's (1994) case study of a televised news program in classrooms and
Lee's (1994) case study about identifying values concerning school
restructuring are excellent examples of case studies.
Descriptive research is unique in the number of variables employed. Like other
types of research, descriptive research can include multiple variables for
analysis, yet unlike other methods, it requires only one variable (Borg & Gall,
1989). For example, a descriptive study might employ methods of analyzing
correlations between multiple variables by using tests such as Pearson's
Product Moment correlation, regression, or multiple regression analysis. Good
examples of this are the Knupfer and Hayes (1994) study about the effects of
the Channel One broadcast on knowledge of current events, Manaev's (1991)

study about mass media effectiveness, McKenna's (1993) study of the

relationship between attributes of a radio program and it's appeal to listeners,
Orey and Nelson's (1994) examination of learner interactions with hypermedia
environments, and Shapiro's (1991) study of memory and decision processes.
On the other hand, descriptive research might simply report the percentage
summary on a single variable. Examples of this are the tally of reference
citations in selected instructional design and technology journals by Anglin and
Towers (1992); Barry's (1994) investigation of the controversy surrounding
advertising and Channel One; Lu, Morlan, Lerchlorlarn, Lee, and Dike's (1993)
investigation of the international utilization of media in education (1993); and
Pettersson, Metallinos, Muffoletto, Shaw, and Takakuwa's (1993) analysis of the
use of verbo-visual information in teaching geography in various countries.
Descriptive statistics utilize data collection and analysis techniques that yield
reports concerning the measures of central tendency, variation, and correlation.
The combination of its characteristic summary and correlational statistics, along
with its focus on specific types of research questions, methods, and outcomes
is what distinguishes descriptive research from other research types.
Three main purposes of research are to describe, explain, and validate findings.
Description emerges following creative exploration, and serves to organize the
findings in order to fit them with explanations, and then test or validate those
explanations (Krathwohl, 1993). Many research studies call for the description
of natural or man-made phenomena such as their form, structure, activity,
change over time, relation to other phenomena, and so on. The description
often illuminates knowledge that we might not otherwise notice or even
encounter. Several important scientific discoveries as well as anthropological
information about events outside of our common experiences have resulted
from making such descriptions. For example, astronomers use their telescopes
to develop descriptions of different parts of the universe, anthropologists
describe life events of socially atypical situations or cultures uniquely different
from our own, and educational researchers describe activities within
classrooms concerning the implementation of technology. This process
sometimes results in the discovery of stars and stellar events, new knowledge
about value systems or practices of other cultures, or even the reality of
classroom life as new technologies are implemented within schools.
Educational researchers might use observational, survey, and interview
techniques to collect data about group dynamics during computer-based
activities. These data could then be used to recommend specific strategies for
implementing computers or improving teaching strategies. Two excellent

studies concerning the role of collaborative groups were conducted by Webb

(1982), and Rysavy and Sales (1991). Noreen Webb's landmark study used
descriptive research techniques to investigate collaborative groups as they
worked within classrooms. Rysavy and Sales also apply a descriptive approach
to study the role of group collaboration for working at computers. The Rysavy
and Sales approach did not observe students in classrooms, but reported
certain common findings that emerged through a literature search

Objectives of research
The purpose of research is to discover answers to questions through the
application of scientific procedures. The main aim of research is to find out the
truth which is hidden and which has not been discovered as yet. Though each
research study has its own specific purpose, we may think of research
objectives as falling into a number of following broad groupings:
1. To gain familiarity with a phenomenon or to achieve new insights into it
(studies with this object in view are termed as exploratory or formulative
research studies);
2. To portray accurately the characteristics of a particular individual, situation or
a group (studies with this object in view are known as descriptive research
studies);
3. To determine the frequency with which something occurs or with which it is
associated with something else (studies with this object in view are known as
diagnostic research studies);
4. To test a hypothesis of a causal relationship between variables (such studies
are known as hypothesis-testing research studies).

Motivation in research
What makes people to undertake research? This is a question of fundamental
importance. The
possible motives for doing research may be either one or more of the following:
1. Desire to get a research degree along with its consequential benefits;
2. Desire to face the challenge in solving the unsolved problems, i.e., concern
over practical
problems initiates research;
3. Desire to get intellectual joy of doing some creative work;
4. Desire to be of service to society;
5. Desire to get respectability.
However, this is not an exhaustive list of factors motivating people to undertake
research studies.
Many more factors such as directives of government, employment conditions,
curiosity about new things, desire to understand causal relationships, social
thinking and awakening, and the like may as well motivate (or at times compel)
people to perform research operations.

Significance of Research
All progress is born of inquiry. Doubt is often better than overconfidence, for it
leads to inquiry, andinquiry leads to invention is a famous Hudson Maxim in
context of which the significance of researchcan well be understood. Increased
amounts of research make progress possible. Research inculcatesscientific and
inductive thinking and it promotes the development of logical habits of
thinkingand organisation.
The role of research in several fields of applied economics, whether related to
business orto the economy as a whole, has greatly increased in modern times.
The increasingly complexnature of business and government has focused
attention on the use of research in solving operationalproblems. Research, as
an aid to economic policy, has gained added importance, both for government
and business.

Research provides the basis for nearly all government policies in our economic
system.
For instance, governments budgets rest in part on an analysis of the needs and
desires of the peopleand on the availability of revenues to meet these needs.
The cost of needs has to be equated toprobable revenues and this is a field
where research is most needed. Through research we candevise alternative
policies and can as well examine the consequences of each of these
alternative.Decision-making may not be a part of research, but research
certainly facilitates the decisions of thepolicy maker. Government has also to
chalk out programmes for dealing with all facets of the countrysexistence and
most of these will be related directly or indirectly to economic conditions. The
plight ofcultivators, the problems of big and small business and industry,
working conditions, trade union activities, the problems of distribution, even the
size and nature of defence services are matters requiring research. Thus,
research is considered necessary with regard to the allocation of nations
resources. Another area in government, where research is necessary, is
collecting information on the economic and social structure of the nation. Such
information indicates what is happening in the economy and what changes are
taking place. Collecting such statistical information is by no means a routine
task, but it involves a variety of research problems. These day nearly all
governments maintain large staff of research technicians or experts to carry on
this work. Thus, in the context of government, research as a tool to economic
policy has three distinct phases of operation, viz., (i) investigation of economic
structure through continual compilation of facts; (ii) diagnosis of events that are
taking place and the analysis of the forces underlying them; and (iii) the
prognosis, i.e., the prediction of future developments.
Research has its special significance in solving various operational and
planning problems of business and industry. Operations research and market
research, along with motivational research, are considered crucial and their
results assist, in more than one way, in taking business decisions. Market
research is the investigation of the structure and development of a market for
the purpose of formulating efficient policies for purchasing, production and
sales. Operations research refers to the application of mathematical, logical and
analytical techniques to the solution of business problems of cost minimisation
or of profit maximisation or what can be termed as optimisation problems.
Motivational research of determining why people behave as they do is mainly
concerned with market characteristics. In other words, it is concerned with the
determination of motivations underlying the consumer (market) behaviour. All
these are of great help to people in business and industry who are responsible

for taking business decisions. Research with regard to demand and market
factors has great utility in business. Given knowledge of future demand, it is
generally not difficult for a firm, or for an industry to adjust its supply schedule
within the limits of its projected capacity. Market analysis has become an
integral tool of business policy these days. Business budgeting, which
ultimately results in a projected profit and loss account, is based mainly on
sales estimates which in turn depends on business research. Once sales
forecasting is done, efficient production and investment programmes can be set
up around which are grouped the purchasing and financing plans. Research,
thus, replaces intuitive business decisions by more logical and scientific
decisions.

Criteria of Good Research

Whatever may be the types of research works and studies, one thing that is
important is that they all meet on the common ground of scientific method
employed by them. One expects scientific research to satisfy the following
criteria:11
1. The purpose of the research should be clearly defined and common
concepts be used.
2. The research procedure used should be described in sufficient detail to
permit another researcher to repeat the research for further advancement,
keeping the continuity of what has already been attained.
3. The procedural design of the research should be carefully planned to yield
results that are as objective as possible.
4. The researcher should report with complete frankness, flaws in procedural
design and estimate their effects upon the findings.
5. The analysis of data should be sufficiently adequate to reveal its significance
and the methods of analysis used should be appropriate. The validity and
reliability of the data
should be checked carefully.
6. Conclusions should be confined to those justified by the data of the research
and limited to those for which the data provide an adequate basis.

Vision
" Exceptional peopleon a missionto be the best pizzadelivery companyin the
world "

Mission
Khushiyon ki home delivery

Price @ dominos
General perception prevails that pizza prices are expensive and cannot
be affordedby many, but Domino's pizza prices will make you think twice
about that statement.
Domino's also provide lots of offers and deals that give your much
discounted pizzaprices.
First off, customers can get Pizza mania pizzas for prices as low as Rs.
39/- which noother pizza chain offers in the country.
The regular size Simply Veg pizzas start from Rs. 60/- onwards and they
have pizzasup to around Rs. 500/- .
Domino's caters to all price ranges so that customers can always find a
pizza pricethat fits their pocket.

PEOPLE at DOMINOS

Recruiting young, enthusiastic and dedicated employees.

Appropriately trained for delivering the service.
Personality development and grooming sessions.
Provide them with various facilities such as medical help,consultation,
traveling facilities, perks and bonuses.
Team members are recognized and rewarded based onability and merit
for their contributions

Menu

Conclusion

Dominos is known for their best services. We can summarize thewhole that
Employees behavior is the major factor, whichinfluences the customer
perception most about the pizza outletswhile they are followed by environment,
parking space, internal,and external factors. Dominos commitment to home
deliverypizzas has kept them up to the mark and at the same time kept agood
customer loyalty.
Domino's is a powerful global brand.Significant, ongoing investments in
advertising result in broadconsumer awareness Dominos are the No.1 pizza
delivery company Largest share of pizza delivery channel They have a large
and growing international presence.They operate a profitable, value-added
supply chain system. Ensures quality and consistency

Findings

Huge competitor for pizza hut.

Good promotional stragies.
Offer coupons and great deals to attract customers.
Everybody can afford pizza due to the reasonable price for. Eg-pizza
mania costing from 35 to 44 rs
As they are delivring pizza in 30 minitues.as if they did not reach then
money will be back
As they give special discounts on monday and friday
As they offer combo meals
As we can order online from celphones
As they also provide tracker through which we track the salesman
As they provide both veg and non veg products to customers
Dominos believes strongly in the strategy ofthink local and act regional.

Suggestions
1-outlets lack of space

2-ambience not up to mark

3-they should expand further into india and offer
products that do not contain beef
4-dominoz should offer soups and salads
5-offer low fats products