Crust and Real Burger Case Study

Domino 's has developed into becoming the fifth largest QSR chain in Australia by network store numbers (just behind Subway, McDonalds, KFC and Red Rooster) and the sixth largest in sales (McDonalds, KFC, Hungry Jack, Subway, Chicken Treat and Red Rooster). In 2004, it was acknowledged as the number one pizza company in Australia and the first to use a company-related phone name, - 1300 DOMINOS, in 2008. They consistently build up their success through profound innovations such as introducing an online ordering mobile site in 2011, commenced “Social Pizza” on their Facebook page which allowed customers to customize their pizza and became the most well-liked selection, and launched a Facebook app that allowed customers to rate their stores in 2013.

The modern pizza we have come to love and devour with its delicate crust, tomatoes, cheese,

The purpose of this paper is to compare and contrast deep dish pizza vs. thin crust pizza.

The three greatest strategic challenges Papa John’s currently faces are competition, pricing, and meeting growth targets. As with any organization, they are continuously competing against other firms in their markets. The market is highly competitive with other retailers such as Pizza Hut, Domino’s, and Little Caesars also looking to create a competitive edge for their businesses. Although Papa John’s has created a successful brand they must still work at providing products and services which their competition cannot. Through marketing and technology they must understand their market in order to ensure they are staying true to their core values while providing more of what the consumer is looking for above their competitors.

The marketing research department’s seven-step process for a new product launch has certainly set them up for success in the past. By following the process, they quickly eliminate bad ideas, assess the quality of the product, minimize the risk of overproduction and study potential brand awareness before they introduce the product to the market. This process allowed them to confirm success in the launch of Contadina Pasta and because Contadina Pizza has the same substantial marketing niche it should also generate the same success.

Panera’s over time has grows to become a leader in the american food industry.In this particular case ,the strategy use by panera is based on product differentiation and on offering a better pricing.This strategy comes from the company blueprint called Concept Essence which consist of competitive advantage via (a) great, high quality, healthful food and (b) superior customer service.The concept also include a product differentiation strategies involve a selection of artisan breads, bagels and pastry products that are handcrafted and baked, designing bakery-cafes that are pleasing and inviting, high quality foods, a menu with sufficient diverse offering, providing courteous, capable and efficient customer service and offering patrons a sufficient

Papa John ’s plays a significant role in the pizza industry because the company is one of the top pizza suppliers in the nation. Despite their success, Papa Johns still experiences many strategic challenges. First, Papa John’s international presence needs improving to ensure that people all over the world are exposed to their great pizza. Since Papa Johns launched a new plan to expand in the UK, Papa Johns has not grown much in other countries (Walton, 2007).

The Pizza Delivery Quick (PDQ) Industry service in America is considered to be a very successful market in the quick service restaurant industry. Although the industry success is very appealing, managing the day-to-day operations needs significant planning and a clear tactics to create, implement, execute and have successful results. However, the PDQ last report sales are on the level of 30%, which places the company in a serious difficult position to continue operating competitively.

of a crust-free pizza; we saw it as a significant marketing advantage." So a new product

In 1990 Nestlé Refrigerated Food Company, NRFC, subsidiary of Nestlé S.A, had to decide about the launch of a refrigerated pizza, under the name of Contadina pizza, continuing the build of the refrigerated food category it started few years ago with the launch of the Contadina pasta and sauces, and where the satisfying results exceeded expectations, NRFC would be then the first mover in this new category product, pre empting its serious and major competitor: Kraft general food who was on his way to make a similar launch(their launch is expected within six months).

TruEarth is faced with a dilemma on whether or not to launch the new whole grain pizza product. This case has analyzed the marketing survey data and provided full alternative solutions. The calculated projected retail market of $21 to 30 million dollars will meet the business requirements to proceed with this project. The marketing plan is to focus on two key consumer groups: existing TruEarth customers and new health conscious group that may or may not be existing pizza eaters. From this strategy, it is expected to meet on the higher end of the projected retail market. A side benefit is the added penetration of TruEarth brand name to the overall consumer market, which may benefit the whole grain pasta product.

The argument that pizza is an “indulgence” food is rendered questionable by the sheer number of consumers who eat pizza each year. With 77% of consumers eating pizza at least once a month the dish may be better described as a “convenience” food, particularly considering the ease associated with ordering a pizza as opposed to cooking every night. The concept of an refrigerated pizza that consumers can just stick in the microwave increases this sense of simplicity, and the steady growth of the refrigerated pizza industry speaks to the motivation being one of convenience rather than enjoying a special treat. As long as it tastes good (something TruEarth has experience in accomplishing), and as long as “low carb” can be stamped across the packaging, there is a high likelihood that a new, healthy, quality-ingredient, whole-grain refrigerated pizza option will do well, even without the luxury of entering a growing market, as was the case with TruEarth’s fresh pastas. Lastly, TruEarth is enhancing the refrigerated-pizza offering by developing a “refrigerated pizza kit” that maintains the sentimental value of a true cooking experience.

Domino’s Pizza Inc. is a leading retailer of pizzas with about 12,000 stores as well as operations in 80 international markets. The company’s sales in 2014 amounted to $89 billion which was a significant success that earned that company Top 10 listing in the Entrepreneur magazine’s listing of great franchise opportunities. However, the company has in the recent times suffered a slump in sales owing to intensified competition and increased demand for healthy foods amongst its target market. The following is a review of the current challenges facing the company including recommendations for improvement in market communication for the company.

Substitutes: The quality of substitutes for pizza (frozen pizza and other cheaper alternative brands) had also evolved to a point to which the additional price for consumers to pay a premium for Papa John’s pizza pies was being questioned.

When it comes to pizza, everyone has an opin ion . Some of us think th at our current pizza is just fine the way it is. Others h ave a favorite pizza joint th at makes it like no on e else. And m any pizza lovers in America agreed up until recentl y that Dom ino 's home-delivered pizza was amo ng the worst. The home-delivery market for pizza cha ins in th e United States is approximat ely $15 billion per year. Domino's, which owns th e largest home-delivery market share of any U.s . pizza chain, is find ing ways to innovate by overhauling its in-store transaction processing systems and by providing other us eful services to customers, su ch as its Pizza Tracker. And