Domino Marketing Plan

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Domino’s Pizza Marketing Plan I. Executive Summary Domino’s Pizza’s strong financial performance during 2006 and into 2007 has given the company a significant amount of flexibility and freedom given the increased revenues and earnings in defining its strategies for the future. For continued growth however Dominos has to reduce customer churn, drive up same-store sales, continually reinforce and strengthen their brand, capitalize on the sociocultural shifts occurring in the United States and elsewhere, and finally continually redefine its in-store dining strategies relative to the growing rise of online sales. What is remarkable about Domino’s approach to marketing is the 14.6% same-store growth the company has achieved from 2001 –…show more content…
Despite a strong presence in a very competitive category, Domino’s most pressing marketing challenge is to retain same-store sales leadership. The company has been extremely consistent in achieving at least some degree of same-store sales growth each year, an achievement that its peers cannot claim. Domino’s has had 12 consecutive years of flat or positive same-store sales growth. The most recent 7-7-7 promotion is anticipated to be just as success as 5-5-5 based on the feedback of franchise advisory council members. Porters’ Five Forces Model of Competition applied to Domino’s The five forces that comprise Dr. Porter’s model are industry competitors, pressure for substitute products, bargaining power of suppliers, bargaining power of buyers, and the influence of potential entrants. Diagram 1 shows the Porter Five Forces Model graphically. Each of these areas is now discussed in bullet form in the following series of sections. Assessing Domino’s Industry Competitors • Highly fragmented series of competitors throughout all nations Dominos competes in makes branding consistency and product quality critical. • Strongest global competitor is Pizza Hut. • Significant churn in the smaller mom-and-pop independent shops. Pressure from Substitute Products • Significant competition from QSR concepts that

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