Today, customers can order through Apple TV, Google Home, Amazon Echo, Ford Sync, SMS, Samsung Smart TVs, smartwatches, an in-app voice assistant, and other emerging platforms, as well as via Tweets, Slack, and Facebook messenger. This was the beginning of their innovative ordering platform, Domino’s AnyWare. The company implemented a strategy of enabling customers to order on their favorite devices, any way they want, anywhere. The second major phase of the process was surprise and delight. ![]() Mobile excellence, combined with A/B testing to find out what worked and developing robust consumer profiles, gave Domino’s a strong foundation on which to build. Mobile contributed to half of their digital sales, with digital sales taking over the majority of sales. By building world-class native and iOS mobile clients, with a powerfully responsive experience, the Domino’s business model fundamentally shifted. Knowing the industry was moving to mobile, the brand took a mobile-first approach. The first phase of their transformation was based on getting the fundamentals right. According to Kelly, it was important from the start to promote a culture where the Marketing and IT teams were collaborative and strategically aligned.Īccording to Kelly, Domino’s success can be explained in two distinct phases. In addition to investing heavily in telling consumers about their new digital products, they built platforms like Think Oven, to maintain a two-way dialogue with them. It was important for the brand to be transparent about both their need to change, as well as the huge investment they were making in their digital transformation. With brand image being a crucial area in need of improving, Domino’s new unified, tech-forward vision was shared broadly across owned, earned, and paid channels. Marketing Around Telling Customers about Technology Investment.This, in turn, enabled them to get more budget and funding to scale the areas that were working. By understanding what was driving bottom-line results and sales, both across the board and by franchise, they were able to offset costs and prove value. Digital products, especially those based on ordering, by nature provide massive amounts of data. With the help of an outstanding analytics team, Domino’s was able to employ A/B testing against every new tool and process they implemented. Relentless Dedication to Measuring Results. ![]() Some organizations fail because of friction at the top setting a rocky example for the rest of the company. Kelly stressed how critical it was during this time for members the leadership team to be aligned as partners. As they began to see success, the culture became one of passion and excitement, with very little turnover. Early on they were selling the vision as a means of recruiting talent. ![]() ![]() They introduced the idea that to survive, they had to start thinking themselves as an “e-commerce company that happens to sell pizza.” The CEO already believed in, and fully supported, this vision and once the Board was behind it as well, the technology plan was funded.Īlong with gaining support from the top down, it was critical to develop a strong culture at the company. In 2012, Kelly and Dennis Maloney, the Chief Digital Officer, went to the Board and outlined the threats to the business. Knowing it would require a massive technology investment to deliver a world-class e-commerce experience, it was crucial that everyone at the top, from the Board of Directors to the CEO an on down, needed to be on board.
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