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Domino’s Global Marketing Domino’s made its name by pioneering home delivery service of pizza in the...

Domino’s Global Marketing

Domino’s made its name by pioneering home delivery service of pizza in the United States. The company was founded in 1960 in Ypsilanti, Michigan, by Tom Monaghan and his brother, Jim. Domino’s Pizza was sold to Bain Capital in 1998 and went public in 2004. Before that, on May 12, 1983, Domino’s opened its first store internationally—in Winnipeg, Canada. And, in 2012, Domino’s Pizza removed the word “Pizza” from the logo to emphasize its non-pizza products. Its current menu features a variety of Italian American entrées, side dishes, and desserts.

You can now order Domino’s with your Apple iPhone, with Amazon’s Echo, and of course, in any way you want online and with a variety of electronic gadgets. “Ordering via Amazon Echo marks Domino’s eighth platform in the suite of AnyWare technology,” said Dennis Maloney, Domino’s vice president and chief digital officer. “We want to continue making ordering pizza as convenient as possible, and this is no exception.” Domino’s has been constantly adding new ways to order items in recent years, including options to order via tweet, text message, smartphone app, its website, Samsung Smart TV, Amazon Echo, Ford Sync, Apple Watch, Android Wear, Pebble Smartwatch, and voice commands. Emphasis on technology innovation helped Domino’s achieve $5.6 billion in global digital sales last year.

Strategically, beyond digitalization of ordering, the growth for Domino’s has been overseas. With the U.S. fast-food market saturated and consumer demand weak, Domino’s has been looking to international markets for growth opportunities. Today, almost all new store openings are outside the United States. Domino’s has about 14,000 stores worldwide, with about 5,300 stores in the United States, 950 in the United Kingdom, 1,100 in India, 400 in Canada, and the remaining spread out in 80 other countries. On October 5, 2015, Domino’s even opened its first store in Milan, Italy—the birthplace of pizza. “I am beyond excited to celebrate this huge milestone for Domino’s,” said Patrick Doyle, Domino’s president and CEO. “We’ve been opening new stores around the world at a steady clip—building beautiful and customer-friendly pizza theaters with our new image.”

Domino’s plans call for about a 4 to 5 percent growth in stores per year for the next few years (more than 500 new stores annually, with the majority in foreign markets; although in 2016, Domino’s opened 1,281 new stores worldwide). Given this expansion and clear international growth strategy, perhaps even more amazing is the 92 straight quarters of same-store sales growth in Domino’s international stores. The company reported global retail sales of more than $10.9 billion in the last year, comprised of more than $5.3 billion in the United States and more than $5.5 billion internationally. Perhaps more impressive, Domino’s has opened more than 5,000 new stores around the globe since 2010.

As Domino’s expands its international businesses, there are some things that the company has kept the same as in the United States, and there are some things that are very different. What is the same is the basic business model of home delivery. This sets it apart from many of its rivals, which changed their basic offering when they entered foreign markets. For example, when Yum! Brands Inc. introduced Pizza Hut into China, it radically altered the format, establishing Pizza Hut Casual Dining, a chain that offers a vast selection of American fare—including ribs, spaghetti, and steak—in a full-service setting. Pizza Hut adopted this format because table service was what the locals were used to, but Domino’s isn’t interested. “We go in there with a tried-and-true business model of delivery and carry-out pizza that wePage 631 deploy around the world,” stated Richard Allison, Domino’s president–international. “In emerging markets, we’ve got more tables than you would find in the U.S., but we have no plans to lean toward a casual dining model where the server comes out and takes an order.”

This general strategy is backed up by CEO Doyle, who said, “The joy of pizza is that bread, sauce, and cheese works fundamentally everywhere, except maybe China, where dairy wasn’t a big part of their diet until lately.” He continued, “It’s easy to just change toppings market to market . . . in Asia, it’s seafood and fish . . . it’s curry in India . . . but half the toppings are standard offerings around the world.” Only eight restaurant chains worldwide have more than 10,000 outlets, and Domino’s is one of them. “Local knowledge and ownership are critical to our success overseas,” Doyle said.

Bottom line, Domino’s is the overall pizza-sales leader in the global marketplace and has established operations with some 8,000 store units worldwide outside of the United States. At this time, Domino’s is also making a run for the top pizza spot in the United States, which now is held by Pizza Hut (with Papa John’s at number 3). This entrepreneurial leadership is best captured by Ronnie Asmar, director of new store development for STA Management in Southfield, Michigan, which owns 33 Domino’s outlets. He said, “We come from an entrepreneurial family in the hospitality industry, and Domino’s has been an awesome partner.”

Domino’s appears to lead the market in other ways as well. Domino’s has captured, integrated, and found an edge in the social media world we live in now better than its competition. For example, Mitch Speiser, a securities analyst for Buckingham Research in New York said, “Domino’s mobile app for ordering pizza is better than its rivals.” Information technology also helps drive sales for Domino’s vis-à-vis local pizza entrepreneurs. At this time, about 52 percent of Domino’s global orders are digital.

On the other hand, some things vary from country to country. In the United States, pizza is viewed as casual food, frequently mentioned in the same breath as beer and football. In Japan, it’s viewed as more upscale fare. This is reflected in the offering. Japanese pizzas come with toppings that the average American couldn’t fathom. Domino’s has sold a $50 pizza in Japan featuring foie gras. Other premium toppings include snow crab, Mangalitsa pork with Bordeaux sauce, and beef stew with fresh mozzarella. Japanese consumers value aesthetics and really care about the look of food, so presentation is key. Patrons expect every slice to have precisely the same amount of toppings, which must be uniformly spaced. Shrimp, for example, are angled with the tails pointing the same way. Domino’s developed its business in South Korea in much the same manner as in Japan.

Now, even with these unique toppings in Japan, pizza consumption is relatively low in Japan: The average Japanese pizza customer only consumes the product four times a year. To boost this, Domino’s has been working to create more occasions to enjoy it. For example, on Valentine’s Day, its Japanese stores deliver heart-shaped pizzas in pink boxes. Heart-shaped pizzas also appear on Mother’s Day. This culture of superb pizzas with high-quality toppings was actually an initiative that was initially demanded by its U.S customer base; over an 18-month period during 2009–2011, Domino’s remade itself and its pizzas—at the same time, it stayed short of adding more than 10 percent in cost to the pizza ingredients.

But back to Japan! To promote the offering in Japan, rather than spending money on commercials, Domino’s tried to create news, such as topics that people talk about. If the topic is fun and hot, Domino’s believes that people will talk about it, which ultimately translates into better sales. One promotion in particular received heavy coverage. The chain offered 2.5 million yen (about $31,000) for one hour’s work at a Domino’s store. In all, about 12,000 people applied for the “job.” The lucky winner was a rural housewife who had never eaten pizza. She flew to a small island to deliver pizza to schoolchildren, who were also new to pizza. The event received heavy news coverage—free advertising, in other words—to more than make up for the $31,000 spent on the promotion. As its international focus is now larger and advertisement funds are being allocated accordingly, Domino’s is moving much more toward TV commercials in its promotional efforts to complement other promotional efforts. This includes efforts in Japan, India, and a variety of countries.

Domino’s today has focused on branding itself with high-quality ingredients, efficiency but at a speed that fosters quality, and a devotion to maintaining a cultural fabric that allows for a strong entrepreneurial mindset among employees and franchisees. The company captures the global marketplace effectively, either as a first-mover or as a strong follower. “For Domino’s the development and eventual channelization of industries is important strategically,” said Michael Lawton, then CFO of Domino’s. He continued: “It led the company to decide in some foreign markets that the best alternative was to let someone else introduce the pizza category with a sit-down concept and then Domino’s moved in and captured their part of the industry as delivery and carry-out developed.” In other cases, Domino’s led the market entry into foreign countries. These decision choices make for great global strategy. Domino’s has certainly captured the “taste” of the global marketplace!

QUESTION:

Explain how the Hofstede cultural dimensions influence the decisions taken (explaining the problem, actions taken and proposed solution)

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Societies fluctuate in their fundamental examples of qualities and mentalities. The word culture is utilized every now and again in authoritative conduct. Culture is the scholarly and shared perspective and acting among a gathering of individuals or society. The five social measurements recognized by Geert Hotstede are:

  • Force Distance (PDI)
  • Independence versus Collectivism (IDV)
  • Manliness versus Femininity (MAS)
  • Vulnerability Avoidance (UAI)
  • Long haul Orientation (LTO)

1. Force Distance: Power separation is the readiness of a culture to acknowledge status and force contrasts among its individuals. In societies with low force separation, individuals are probably going to expect that force is conveyed rather similarly, and are besides likewise liable to acknowledge that force is circulated to less influential people. Rather than this, individuals in high force separation societies will probably both expect and acknowledge disparity and steep chains of importance. Individuals in social orders displaying a huge level of intensity separation acknowledge a progressive request in which everyone has a spot and which needs no further legitimization. In social orders with low force separation, individuals endeavor to even out the circulation of intensity and request defense for disparities of intensity.

2. Uncetainity Avoidance: This measurement gauges the degree to which individuals feel undermined by equivocal circumstances. Vulnerability Avoidance is alluding to an absence of capacity to bear vagueness and a requirement for formal standards and arrangements. Most of individuals living in societies with a serious extent of vulnerability evasion, are probably going to feel awkward in questionable and uncertain circumstances. Individuals living in societies with a low level of vulnerability shirking, are probably going to flourish in increasingly dubious and uncertain circumstances and conditions.

3. Manliness versus Famininity: The primary arrangement of objectives is normally portrayed as manly, while the last is depicted as ladylike. These objectives and qualities can, among other, portray how individuals are possibly inspired in societies with for example a ladylike or a manly culture. It is the propensity of a culture to cliché manly or female attributes. These qualities concern the degree on accentuation on manly business related objectives and self-assuredness (profit, headway, title, regard et.), instead of progressively close to home and humanistic objectives (inviting working atmosphere, participation, nurturance and so forth.).

4. Independence versus Collectivism: In individualistic societies individuals are relied upon to depict themselves as people, who try to achieve singular objectives and requirements. In collectivistic societies, individuals have more noteworthy accentuation on the government assistance of the whole gathering to which the individual has a place, where individual needs, needs and dreams are frequently saved for the benefit of all.

5. Long haul Orientation versus Short Term: Long-Term Orientation is the fifth measurement, which was included after the first four measurements. This measurement was distinguished by Michael Bond and was at first called Confucian dynamism. Geert Hofstede added this measurement to his system, and marked this measurement long versus transient direction. Long haul direction depicts the tendency of a general public toward scanning for ideals. Transient direction relates to those social orders that are firmly disposed toward the foundation of the essential fact of the matter.

Most definitely, the components of culture structure a significant feature. Information on the way in which various highlights of a business are seen in various societies, can help a director in comprehension and cruising effectively over the worldwide business advertise. A portion of the worldwide examinations are recorded underneath:

  • Arab, African, Asian and Latin nations have a higher score with respect to control separation file while Germanic and Anglo nations have a lower score. For example, Guatemala has a score of 95 while Israel scores 13 with an exceptionally low force separation, though the United States stands some place in the middle of with a score of 40.
  • Most definitely, a significant hole exists among Eastern and less created nations on one hand and Western and created nations on the other. While Europe and North America are exceptionally individualistic, Latin America, Africa, and Asia score low on the independence file with solid collectivist qualities.
  • Most elevated vulnerability evasion scores are controlled by Latin American nations, Japan just as Eastern and Southern Europe. The score is lower for Chinese, Nordic, and Anglo culture nations. For example, Germany has a higher vulnerability evasion file with a score of 65, contrasted with Sweden, which scores just 29.

Social contrasts do affect organizations happening in culturally diverse settings. A great deal of issues emerge in issues of interest, correspondence and other social territories. Be that as it may, if business pioneers or even the staff comprehends issues regarding Hofstede's five social measurements, these issues can be dissected through an alternate point of view, and essential strides to address these issues can be taken.

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