Dominozz Final (1)

7/23/2019 Dominozz Final (1)

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DECLARATION

TO WHOM IT MAY CONCERN

This is to certify that MS.Abhinandan Mahotra st!dent of ""A #I

se$ester in o!r Instit!te has s!ccessf!y co$%eted her s!$$er trainin&

%ro'ect entited (Mar)etin& strate&y ado%ted by Do$inos* for the %artia

f!fi$ent of the de&ree of "acheor of "!siness Ad$inistration.

DR.S.M.MEHNDI

+H.O.D. ""A , -ROECT /0IDE1


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AC2NOWLED/EMENT

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 MEDHIfor their guidance

through out the semester.


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S!$$ary

Do$ino3s -i44ais an American restaurantchain and

international franchisepia deliverycorporation head!uartered at the "omino

Farms #ffice $ark %the campus being owned by "omino's $ia co&

founder Tom onaghan( inAnn Arbor )harter Township, ichigan, *nited

+tates, nearAnn Arbor, ichigan. Founded in -/, "omino's is the second&

largest pia chain in the *nited +tates %after $ia 0ut( and the largest

worldwide, with more than /,/// corporate and franchisedstores in 1/

countries. "omino's $ia was sold to 2ain )apitalin --3 and went public in

4//5. In -/, Tom onaghan and his brother, 6ames, purchased "omi7ick's,

a small pia store in 8psilanti, ichigan, near 9astern ichigan

*niversity. The deal was secured by a :1 down payment and the brothers

borrowed :-// to pay for the store. 9ight months later, 6ames traded his half of

the business to Tom for a used


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O6er6ie7

Introduction +tage oneC "efining strategic marketing obDectives +tage twoC

"etermining strategic focus +tage threeC "efining customer targets +tage fourC

)ompetitor analysis +tage fiveC "ifferential advantage +tage si=C arketing mi=

+tage sevenC Implementation +tage eightC onitoring market performance .The

terms marketing strategy and strategic market planning are often used

interchangeably, which sometimes leads to confusion. @e 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 e=plore the process of analysis

and decision making which organisations go through as they define and

implement their approach to that market. arketing plans will form part of this

process, in particular when it comes to implementation.

ey aspects of the process are that it is cyclical, ie subDect to constant review

and reiteration; that it is dynamic, subDect 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 re!uire 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 analysisre!uired at each stage and the decisions to be taken at each stage. There are

of course other possible frameworks and approaches which would be e!ually

acceptable, provided all the key steps are included. @hat is crucial is to see

each stage, and the whole process, as dynamic and iterative.+tage oneC

"efining strategic marketing obDectives

These will to a large e=tent be determined by corporate strategy, and will

answer such !uestions asC which markets should we compete inE what should

be our targets, in terms of market share and profitability, in these marketsE

The answer to the first !uestion will be determined by the inherent


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attractiveness of the market and our ability to compete in it. A market may be

attractive for a number of reasonsC 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 e=isting

portfolio. It is useful at this stage to carry out some structured analysis using a

framework such as ichael $orter's Five Forces of )ompetition %see Fig. 4.

below( or +@#T analysis. It is crucial, however, to ask not Dust whether themarket is inherently attractive, but whether it matches our capability profileC in

other words, do we have particular strengths which will give us an advantage in

the marketE 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 e=pressed in terms of market share or profitability, or possibly

both. For e=ample, in an early stage of the stage in the market life cycle, an

organisation may concentrate on building share at the e=pense of profitability,

or at a later stage may be content for share to remain static whilst profits are

high.

The %rod!ct $ar)et ife cyce

8. The introd!ctory %hase

)ustomersC *nfamiliar with or unaware of product category. Those who do buy

likely to be more e=perimentalist by nature. +ales low )ompetitionC Bikely to below

)ompany prioritiesC 9ncourage trial. @ork with customers on product

development to improve aspects such as packaging or documentation, or to

eliminate teething troubles

9. The &ro7th %hase

)ustomersC Growing in numbers. +egments begin to appear. ay be less pricesensitive as category benefits more widely known )ompetitionC Growing as new

entrants appear. )ompany prioritiesC 2uild share by concentrating on

distribution, creating alliances where appropriate to do this

:. Eary $at!rity

)ustomersC +egmentation is now more distinct and customer loyalty

established as repeat purchases take place )ompetitionC Intense as players

attempt to secure their share )ompany prioritiesC "ifferentiate to attract and

retain customers in specific target segments


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;. Late $at!rity

)ustomersC nowledgeable, may demand low prices and high service levels

)ompetitionC Intense due to lack of market growth and difficulty of further

differentiation. ay be price based

)ompany prioritiesC Attempt to lengthen life cycle by innovation, re&inventing

product category before decline stage

e&define market whilst

milking profits in early part of decline stage.

Sta&e one="efining strategic marketing obDectives

These will to a large e=tent be determined by corporate strategy, and will

answer such !uestions asC which markets should we compete inE what should

be our targets, in terms of market share and profitability, in these marketsE

The answer to the first !uestion 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 reasonsC 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 e=isting

portfolio. It is useful at this stage to carry out some structured analysis using a

framework such as ichael $orter's Five Forces of )ompetition

Sta&e t7o="etermining strategic focus0aving decided which markets to compete in, the !uestion of how to compete

can be addressed. +hould the focus be on growing the overall sie of the

market, or on taking a bigger share of an e=isting market %penetration(E In order

to do this, should we be concentrating on getting e=isting customers to use

more of our product, or on finding new customers or even new segmentsE #r

can we only increase share by taking customers from our competitorsE

The answers to these !uestions will depend largely on what stage has beenreached 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


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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 itmay 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. 9ach stage in the so called product market life cycle has different

characteristics in terms of customers, competition, and company priorities.

Sta&e three="efining customer targets

The first step in defining customer targets will be to understand the structure of

the market in terms of what segments e=ist and what alternative ways ofsegmenting the market might be possible. It is important to remember in this

conte=t 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 e=ist, the segmentation and the

target will be meaningless. )ustomers 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. #rganisation'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.

#nce we have a clear view of market structure, we need to decide which

segment or segments to target. )ertain elements will tend to make a segment

attractiveC sie. growth. profitability.fit with company strengths. relative

weakness of competition.

The issue of customer economics, or choosing the right customer portfolio, is

vital. #rganisation'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 e=pensive 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


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

factors asCavailable resources.danger of brand contamination.opportunity for

economies of scale in manufacturing, marketing or distribution.

Sta&e fo!r=)ompetitor 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 e=ert a strong

influence on the other. The decisions to be taken at this stage will relate to

competitive positioning and competitive strategy.

)ompetitor 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 conte=t of developing a marketingstrategy, there are particular areas of competitor analysis to be considered. The

specific !uestions which competitor analysis must answer at this market

specific level areC what does the customer buy when he does not buy my

productE what is his perception of these alternatives and how does it compare

with his perception of my productE what do I know or what can I infer about my

competitors' strategies in relation to their productsE

In answering the first !uestion, it may help to consider at what level does the

competition pose a threat in this marketE There are a number of different

possible levels of competitionC budget level. The customer is choosing between

spending hisHher budget in two completely different ways, to meet completely

different needs. To use an e=ample from the regional newspaper industryC does

the customer buy the local paper or a bar of chocolateE generic competition.

The competitive product delivers the same benefit but in a different wayC

instead of buying the local paper, the customer listens to local radio. product

category competition. 0ere the customer may choose between different product

categories within the same industryC 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 competitionC does the customer buy one local title or the

otherE

#rganisation'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 haveserious implications for the organisation's strategic priorities.


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The second !uestion relates more to the positioning of competitive products in

the mind of the customer. The use of perceptual maps may help. $erceptual

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 maDor threats to their brand as well as the different directions in which they

could move. $erceptual maps are discussed in more detail in "avid Arnold's

book, The 0andbook of 2rand anagement %--4( )entury 2usiness, pp.35 ff.

The third !uestion re!uires some thinking around the role of the particular

competitive product in the competitor's portfolio as a whole. $ortfolio

management tools such as the 2oston )onsulting Group atri= or the

"irectional $olicy atri= will probably be useful here. They are described brieflybelow.

The 2)G product portfolio matri= classifies products according to two

measures, market growth and relative market share. According to their position

on the matri=, products are known as problem children %or !uestion marks(,

stars, cash cows or dogs.

#rganisation'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 growingmarket. They re!uire 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.

#nce 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 re!uire 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

re!uiring 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. Insteadthey are advised to cut back investment as much as possible %harvesting( or, if

possible, to move out of the market %divestment(.


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)learly, the 2)G matri= can be used by an organisation to analyse its own or its

competitors' products. 2oth will be useful for the purpose of competitive

positioning.

The "irectional $olicy atri= is also a two dimensional model but incorporates

a number of different elements into each dimension. It is therefore morecomple= and also more subDective than the 2)G model. %see Fig.( 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 sie of each circle drawn on the matri= may represent sie of

turnover or, if known, profit margin.

The two a=es of this matri= are market attractiveness and relative strength

versus the competition. )learly, an organisation will aim to have as manyproducts 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 matri= %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(.

Booking at the portfolio in this way will help with deciding priorities and

allocating resources. For e=ample, how much will it cost to keep a product inthe top right position E @hat other products may threaten it E If a product is in

the top middle s!uare, what resources or tactical moves would it take to shift it

over to the right E And for the product in the bottom left & should it be

harvested E or is it possible to shift itE

Sta&e fi6eC "ifferential advantage

"ifferential advantage, or competitive advantage, describes the ways in which

one organisation's offering is different from and better than another's. This givesthe company an advantage over its competition. "ifferential advantage may

come from a variety of sourcesC superior position, superior skills or superior

resources. +uperior position eg lower costs %perhaps due to location(;

incumbent position %eg distribution network(; relationships +uperior skills eg

specialised knowledge, technical e=pertise, organisational skills such as

fle=ibility +uperior resources eg financial resources, geographical coverage,

e=clusive ingredients, e=perienced people @hatever the source of differential

advantage, it must offer real value to the customer in that it meets hisHher needsin a distinctive way, and is in some way better than the competition. It is the

meeting point of the three )'s of customer, competition and company .


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Sta&e si>=arketing mi=

The marketing mi= refers to the various elements of a company's offering in

the market placeC the product or service itself, including its packaging; the price,

including any discounts or payment terms; the place, or distribution method;

and the promotional mi= by which the offering is communicated to the marketplace.

In addition to the traditional four $s %2orden, The )oncept of the arketing

i=, 6ournal of Advertising >esearch,


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Strate&y itsef ?supported by

S)is ?what distinctive core tasks %functional or organisational( is the company

good at performingE

Shared 6a!es ?what is the culture of the companyE @hat behaviour or

achievements are rewardedE

Stye ?what is the management styleE 0ow do things get done round hereE

Staff ?what are the people likeE @hat is their educational or business

backgroundE @hat is likely to motivate themE 0ow is their moraleE

Syste$s ?what formal systems are in place that may help %or hinder(

implementationE %these could be reward systems, monitoring systems,

customer service systemsE( @hat about the informal systemsEStr!ct!re ?what structures are in place that may help %or hinder(

implementationE Is there a flat management structureE Are there %for e=ample(

proDect management teams, or is the organisation structured along purely

functional linesE

Sta&e ei&ht=onitoring market performance

Ideally a marketing plan should also include performance targets in terms ofsales 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. %aplan, >. +. 7orton, ".$. %--( The

2alanced +corecard, 0arvard 2usiness +chool $ress(. 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 !uantitative measures.

De6eo%$ent acti6ities

)ross 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. *seful frameworks for discussion might beC the directional policy

matri=

"ivide the group up into trios and ask each to plot the company's main products


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onto a flip chart or acetate. Then in plenary, compare the results. This should

give rise to some interesting discussionJ Then raise the !uestion 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 withdrawE perceptual maps "ecide first how to label the a=es. @hat

characteristics are important to customersE For e=ample, for cars it might bespeed, comfort, reliability, economy. It might help to try to group products

together roughly first and then look at what they have in common. 0aving

agreed on the a=es, plot where you think customers perceive your products and

your competitors' products. #f course the results of this e=ercise will be purely

subDective and should be tested by market research. 2ut in this case, the

results are perhaps less important than the debate, which should be

illuminatingJ levels of competition

"iscuss where the competition is coming from at each level. @here are the real

threatsE @hat strategies might we adopt to combat themE segment

attractiveness Book at the list of criteria and measure each of your segments

and maDor customers against it. "o they pass the testE If not, how much effort

and resources is the organisation spending on themE It may be that there are

good reasons for selling to these customers. 2ut it is worth checking. 2y

serving these customers, we could be missing opportunities elsewhere which

might be more profitable, or fit with our strategy better. marketing mi= Book at

each aspect of the marketing mi= for each of the organisation's maDor products.

"o they fit together and send a consistent messageE


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History

6ubilant Food@orks Bimited %the )ompany( is a 6ubilant 2hartia Group )ompany,

The )ompany was incorporated in -- and initiated operations in --, The

)ompany got listed on the Indian bourses in February 4//, r, +hyam +, 2hartia,

r, 0ari +, 2hartia and 6ubilant 9npro $rivate Btd, are the $romoters of the )ompany.The )ompany its subsidiary operates "omino's $ia brand with the e=clusive

rights for India, 7epal, 2angladesh and +ri Banka, The )ompany is India's largest and

fastest growing food service company, with a network of //K "omino's $ia

restaurants

>estaurants %as of ?st arch, 4/4(The )ompany is the market leader in the

organied pia market with a 5L market share %9uromonitor >eport 4//( and 1/L

share in the pia home delivery segment in India, The )ompany has strengthened

its portfolio by entering into an agreement with "unkin' "onuts Franchising BB), fordeveloping the "unkin' "onuts brand and operating restaurants in India,

#ver the period since --, "ominoMs $ia India has remained focused on delivering

great tasting $ias and sides, superior !uality, e=ceptional guest care and value for

money offerings. @e have endeavored to establish a reputation for being a home

delivery specialist capable of delivering pias within ?/ minutes or else F>99 to a

community of loyal consumers from all our restaurants around the country.

"ominoMs vision is focused on 9=ceptional people on a mission to be the best pia

delivery company in the worldJ @e are committed to bringing fun, happiness and

convenience to lives of our consumers by delivering delicious pias to their doorstep

and our efforts are aimed at fulfilling this commitment towards a large and ever&

growing guest base.

"ominoMs constantly strives to develop products that suit the tastes of our consumers

and hence delighting them. "ominoMs believes strongly in the strategy of MThink global

and act localM. 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

)onsumers. Further providing value for money and affordable products to our

consumers has been an important part of our efforts. #ur initiatives such as Fun eal

and $ia ania have been e=tremely popular with consumers looking for an

affordable and value for money meal option.

"ominoMs believes that when a bo= of pia is opened, family and friends come

together to share the pia. 0ence, our brand positioningC N8eh 0ai >ishton a TimeM

ThatMs why, all our efforts, whether it is a new innovative and delicious product,

offering consumers value for money deals, great service, countrywide presence or thepromise to deliver in ?/ minutes or free are all directed towards making relationships

stronger, warmer and more fun by giving consumers an opportunity to get together,


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catch up, reunite and spend more time together.In 4//1, "omino's introduced its


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1999 "ominoMs becomes the first home delivery company to float on the AlternativeInvestment arket.

#nline ordering and interactive T< ordering go national.

2000 "ominoMs introduces the revolutionary patented 0eatwaveT hot bags to keepthe pias hot and crisp during delivery.

2003 +tore number ?// opens in Aldershot.2004 "ominoMs wins the 2ritish Franchise Association, Franchisor of the 8ear award.

"ominoMs opens its first store in the )ity of Bondon on Rueen +treet.

"ominoMs launches the "ouble "ecadanceT.

2005 "ominoMs $ia * Ireland celebrates 4/ years.

+tore number 5// opens in +heffield.

"ominoMs launches the "ominatorT.

"elight cheese is added to the menu.

2007 "ominoMs removes all hydrogenated fats from its products.)hris oore becomes )hief 9=ecutive.

+tore number // opens in 0atfield.

2008 "ominoMs $ia becomes official sponsor of Britains Got Talent on IToots Doins up with "ominoMs to launch a >eggae >eggae pia.

"ominoMs * Ireland invests a maDority stake in the master franchise for "ominoMs$ia Germany.

Bance 2atchelor is appointed )9# as )hris oore steps down.

"ominoMs +tuffed )rust goes on sale.

"ominoMs sponsors IT< !ui show Red or Blac! hosted by Ant "ec.

Gourmet pia range is launched.


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4/4 "ominoMs celebrates years in @ales.

The +aucy 22R +tuffed )rust and 2oneless >ibs are launched.

@indows $hone 1 ordering app is made available.

Triple celebration for stores in )ologne in Germany, >io de 6aneiro in 2rail and$enang in alaysia who are named as Doint ///th international store.

"ominoMs ac!uires the master franchise for +witerland.

Gluten Free pia base is added to the menu.

"ominoMs 2o= #ffice is launched, in collaboration with Bionsgate Films.

4/? "ominoMs sponsors IT< reality show, Splash"

7ew logo is launched.

7ew store design is implemented.

idweek >escue service is offered to customers.

"ominoMs launches new dining and take away concept. in partnership with 9=traotorway +ervice Area Group.

The 4///th 9uropean store opens in 0emel 0empstead.0ot "og +tuffed )rust base is launched.

"ominoMs sponsors IT< show, #$$ Their Rocers.

7ew pia bo= design is implemented.

>ays of +unshine becomes "ominoMs new charity partner.


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Inno6ationsDo$ino@s Do$inator

In 4//, we launched the "ominator, dominoMs version of a stuffed base usingour regular and thin crust dough, infused with cheese and herb sauce.

Dei&ht Mo44area

"ominoMs $ia is the only national pia company to offer a reduced fatcheese. "elight oarella has ??L less fat than ordinary moarella, givingcustomers a healthier choice.

Do!be Decadence

In 7ovember 4//5, "ominoMs launched the *Ms first double&decker pia,"ouble "ecadence. This lu=urious pia has two thin and crispy bases

sandwiched together with a creamy cheese and herb sauce or a basil pestosauceS %Slaunched 4//(.

Do$ino@s St!ffed Cr!st

In 6une 4/, "ominoMs +tuffed )rust went on sale. This new mouth wateringaddition to the menu features moarella cheese with a hint of garlic and herbsin "ominoMs famous fresh dough. The "ominoMs +tuffed )rust is available on allmedium and large pias and can be purchased in all * stores.

/!ten BreeIn 7ovember 4/4, "ominoMs launched a gluten free pia base and was *Msfirst maDor pia delivery chain to provide a pia which is suitable for coeliacsand those who are gluten&intolerant.

Following numerous re!uests from the general public, "ominoMs has spentgreat time over perfecting this base, seeking a supplier that meets with thebrandMs high standards for both !uality and taste.

Accredited by )oeliac *, the national charity for people with coeliac disease,

"ominoMs gluten&free pia base is suitable for those who are allergic to dairy orlactose intolerant, and as all "ominoMs pias are made to order from scratch, itcan be ordered without cheese to provide a dairy&free pia.

O!r foodAt "ominoMs, the pia is the hero and we work hard with our suppliers andfollow the seasons around the world to ensure that we offer the finest !ualityingredients other 7ature can provideThe pia story starts with fresh dough,produced in our three supply chain centres in ilton eynes, $enrith and 7aasin the >epublic of Ireland. Take this as your foundation and add delicious vine&ripened tomato sauce and //L moarella cheese for the classic "ominoMscheese and tomato pia. From there, we have a range of toppings from


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pepperoni to pineapple and sweetcorn to sausage, so customers can have theirpia Dust how they like it.@ith a choice of bases, sauces, cheese and toppings

there are over // million different ways to customise a "ominoMs pia.First,choose a base from our range including classic hand tossed, thin crust,"ouble "ecadence, "ominator, +tuffed )rust or Gluten Free.7e=t, choose asauce traditional vine&ripened tomato, barbe!ue or sundried tomato andgarlicThen, pick a cheese always //L moarella, but itMs the customerMschoice between our traditional moarella or "elight moarella with the samegreat taste, but a third less fat

Finally, pick some toppings from the wide range of delicious items on ourmenu.As well as delicious, freshly made pias, "ominoMs also offeres a rangeof tasty side dishes such as chicken strippers, kickers, wings, garlic pia breadand potato wedges, as well as desserts including cookies, waffles and ice&cream.

@e believe itMs important to offer our customers a wide range of information withregard to our food too, which is why we set up the Take a Fresh Book website at#n this site, we provide full details of the ingredients and nutrition in ourproducts, as well as all relevant allergen information. Take a Fresh Book alsofocuses on the heroes that provide our food with a range of short films aboutsome of the raw ingredients including //L moarella cheese, pepperoni andonions, as well as a wealth of other facts and figures to "ominoMs ingredients.

$ia can be part of a balanced diet and the average "ominoMs customer only

orders once a month. To help all our customers balance their diets, weMve alsoincluded some helpful hints and tips on the Take a Fresh Book website.

In 4/4, "ominoMs signed up to the "epartment of 0ealthMs >esponsibility "ealand committed to si= pledges. The food pledges are centred around reducingsalt and providing calorie information to our customers. For details on thepledges we have signed and for information on our environmental policy, pleaselog onto

Food is precious and should be treated with respect and we will always make

sure that a "ominoMs pia has the best !uality ingredients, brought together by

skilled pia makers, to keep supplying our customers with delicious, piping&hot

pia every time.


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Mar)etin& strate&y

8oung and enthusiastic team.

"omino's vision.

2onus scheme incorporating profit. @hat's up "ominos session

"ominos promises their customers safe and friendlyservices free of cost.

9 home delivery.

"omino's heat wave.

"omino's $ia strives to be the best pia deliverycompany in the world.

"elivers more than Dust hot pias.

0ome delivery specialist.

"ominos bring out the

'@#@' effect

"omino's serve its customers on time.

9very order is handmade


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"omino's has credited new product launches backed by an ever&growingmarketing budget for a double&digit lift in sales, despite the snow in the first!uarter of the year.

The pia delivery company posted a 4.?L increase in sales from its stores inthe *, Ireland, +witerland and Germany for the ? weeks to ? arch. Aftera slow 6anuary, like&for&like sales at its 1/ * stores rose .L during theperiod, helped by its hot dog&stuffed&crust pia and advertised promotions.

Bance 2atchelor, "ominoMs chief e=ecutive, saidC 7ew product launches, arelentless focus on service, industry leading digital and online technology, anever&growing marketing budget, and a healthy pipeline of new sites are Dustsome of the ways we continue to drive this terrific business forward.

#nline sales represented 4L of total * sales in the period, supporting2atchelor's views that "omino's is now fundamentally a digital business,made after more than half %L( of its pia sales were ordered online in 4/4.

"omino's recently underlined its commitment to marketing with the appointmentof its first * head of marketing, 6ane @alker from )arphone @arehouse.

+imon @allis, sales and marketing director of "omino's, is providing a keynoteaddress at this year's edia?/, run in association with arketing.

+peaking on the second day of the Bondon conference on 1 6une, @allis willdiscuss the pivotal role marketing has played in propelling the pia company'ssuccess over the past years.

From seven to 11 stores and a &fold increase on sales, "omino's has grownthrough !uick innovation, calculated risks and continually challengesboundaries with industry partners, including media planner and adviser Arena.


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Ob'ecti6es

To study the marketing stratergy of dominos.

To know the various factor or servies where dominos is supposed to work

hard in order to improve the overall e=perience of the customer.


23/37

Research $ethodoo&y

>esearch is +earch for nowledge It is an Art of +cientific Investigation

According to >edman and ory, >esearch is a U +ystematied effort to gain

new knowledge V >esearch is an original addition to the available knowledge,which contributes to itMs further advancement In sum, >esearch is the search for

knowledge, using obDective 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 analye the

fre!uency with which something occurs To e=amine the 0ypothesis of a casual

relationship between two variables

>esearch ethod s are the methods that the researcher adopts for conducting

the research +tudies >esearch ethodology is the way in which research

problems are solved systematically. It is the +cience of studying how research

is conducted +cientifically

Ruantitative Approach %*ses e=perimental, inferential and simulation

approaches to research( Rualitative Approach %*ses techni!ues like in&depth

interview, focus group interviews

Ty%es of research

"escriptive

Analytical

Applied

Fundamental

Ruantitative

Rualitative

)onceptual

9mpirical

#ther Types


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. Formulating the >esearch $roblem 4. 9=tensive Biterature +urvey ?.

"eveloping 0ypothesis 5. $reparing the >esearch "esign . "etermining

+ample "esign . )ollecting "ata 1. 9=ecution of the $roDect 3. Analysis of the

"ata -. 0ypothesis Testing /. Generaliation and Interpretation .

$reparation of the >eport or $resentation of the >esults

"escriptive research does not fit neatly into the definition of either !uantitative

or !ualitative research methodologies, but instead it can utilie elements of

both, often within the same study. The term descriptive research refers to the

type of research !uestion, design, and data analysis that will be applied to a

given topic. "escriptive statistics tell what is, while inferential statistics try to

determine cause and effect.

The type of !uestion asked by the researcher will ultimately determine the type

of approach necessary to complete an accurate assessment of the topic at

hand. "escriptive studies, primarily concerned with finding out what is, might

be applied to investigate the following !uestionsC "o teachers hold favorable

attitudes toward using computers in schoolsE @hat kinds of activities that

involve technology occur in si=th&grade classrooms and how fre!uently do they

occurE @hat have been the reactions of school administrators to technological

innovations in teaching the social sciencesE 0ow have high school computingcourses changed over the last / yearsE 0ow do the new multimediated

te=tbooks compare to the print&based te=tbooksE 0ow are decisions being

made about using )hannel #ne in schools, and for those schools that choose

to use it, how is )hannel #ne being implementedE @hat is the best way to

provide access to computer e!uipment in schoolsE 0ow should instructional

designers improve software design to make the software more appealing to

studentsE To what degree are special&education teachers well versed

concerning assistive technologyE Is there a relationship between e=periencewith multimedia computers and problem&solving skillsE 0ow successful is a

certain satellite&delivered +panish course in terms of motivational value and

academic achievementE "o teachers actually implement technology in the way

they perceiveE 0ow many people use the A9)T gopher server, and what do

they use if forE

"escriptive research can be either !uantitative or !ualitative. It can involve

collections of !uantitative information that can be tabulated along a continuum

in numerical form, such as scores on a test or the number of times a personchooses 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


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technology in a group situation. "escriptive research involves gathering data

that describe events and then organies, tabulates, depicts, and describes the

data collection %Glass 0opkins, -35(. It often uses visual aids such as

graphs and charts to aid the reader in understanding the data distribution.

2ecause the human mind cannot e=tract the full import of a large mass of raw

data, descriptive statistics are very important in reducing the data tomanageable form. @hen in&depth, narrative descriptions of small numbers of

cases are involved, the research uses description as a tool to organie data into

patterns that emerge during analysis. Those patterns aid the mind in

comprehending a !ualitative study and its implications.

ost !uantitative research falls into two areasC studies that describe events and

studies aimed at discovering inferences or causal relationships. "escriptive

studies are aimed at finding out what is, so observational and survey methods

are fre!uently used to collect descriptive data %2org Gall, -3-(. +tudies 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 e=ample of

this is )ochenour, 0akes, and 7eal's %--5( study of trends in compressed

video applications with education and the private sector.

"escriptive 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. +urvey research commonlyincludes that type of measurement, but often goes beyond the descriptive

statistics in order to draw inferences. +ee, for e=ample, +igner's %--( survey

of computer&assisted instruction and at&risk students, or 7olan, cinnon, and

+oler's %--4( research on achieving e!uitable access to school computers.

Thick, rich descriptions of phenomena can also emerge from !ualitative studies,

case studies, observational studies, interviews, and portfolio assessments.

>obinson's %--5( case study of a televised news program in classrooms and

Bee's %--5( case study about identifying values concerning schoolrestructuring are e=cellent e=amples of case studies.

"escriptive research is uni!ue in the number of variables employed. Bike other

types of research, descriptive research can include multiple variables for

analysis, yet unlike other methods, it re!uires only one variable %2org Gall,

-3-(. For e=ample, a descriptive study might employ methods of analying

correlations between multiple variables by using tests such as $earson's

$roduct oment correlation, regression, or multiple regression analysis. Good

e=amples of this are the nupfer and 0ayes %--5( study about the effects of

the )hannel #ne broadcast on knowledge of current events, anaev's %--(


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study about mass media effectiveness, cenna's %--?( study of the

relationship between attributes of a radio program and it's appeal to listeners,

#rey and 7elson's %--5( e=amination of learner interactions with hypermedia

environments, and +hapiro's %--( study of memory and decision processes.

#n the other hand, descriptive research might simply report the percentagesummary on a single variable. 9=amples of this are the tally of reference

citations in selected instructional design and technology Dournals by Anglin and

Towers %--4(; 2arry's %--5( investigation of the controversy surrounding

advertising and )hannel #ne; Bu, orlan, Berchlorlarn, Bee, and "ike's %--?(

investigation of the international utiliation of media in education %--?(; and

$ettersson, etallinos, uffoletto, +haw, and Takakuwa's %--?( analysis of the

use of verbo&visual information in teaching geography in various countries.

"escriptive statistics utilie data collection and analysis techni!ues that yieldreports 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 !uestions, methods, and outcomes

is what distinguishes descriptive research from other research types.

Three main purposes of research are to describe, e=plain, and validate findings.

"escription emerges following creative e=ploration, and serves to organie the

findings in order to fit them with e=planations, and then test or validate thosee=planations %rathwohl, --?(. any 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. +everal important scientific discoveries as well as anthropological

information about events outside of our common e=periences have resulted

from making such descriptions. For e=ample, astronomers use their telescopes

to develop descriptions of different parts of the universe, anthropologistsdescribe life events of socially atypical situations or cultures uni!uely 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.

9ducational researchers might use observational, survey, and interview

techni!ues to collect data about group dynamics during computer&basedactivities. These data could then be used to recommend specific strategies for

implementing computers or improving teaching strategies. Two e=cellent


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studies concerning the role of collaborative groups were conducted by @ebb

%-34(, and >ysavy and +ales %--(. 7oreen @ebb's landmark study used

descriptive research techni!ues to investigate collaborative groups as they

worked within classrooms. >ysavy and +ales also apply a descriptive approach

to study the role of group collaboration for working at computers. The >ysavy

and +ales approach did not observe students in classrooms, but reportedcertain common findings that emerged through a literature search

Ob'ecti6es of research

The purpose of research is to discover answers to !uestions 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 researchobDectives as falling into a number of following broad groupingsC

. To gain familiarity with a phenomenon or to achieve new insights into it

%studies with this obDect in view are termed as e=ploratory or formulative

research studies(;

4. To portray accurately the characteristics of a particular individual, situation or

a group %studies with this obDect in view are known as descriptive research

studies(;

?. To determine the fre!uency with which something occurs or with which it is

associated with something else %studies with this obDect in view are known as

diagnostic research studies(;

5. To test a hypothesis of a causal relationship between variables %such studies

are known as hypothesis&testing research studies(.


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Moti6ation in research

@hat makes people to undertake researchE This is a !uestion of fundamental

importance. The

possible motives for doing research may be either one or more of the followingC

. "esire to get a research degree along with its conse!uential benefits;

4. "esire to face the challenge in solving the unsolved problems, i.e., concern

over practical

problems initiates research;

?. "esire to get intellectual Doy of doing some creative work;

5. "esire to be of service to society;

. "esire to get respectability.

0owever, this is not an e=haustive list of factors motivating people to undertake

research studies.

any 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.

Si&nificance of Research

UAll progress is born of in!uiry. "oubt is often better than overconfidence, for it

leads to in!uiry, andin!uiry leads to inventionV is a famous 0udson a=im in

conte=t of which the significance of researchcan well be understood. Increased

amounts of research make progress possible. >esearch 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 comple=nature of business and government has focused

attention on the use of research in solving operationalproblems. >esearch, asan aid to economic policy, has gained added importance, both for government

and business.


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>esearch provides the basis for nearly all government policies in our economic

system.

For instance, governmentMs 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 e!uated toprobable revenues and this is a fieldwhere research is most needed. Through research we candevise alternative

policies and can as well e=amine the conse!uences of each of these

alternative."ecision&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 countryMse=istence 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

sie and nature of defence services are matters re!uiring research. Thus,

research is considered necessary with regard to the allocation of nationMs

resources. Another area in government, where research is necessary, is

collecting information on the economic and social structure of the nation. +uch

information indicates what is happening in the economy and what changes are

taking place. )ollecting 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 e=perts to carry on

this work. Thus, in the conte=t of government, research as a tool to economic

policy has three distinct phases of operation, vi., %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.

>esearch has its special significance in solving various operational and

planning problems of business and industry. #perations research and market

research, along with motivational research, are considered crucial and theirresults assist, in more than one way, in taking business decisions. arket

research is the investigation of the structure and development of a market for

the purpose of formulating efficient policies for purchasing, production and

sales. #perations research refers to the application of mathematical, logical and

analytical techni!ues to the solution of business problems of cost minimisation

or of profit ma=imisation or what can be termed as optimisation problems.

otivational research of determining why people behave as they do is mainly

concerned with market characteristics. In other words, it is concerned with thedetermination of motivations underlying the consumer %market( behaviour. All

these are of great help to people in business and industry who are responsible


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for taking business decisions. >esearch 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 adDust its supply schedule

within the limits of its proDected capacity. arket analysis has become an

integral tool of business policy these days. 2usiness budgeting, which

ultimately results in a proDected profit and loss account, is based mainly onsales estimates which in turn depends on business research. #nce sales

forecasting is done, efficient production and investment programmes can be set

up around which are grouped the purchasing and financing plans. >esearch,

thus, replaces intuitive business decisions by more logical and scientific

decisions.

Criteria of /ood Research

@hatever 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. #ne e=pects scientific research to satisfy the following

criteriaC

. The purpose of the research should be clearly defined and common

concepts be used.

4. The research procedure used should be described in sufficient detail topermit another researcher to repeat the research for further advancement,

keeping the continuity of what has already been attained.

?. The procedural design of the research should be carefully planned to yield

results that are as obDective as possible.

5. The researcher should report with complete frankness, flaws in procedural

design and estimate their effects upon the findings.

. The analysis of data should be sufficiently ade!uate to reveal its significance

and the methods of analysis used should be appropriate. The validity and

reliability of the data

should be checked carefully.

. )onclusions should be confined to those Dustified by the data of the research

and limited to those for which the data provide an ade!uate basis.


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#ision

9=ceptional peopleon a missionto be the best piadelivery companyin theworld

Mission

hushiyon ki home delivery


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-rice do$inos

General perception prevails that pia prices are e=pensive and cannot

be affordedby many, but "omino's pia prices will make you think twice

about that statement. "omino's also provide lots of offers and deals that give your much

discounted piaprices. First off, customers can get $ia mania pias for prices as low as >s.

?-H& which noother pia chain offers in the country. The regular sie +imply s. /H& onwards and they

have piasup to around >s. //H& . "omino's caters to all price ranges so that customers can always find a

pia pricethat fits their pocket.


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-EO-LE at DOMINO@S

>ecruiting young, enthusiastic and dedicated employees.

Appropriately trained for delivering the service.

$ersonality development and grooming sessions. $rovide them with various facilities such as medical help,consultation,

traveling facilities, perks and bonuses. Team members are recognied and rewarded based onability and merit

for their contributions


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Men!

Conc!sion


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"ominoMs is known for their best services. @e can summarie thewhole that

9mployees behavior is the maDor factor, whichinfluences the customer

perception most about the pia outletswhile they are followed by environment,

parking space, internal,and e=ternal factors. "ominoMs commitment to home

deliverypias has kept them up to the mark and at the same time kept agood

customer loyalty.

"omino's is a powerful global brand.+ignificant, ongoing investments in

advertising result in broadconsumer awareness "ominoMs are the 7o. pia

delivery company Bargest share of pia delivery channel They have a large

and growing international presence.They operate a profitable, value&added

supply chain system. 9nsures !uality and consistency

Bindin&s


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0uge competitor for pia hut.

Good promotional stragies.

#ffer coupons and great deals to attract customers.

9verybody can afford pia due to the reasonable price for. 9g&pia

mania costing from ? to 55 rs

As they are delivring pia in ?/ minitues.as if they did not reach thenmoney 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

"ominos believes strongly in the strategy ofVthink local and act regionalV.

S!&&estions&outlets lack of space


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4&ambience not up to mark

?&they should e=pand further into india and offer

products that do not contain beef

5&domino should offer soups and salads&offer low fats products

Dominozz Final (1)

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