Domino s Pizza Sizzles
DOMINO’S SIZZLES WITH PIZZA TRACKER 1
Domino’s Sizzle with Pizza Tracker
Abstract
The purpose of this case study is to exam how Domino’s pizza uses Information Systems to regain their share of the Home Delivery pizza market. I’ll discuss how Domino’s overcome a bad reputation and improved their product and services. I will also discuss the changes and process systems implemented along with where they currently stand in the market and with their customers. I will finish with the technology Domino’s plans to use in the future.
DOMINO’S PIZZA SIZZLES WITH PIZZA TRACKER 2
Domino’s Pizza Sizzles with Pizza Tracker This case study discusses the impact that information systems and global e-business has had on Domino’s Pizzas’ reemergence as an industry leader in the home-delivery pizza market. It looks into what kind of systems are used, how the systems improve business performance, how their online pizza ordering system has improved the ordering process and how the systems are giving Domino’s a competitive edge. Domino’s opened in 1960 and grew to 200 stores in 1978 and currently operates almost 9000 stores worldwide and has the largest share of the approximate $15 Billion/year pizza market. They compete with Pizza Hut, Papa John’s and Little Caesar’s along with local pizza shops. Despite being one of the most well-known brands in the United States, between 2006 and 2008 Domino’s Pizza was in crisis. After leaving Pepsi, Chief Marketing Office Russell Weiner joined Domino’s and inherited a brand with plummeting sales and a bad image due to their lackluster product. A month after he joined the company, sales hit a record low of $2.83 a share in November 2008 and today, it’s up around $72 a share. (Jeff Beer, 2014). Trying to overcome the reputation of having the worst pizza,
Domino’s Sizzle with Pizza Tracker
Abstract
The purpose of this case study is to exam how Domino’s pizza uses Information Systems to regain their share of the Home Delivery pizza market. I’ll discuss how Domino’s overcome a bad reputation and improved their product and services. I will also discuss the changes and process systems implemented along with where they currently stand in the market and with their customers. I will finish with the technology Domino’s plans to use in the future.
DOMINO’S PIZZA SIZZLES WITH PIZZA TRACKER 2
Domino’s Pizza Sizzles with Pizza Tracker This case study discusses the impact that information systems and global e-business has had on Domino’s Pizzas’ reemergence as an industry leader in the home-delivery pizza market. It looks into what kind of systems are used, how the systems improve business performance, how their online pizza ordering system has improved the ordering process and how the systems are giving Domino’s a competitive edge. Domino’s opened in 1960 and grew to 200 stores in 1978 and currently operates almost 9000 stores worldwide and has the largest share of the approximate $15 Billion/year pizza market. They compete with Pizza Hut, Papa John’s and Little Caesar’s along with local pizza shops. Despite being one of the most well-known brands in the United States, between 2006 and 2008 Domino’s Pizza was in crisis. After leaving Pepsi, Chief Marketing Office Russell Weiner joined Domino’s and inherited a brand with plummeting sales and a bad image due to their lackluster product. A month after he joined the company, sales hit a record low of $2.83 a share in November 2008 and today, it’s up around $72 a share. (Jeff Beer, 2014). Trying to overcome the reputation of having the worst pizza,
References: 1. Touryalai, H. “Technology, not pizza, helps Domino’s crush competitors and grow faster than McDonald’s overseas.” Forbes 15 Oct 2013; web 2. Beer, J (2014, May 22). “How Domino’s became a tech company.” Retrieved from http://www.fastcocreate.com/3030869/behind-the-brand/how-dominos-became-a-tech-company. 3. Markgraf, B (2015, January 14). “Importance of information systems in an organization.” Retrieved from http://www.smallbusiness.chron.com 4. Barnatt, C. “Embracing E-Business.” Journal of General Management, 2004; 89 – 97.