How did Dominos define digital transformation?
When we were kids the dominos experience was enjoyed by us once or twice a
month.. It was considered to be a fun outing with friends, family, etc. Before
understanding how the firm defines digital transformation, we need to understand that
Dominos was in turmoil back in 2009 where consumers did not like its Pizza and they
were in desperate need of a revamp of their model. The digital transformation of the
supply chain was what brought about the real revolution. This move transformed Domino's
from a pizza delivery company to a technology corporation.
The factors which defined the digital transformation of DOMINOS are:
The importance of higher managerial buy- It was crucial.-Understanding that delivering a
world-class e-commerce experience would necessitate a huge technological commitment, it
was critical that everyone at the top, from the Board of Directors to the CEO and on down, be
on board. Kelly and Dennis Maloney, the Chief Information security Officer, presented the
Board with a list of dangers to the company in 2012. They created the concept of conceiving
of themselves as a "e-commerce firm that happens to serve pizza" in order to survive. The
CEO already trusted in and fully endorsed this goal, and the technological strategy was funded
once the Board agreed. It was vital to build a solid culture at the organisation in addition to
securing top-down support. They were marketing the concept as a strategy of attracting talent
from the start. The culture became one of enthusiasm and excitement as they began to realise
success, with very low turnover. Kelly emphasised how important it was for members of the
leadership team to be aligned as partners during this period. Some businesses fail because
of conflict at the top, which sets a bad example for the rest of the firm.
Unwavering Commitment to evaluating Results- Domino's was able to use A/B testing
against every new technique and method they developed because of an excellent analytics
team. By their very nature, digital products, particularly those dependent on purchasing,
generate vast volumes of data. They were able to balance expenses and demonstrate value
by identifying what was driving underside performance and sales, both across the board and
each franchise. As a result, they were able to secure more money and financing to expand
the areas that were functioning.
Customers should be informed about technology investments through marketingDomino's new unified, tech-forward vision was presented widely across owned, earned, and
paid media, with brand image being a critical area in need of improvement. The brand needed
to be open about both their need for change and the significant investment they were making
in their digital transformation. They established platforms like Think Oven to maintain a twoway discussion with consumers, in addition to actively spending in alerting them about their
new digital offerings. As per Kelly, it was critical from the beginning to establish a cohesive
and strategic alignment between the Marketing and IT departments.
Domino's success, according to Kelly, can be divided into two phases. The initial phase of
their change was focused on ensuring that the foundations were in place. Knowing that the
industry was shifting to mobile, the brand adopted a digital app, with surprise and delight as
the second main element of the process. Customers may order on their preferred devices, any
way they choose, from anywhere, according to the company's strategy.
References
Wong, K. (2018, January 26). How Domino’s Transformed Into An E-commerce
Powerhouse Whose Product Is Pizza. Forbes.Com.
https://www.forbes.com/sites/kylewong/2018/01/26/how-dominos-transformed-intoan-ecommerce-powerhouse-whose-product-is-pizza/?sh=6f4a69917f76