![]() And that helps the company make marketing decisions that are rooted in actual customer behavior, rather than simply speculating what a customer may want. “It’s got better repeat, higher spending, customer satisfaction is higher, they order new products at a two-to-one ratio, and then there’s all the data to learn from.”ĭomino’s digital innovations make it a leader in data collection. This seems like a no-brainer now, but a decade ago, it was revolutionary.ĭomino’s Chief Marketing Officer Russell Weiner told Fast Company in 2014 that digital ordering has many advantages. Domino’s also launched Domino’s Live, an unfiltered, real-time Twitter feed on the homepage of its website.ĭomino’s began its technology initiatives by implementing digital ordering. ![]() With the help of its advertising agency, it created Think Oven, a Facebook platform where customers submit ideas for everything from making the company more eco-friendly to designing new employee uniforms. ![]() The company followed up with digital transparency initiatives. Customers began to think about Domino’s in a new way. It was such an unprecedented level of transparency that it created a national buzz. Then, Domino’s employees talked about how much that criticism hurt-and how it spurred them to create better crusts, sauces and ingredients. The outside-the-box thinking Domino’s used to address its problems Transparency.ĭomino’s first transparency innovation was a video titled “Domino’s Pizza Turnaround.” It began with screenshots of social media posts in which customers used words like “cardboard” to describe what they thought of the company’s pizzas. And it’s a lesson utilities can learn from and apply. Today, a share of Domino’s stock is worth almost $300-or 100 times more than it was before the company transformed itself.ĭomino’s reinvention is a lesson in admitting faults and investing in customer engagement. The goal was a cultural shift in which everyone from the board of directors to the delivery drivers viewed Domino’s as “an e-commerce company that happens to sell pizza.”Ī decade later, people are still talking about Domino’s groundbreaking digital data collection and transparency strategy-and the world-class e-commerce experience it has created. To improve customer engagement, it decided to transform the company’s entire digital presence. Their execs would have patted themselves on the back for their hard work and waited for customers to notice.īut Domino’s went further. Many companies would have decided that was enough. Domino’s also revamped its menu, adding more types of food to appeal to more consumers. And then he launched a product overhaul, including new ingredients and recipes. When a new CEO took over, he made the astonishing admission that the company’s pizza was mediocre at best. Years of bad product, bad service and bad customer engagement had plummeted the pizza chain’s stock price to less than $3 a share. Utilities looking to revolutionize their approach to customer service can find a roadmap from a very unlikely source: Domino’s Pizza.ĭomino’s is a case study in evolving to meet changing customer expectations.
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