The Movie Exhibition Industry
Commonwealth of Australia
Copyright Act 1968
Notice for paragraph 135ZXA (a) of the Copyright Act 1968 Warning
This material has been reproduced and communicated to you by or on behalf of Central Queensland University under Part VB of the Copyright Act 1968 (the Act). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice.
For more information please contact
copyright@cqu.edu.au
John Bradley, Eric Friedman, Eric Jeanes, Edward Novotny, Kelly Schuler
Arizona State University
Tina Borja
Rice University
Introduction
Historically, Domino's Pizza has been a strong player in both the domestic US and international out-ofhome pizza marketplaces. With more than 9,300 locations in 65 countries, Domino's is the number two pizza restaurant behind Pizza Hut and number one in the pizza delivery segment with market share numbers approaching 20 percent. 1 (See Exhibit 1 for a ranking of the top 50 pizzeria brands in 2009 by sales.) In recent years, however, Domino's has come under consumer fire and, although masked by international revenue growth of 13.2 percent for the same period, the company posted a 16.3 percent decrease in domestic revenue from year-end 2005 through year-end 2009. While the economic recession could certainly be blamed at least in part for its lagging financial performance, 2 Domino's knew that this dip was more than just an economic indicator. In fact, the news reaching the executive suite indicated that Domino's was suffering from a negative reputation in the marketplace. Central to consumer complaints was that Domino's served low quality pizza with inferior ingredients that lacked taste. Coupled with the fact that consumers continue to become more and more educated about obesity and diet related health concerns and it was clear-Domino's had to act. To stay
Copyright Act 1968
Notice for paragraph 135ZXA (a) of the Copyright Act 1968 Warning
This material has been reproduced and communicated to you by or on behalf of Central Queensland University under Part VB of the Copyright Act 1968 (the Act). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice.
For more information please contact
copyright@cqu.edu.au
John Bradley, Eric Friedman, Eric Jeanes, Edward Novotny, Kelly Schuler
Arizona State University
Tina Borja
Rice University
Introduction
Historically, Domino's Pizza has been a strong player in both the domestic US and international out-ofhome pizza marketplaces. With more than 9,300 locations in 65 countries, Domino's is the number two pizza restaurant behind Pizza Hut and number one in the pizza delivery segment with market share numbers approaching 20 percent. 1 (See Exhibit 1 for a ranking of the top 50 pizzeria brands in 2009 by sales.) In recent years, however, Domino's has come under consumer fire and, although masked by international revenue growth of 13.2 percent for the same period, the company posted a 16.3 percent decrease in domestic revenue from year-end 2005 through year-end 2009. While the economic recession could certainly be blamed at least in part for its lagging financial performance, 2 Domino's knew that this dip was more than just an economic indicator. In fact, the news reaching the executive suite indicated that Domino's was suffering from a negative reputation in the marketplace. Central to consumer complaints was that Domino's served low quality pizza with inferior ingredients that lacked taste. Coupled with the fact that consumers continue to become more and more educated about obesity and diet related health concerns and it was clear-Domino's had to act. To stay