DOMINO’S PIZZA

By RUPA

BBA 10-13 MARWARI COLLAGE RANCHI

CONTENTS

• ACKNOWLEDGEMENT

• COMPANY PROFILE

• HISTORY

• INTODUCTION OF MIS

• TIMELINES

• SECTION: A-MIS PLANNING OF DOMINO’S

PIZZA

• ANALYSE THE ENVIRONMENT

• PREPARATION OF ORGANISATIONAL PLAN

• PLANNING OF WORK FLOW

• MISSION AND VISION OF DOMINO’S PIZZA

• TRANING OF PERSONNEL

• PLANNING OF FORMS OF DATA COLLECTION

• BUDGET ALLOCATION

• SECTION: B-MIS DESIGNING OF DOMINO’S

PIZZA

• DESIGN THE APPLICATION ARCHITECTURE

• DESIGN THE SYSTEM DATABASE

• DESIGN THE SYSTEM INTERFACE

• PACKAGING DESIGN SPECIFICATION

• SECTION: C-MIS IMPLIMENTATION OF

DOMINO’S PIZZA

• CONSTRUCTION

• SYSTEM ANALYST

• SYSTEM DESIGNERS

• SYSTEM BUILDERS

• TESTING

• STUB TESTING

• UNIT TESTING

• SYSTEM TESTING

• TRANING OF PERSONNEL

ACKNOWLEDGEMENT

It’s our great pleasure and privilege to express our sincere gratitude to Prof. TAUSEEF ALI (Department of BBA/MBA,MCR) who has very kindly guided us, supported us, and provided us with valuable information. We are very much thankful to Prof. Tauseef Ali for his constant encouragement and inspiration which very much helped us during the preparation of this presentation.

Company profile:- Leadership Council

J. Patrick Doyle President & Chief Executive Officer

Scott Hinshaw Executive Vice President Franchise Operations & Development

Michael Lawton Executive Vice President Chief Financial Officer

Lynn Liddle Executive Vice President Communications, Investor Relations & Legislative Affairs

John Macksood Executive Vice President Supply Chain Services

Chris McGlothlin Executive Vice President Chief Information Officer

Ken Rollin

Executive Vice President General Counsel

Asi Sheikh Executive Vice President Team USA

Jim Stansik Executive Vice President Franchise Relations

Russell Weiner Executive Vice President Chief Marketing Officer

Patti Wilmot Executive Vice President

History

Early years

In 1960, Tom Monaghan and his brother, James, purchased DomiNick's, a small pizza store in

Ypsilanti, Michigan near Eastern Michigan University. The deal was secured by a US$75 down

payment and the brothers borrowed $900 to pay for the store. Eight months later, James

traded his half of the business to Tom for a used Volkswagen Beetle. As sole owner of the

company, Monaghan renamed the business Domino's Pizza, Inc. in 1965. In 1967, the first

Domino's Pizza franchise store opened in Ypsilanti. The company logo was originally planned

to add a new dot with the addition of every new store, but this idea quickly faded as

Domino's experienced rapid growth. The three dots represent the stores that were open at

the time (1969). By 1978, the franchise opened its 200th store.

In 1975, Domino's faced a lawsuit by Amstar Corporation, maker of Domino Sugar, alleging

trademark infringement and unfair competition. On May 2, 1980, a federal appeals court

found in favor of Domino's Pizza.

International expansion

Domino's Outlet in India.

On May 12, 1983, Domino's opened its first international store, in Winnipeg, Manitoba,

Canada. That same year, Domino's opened its 1,000th store overall, and by 1995 Domino's

had 1,000 international locations. In 1997, Domino's opened its 1,500th international

location, opening seven stores in one day across five continents.

Sale of company

In 1998, after 38 years of ownership, Domino's Pizza founder Tom Monaghan announced his

retirement and sold 93 percent of the company to Bain Capital, Inc. for about $1 billion and

ceased being involved in day-to-day operations of the company. A year later, the company

named David A. Brandon Chairman and Chief Executive Officer.

The exterior of a Domino's Pizza store in Spring Hill, Florida.

In 2004, after 44 years as a privately held company, an employee of Domino's Pizza rang the

opening bell at the New York Stock Exchange and the company began trading common stock

on the NYSE under the ticker symbol "DPZ".

Industry trade publication Pizza Today magazine named Domino's Pizza "Chain of the Year" in

2003,2010 and 2011. In a simultaneous celebration in 2006, Domino's opened its 5,000th U.S.

store in Huntley, Illinois, and its 3,000th international store in Panama City, making 8,000

total stores for the system. Also that year, the Domino's Pizza store in Tallaght, Dublin,

Ireland, became the first in Domino's history to hit a turnover of $3 million (€2.35 million) per

year. As of September 2006, it has 8,238 stores which totaled US$1.4 billion in gross income.

In 2007, Domino's introduced its Veterans, Delivering the Dream franchising programs and

also rolled out its online and mobile ordering sites. In 2008, Domino's introduced the Pizza

Tracker, an online application that allows customers to view the status of their order in a

simulated "real time" progress bar. In addition, the first Domino's with a dining room opened

in Stephenville, Texas, giving the customers the option to either eat in or take their pizza

home. Since 2005, the voice of Domino's Pizza's US phone ordering service 1-800-DOMINOS

has been Kevin Railsback.

In a 2009 survey of consumer taste preferences among national chains by Brand Keys,

Domino's was last — tied with Chuck E. Cheese's. In December that year, Domino's

announced plans to entirely reinvent its pizza. It began a self-flogging ad campaign in which

consumers were filmed criticizing the pizza's quality and chefs were shown developing the

new product. The new pizza was introduced that same month, and the following year,

Domino's 50th anniversary, the company acquired J. Patrick Doyle as its new CEO and

experienced a historic 14.3% quarterly gain. While admitted not to endure, the success was

described by Doyle as one of the largest quarterly same-store sales jumps ever recorded by a

major fast-food chain.

Products

A makeline at a Domino's

The current Domino's menu features a variety of Italian-American entrees and side dishes.

Pizza is the primary focus, with traditional, specialty and custom pizzas available in a variety

of crust styles and toppings. In 2011 Dominos launced Artisan style pizzas that offer a base

blend of rich flavors to compliment chef inspired toppings. Additional entrees include pasta,

bread bowls and oven-baked sandwiches. The menu offers chicken side dishes, breadsticks,

as well as beverages and desserts.

From its founding until the early 1990s, the menu at Domino's Pizza was kept simple relative

to other fast food restaurants, to ensure efficiency of delivery. Historically, Domino's menu

consisted solely of one pizza in two sizes (12-inch and 16-inch), 11 toppings, and Coke as the

only soft drink option.

The first menu expansion occurred in 1989, with the debut of Domino's deep dish, or pan

pizza. Its introduction followed market research showing that 40% of American pizza

customers preferred thick crusts. The new product launch cost approximately $25 million, of

which $15 million was spent on new sheet metal pans with perforated bottoms. Domino's

started testing extra-large size pizzas in early 1993, starting with the 30-slice, yard-long "The

Dominator".

Domino's tapped into a market trend toward bite-size foods with spicy Buffalo Chicken

Kickers, as an alternative to Buffalo Wings, in August 2002. The breaded, baked, white-meat

fillets, similar to chicken tenders, are packaged in a custom-designed box with two types of

sauce to "heat up" and "cool down" the chicken.

In August 2003, Domino's announced its first new pizza since January 2000, the Philly Cheese

Steak Pizza. The product launch also marked the beginning of a partnership with the National

Cattlemen's Beef Association, whose beef Check-Off logo appeared in related advertising.

Domino's continued its move toward specialty pizzas in 2006, with the introduction of its

"Brooklyn Style Pizza", featuring a thinner crust, cornmeal baked in to add crispness, and

larger slices that could be folded in the style of traditional New York-style pizza.

In 2008, Domino's once again branched out into non-pizza fare, offering oven-baked

sandwiches in four styles, intended to compete with Subway's toasted submarine

sandwiches. Early marketing for the sandwiches made varied references to its competition,

such as offering free sandwiches to customers named "Jared," a reference to Subway's

spokesman of the same name.

The company introduced its American Legends line of specialty pizzas in 2009, featuring 40%

more cheese than the company's regular pizzas, along with a greater variety of toppings. That

same year, Domino's began selling its BreadBowl Pasta entree, a lightly seasoned bread bowl

baked with pasta inside, and Lava Crunch Cake dessert, composed of a crunchy chocolate

shell filled with warm fudge. Domino's promoted the item by flying in 1,000 cakes to deliver

at Hoffstadt Bluffs Visitor Center near Mount St Helens.

In 2010, shortly after the company's 50th anniversary, Domino's changed its pizza recipe

"from the crust up", making significant changes in the dough, sauce and cheese used in their

pizzas. Their advertising campaign admitted to earlier problems with the public perception of

Domino's product due to issues of taste.

Since the companies stock low in late 2009, the company's stock had grown 233 percent by

late 2011. Even as the economy has suffered and unemployment has risen, Dominos has seen

its sales rise dramatically through its efforts to rebrand and retool its pizza.

Domino's serves Coca-Cola products, and as of January 2012 is the only "Big Four" pizza chain

to do so. Rivals Papa John's Pizza and Little Caesars sold Coca-Cola in the past (Pizza Hut, due

to its previous ownership by PepsiCo, has a lifetime contract to sell Pepsi products.), but both

switched to Pepsi in 2012 and 2007, respectively.

Corporate governance

Domino's management is led by J. Patrick Doyle, CEO from March 2010, formerly president of

Domino's USA. Previous chief executive David Brandon, made athletic director of the

University of Michigan in January 2010, remains chairman.]Among 11 executive vice

presidents are Michael Lawton, CFO; Asi Sheikh, Team USA; Scott Hinshaw, Franchise

Operations and Development; and Kenneth Rollin, General Counsel. Domino's operations are

overseen by a board of directors led by Brandon. Other members of the board are Andrew

Balson, Diana Cantor, Mark Nunnelly, Robert Rosenberg and Bud Hamilton.

Charitable activities

In 2001, Domino's launched a two-year national partnership with the Make-A-Wish

Foundation of America. That same year, the company stores in New York City and

Washington D.C. provided more than 12,000 pizzas to relief workers following the September

11 attacks on the World Trade Center and The Pentagon. Through a matching funds program,

the corporation donated $350,000 to the American Red Cross' disaster relief effort. In 2004,

Domino's began its current partnership with St. Jude Children's Research Hospital,

participating in the hospital's "Thanks and Giving" campaign since it began in 2004, raising

more than $1.3 million in 2006.

Dominos Australia donates large quantities of pizza to natural disaster victims. They also

provide food to isolated towns in rural areas that don't have access to large amounts of food.

Dominos Australia has partnerships with Mission Australia, Royal Flying Doctor Service,

Starlight Foundation and Marymead.

Advertising and sponsorship

Arie Luyendyk's Lola-Chevrolet which won the 1990 Indianapolis 500 for Doug Shierson

Racing.

In the 1980s, Domino's Pizza was well known for its advertisements featuring The Noid. That

concept was created by Group 243 Inc. who then hired Will Vinton Studios to produce the

television commercials that they created. The catchphrase associated with the commercials

was "Avoid the Noid."

Due to a glitch on the Domino's website, the company gave away nearly 11,000 free medium

pizzas in March 2009. The company had planned the campaign for December 2008 but

dropped the idea and never promoted it. The code was never deactivated though and

resulted in the free giveaway of the pizzas across the United States after someone discovered

the promotion on the website by typing in the word "bailout" as the promotion code and

then shared it with others on the Internet. Domino's deactivated the code on the morning of

Tuesday, March 31, 2009 and promised to reimburse store owners for the pizzas.

Domino's sponsored CART's Doug Shierson Racing, which was driven by Arie Luyendyk, and

the team won the 1990 Indianapolis 500. In 2003, Domino's teamed up with NASCAR for a

multi-year partnership to become the "Official Pizza of NASCAR." Domino's also sponsored

Michael Waltrip Racing and driver David Reutimann during the 2007 season in the NASCAR

Sprint Cup Series.

Domino's Pizza sponsored The Super Mario Bros. Super Show! in 1989, and was briefly seen in

the 1990 film Teenage Mutant Ninja Turtles. Furthermore, from 1998 to 2008 the company

provided funding for the American cartoon sitcom "The Simpsons".

30-minute guarantee

A car with a Domino's stick-on cone on roof

Starting in 1973, Domino's Pizza had a guarantee that customers would receive

their pizzas within 30 minutes of placing an order, or they would receive the

pizzas free. The guarantee was reduced to $3 off in the mid 1980s. In 1992, the

company settled a lawsuit brought by the family of an Indiana woman who had

been killed by a Domino's delivery driver, paying the family $2.8 million. In

another 1993 lawsuit, brought by a woman who was injured when a Domino's

delivery driver ran a red light and collided with her vehicle, the woman was

awarded nearly $80 million, but accepted a payout of $15 million. The

guarantee was dropped that same year because of the "public perception of

reckless driving and irresponsibility", according to Monaghan.

In December 2007, Domino's introduced a new slogan, "You Got 30 Minutes",

alluding to the earlier pledge but stopping short of promising delivery in a half

hour.

The company continues to offer "30 minute or Free" guarantee for orders

placed in its stores situated in India.

International operations

Map showing Domino's Pizza's global locations.

Domino's Pizza is located in more than 60 countries. The rights to

own, operate and franchise branches of the chain in Australia, South

Korea, New Zealand, France, Belgium, the Netherlands and the

Principality of Monaco are currently owned by Domino's Pizza

Enterprises, having been sold off by the parent company between

1993 and 2007. The master franchises for the UK and Ireland were

purchased by Domino's Pizza Group, now publicly traded as Domino's

Pizza UK & IRL, in 1993.

Domino's Pizza

Type Public (NYSE: DPZ)

Industry Restaurants

Founded

Ypsilanti, Michigan,

Domino's Pizza, Inc. (NYSE: DPZ) is an

international pizza delivery corporation

Management Information Systems In Applebee's & Dominos Pizza

Introduction:

The management information system (MIS) has a primary task of helping an

organization become and stay efficient and effective. Managers use this

computer-based system to organize, analyze, and execute plans to help the

organization flow and accomplish its goals. The system can be used to study

information in the form of employees, cost, profit, technology, procedures and

documents.

Often MIS are much different from standard information systems because they

study other information systems that are related to the operational tasks in an

establishment. It is highly important for an organization to understand what MIS

they need in order to remain competitive in the industry. Secondly, it is important

United States

(June 10, 1960)

Headquarters Ann Arbor, Michigan,

United States

Area served Worldwide

Key people

Tom Monaghan,

Founder

J. Patrick Doyle, CEO

Products

Pizza, sandwiches,

pasta, chicken wings,

desserts

Revenue $1.425 billion USD

(2008)

Employees 145,000

Website www.dominos.com

for an organization to have a MIS which will promote both short term and long

term organization goals. The improvement of technology over the years has

allowed managers to make faster decisions based on the information that is

collected by the system. However, this is also a negative aspect to the information

systems. Situations can happen where imprecise reporting can take place thus

leading to terrible decision making.

MIS can vary from one type of business to another however; the main goal of all

systems is to support organizational goals and objectives and to develop greater

level of communication among all the employees. Creators of MIS must keep in

mind to create systems that are relievable, accurate, complete, relevant and

consistent.

In this research paper, I will discuses the MIS used in two different restaurants

“food chains” “Dominos Pizza & Applebee’s”. I intend to showcase the MIS used

to help the two restaurants accomplish day to day business activities. In each

restaurant the ambiance, purpose and atmosphere is different. We can see why

the two MIS are different and why it’s more appropriate for one MIS to belong in

one restaurant and not the other.

About us:-

Domino´s Pizza Heritage

Like most corporate success stories, Domino´s started out small - with just one store in 1960.

Now, Domino´s Pizza is celebrating over forty years of delivering food, fun and innovation .

Domino´s Pizza Timeline

1960

Tom Monaghan and his brother James purchase "DomiNick´s," a pizza store in Ypsilanti,

Michigan. Monaghan borrowed $500 to buy the store.

1961

James trades his half of the business to Tom for a Volkswagen Beetle.

1965

Tom Monaghan is sole owner of company, and renames the business "Domino´s Pizza, Inc."

1967

The first Domino´s Pizza franchise store opens in Ypsilanti, Michigan.

1968

Company headquarters and commissary are destroyed by fire.

1975

Amstar Corp., maker of Domino® Sugar, institutes a trademark infringement lawsuit against

Domino’s Pizza. In 1980, Federal court rules Domino’s Pizza did not infringe on the Domino®

Sugar trademark.

1983

Domino’s first international store opens in Winnipeg, Canada. The 1000th Domino’s store

opens. The first Domino’s store opens on the Australian continent, in Queensland, Australia.

1990

Domino’s Pizza signs its 1,000th franchise.

1992

Domino’s rolls out Breadsticks, the company’s first national non-pizza menu item.

1993

Crunchy Thin Crust pizza is rolled out nationwide. The company discontinues the 30-minute

guarantee and re-emphasizes the Total Satisfaction Guarantee.

1994

Buffalo Wings are rolled out in all U.S. stores.

1995

Domino’s Pizza International division opens its 1,000th store. First store opens on African

continent, in Cairo, Egypt.

1996

Domino’s launches its web site on the Internet (www.dominos.com). The company reaches

record sales of $2.8 billion system-wide.

1997

Domino’s Pizza opens its 1,500th store outside the United States, opening seven stores in 1 day

on 5 continents consecutively. Domino’s Pizza launches a campaign to update the company logo

and store interior with brighter colors and a newer look.

1998

Domino’s Pizza founder, Tom Monaghan, announces retirement and sells the Company to Bain

Capital, Inc. Domino’s launches another industry innovation, Domino’s HeatWave®, a hot bag

using patented technology that keeps pizza oven-hot to the customer’s door.

1999

Dave Brandon is named Chairman and Chief Executive Officer of Domino’s Pizza. Domino’s

Pizza announces record results for 1999. Worldwide sales exceed $3.36 billion. Revenues

increased 4.4% over 1998.

2000

Domino’s Pizza International opens its 2,000th store outside the United States. Domino’s Pizza

celebrates 40 years of delivering pizza and innovation to homes around the world.

2001

Domino’s 7,000th store opens in Brooklyn, New York. Domino’s launches long-term national

partnership with the Make-A-Wish Foundation®.

2002

In February 2002, Domino’s Pizza acquired 82 franchised stores in the Phoenix, Ariz., market,

making it the largest store acquisition in the company’s history. In August 2002, Domino’s

kicked delivery up a notch with the introduction of Domino’s Pizza Buffalo Chicken Kickers and

marked the creation of a whole new surprising category - premium chicken delivered right to the

door!

2003

Domino’s announces an exciting multi-year partnership by becoming the "Official Pizza of

NASCAR." Domino’s is named Chain of the Year by Pizza Today magazine, a leading pizza

trade publication. Domino’s combines two culinary classics - pizza and Philadelphia Cheese

Steak - to create the all-new Domino’s Philly Cheese Steak Pizza.

2004

Domino’s launches Domino’s Cheesy Dots, delicious round balls of dough covered in a blend of

zesty melted cheeses. Domino’s becomes an associate sponsor for the Drive for Diversity

program, a minority driver development program designed to provide a steady pipeline of well

trained and supported minority drivers for the NASCAR circuit. Domino’s Pizza, Inc., the

recognized world leader in pizza delivery, begins trading common stock on the New York Stock

Exchange (NYSE) in July 2004, under the new ticker symbol "DPZ." Domino’s announces a

three-year partnership with St. Jude Children’s Research Hospital. St. Jude was selected as

Domino’s "charity of choice" by franchisees and team members.

2005

The Domino’s Pizza celebrates the completion of the three-year renovation of its World

Resource Center in Ann Arbor, Mich. The renovation marks the first major improvement to the

company’s world headquarters since Domino’s founder Tom Monaghan opened the sprawling

Domino’s Farms. Domino’s Pizza Australia opens its 400th store in Aspley, Brisbane. Domino’s

Pizza United Kingdom celebrates the opening of its 400th store in Wadsley Bridge, Sheffield.

Domino’s raises $1.2 million for St. Jude Children’s Research Hospital during its second annual

"Thanks and Giving" campaign. Domino’s Pizza efforts worldwide raise $220,000 to support

southeast Asia tsunami relief efforts.Domino’s Pizza launches its American Classic

Cheeseburger Pizza in conjunction with its appearance as a featured task on the NBC hit reality

show, "The Apprentice."

2006

Domino’s celebrates the opening of its 8,000th store with simultaneous celebrations of the

opening of its 5,000th U.S. store in Huntley, Ill., and its 3,000th international store in Panama

City, Panama. Domino’s extends its status as the "Official Pizza of NASCAR" and the official

pizza of Michigan International Speedway. Domino’s raises $1.34 million for St. Jude Children’s

Research Hospital during its third annual "Thanks and Giving" campaign. Domino’s Pizza

introduces Brownie Squares - warm, delicious, bite-sized brownies delivered with a fudge

dipping sauce.

2007

Domino’s introduces OREO Dessert Pizza-a thin dessert-style crust that’s layered with vanilla

sauce and covered with OREO cookie crumbles and then topped with sweet icing. Domino’s

introduces its Veterans and Delivering the Dream franchising programs. Domino’s rolls out

online and mobile ordering. Domino’s is ranked in the Top 10 for the ninth time in Entrepreneur

magazine’s annual listing of great franchise opportunities. Domino’s launches its "You Got 30

Minutes" campaign with new advertising agency, Crispin Porter + Bogusky.

2008

Dominos’slaunches another food delivery industry first: Pizza Tracker. This revolutionary

technology allows Domino’s Pizza customer to follow the progress of their order online from the

time they click the "Place Order" button or hang up the telephone until the Domino’s delivery

expert is knocking on their door. In an historic expansion of its menu, Domino’s claims the title

as the firstmajor quick-service restaurant chain in the U.S. to deliver hot, oven-baked

sandwiches. Our new Oven Baked Sandwiches come in four delicious varieties on artisan Italian

bread and baked to a golden brown: Philly Cheese Steak, Chicken Bacon Ranch, Chicken Parm

and Italian.

2009

Continuing its aggressive menu expansion, Domino’s introduces a new line of pastas that include

a handmade, oven-baked bowl. BreadBowl Pasta flavors include Three Cheese mac-N-Cheese,

Italian Sausage Marinara, Chicken Alfredo, Chicken Carbonara and Pasta Primavera. Number

one ranking in the American Customer Satisfaction Index Domino’s introduces new chocolate

Lava crunch Cakes,oven-baked choclate cakes ,crunchy on the outside,witha warm flowing

choclate fudge inside . Domino’s adds four bold new varieties to its oven baked sandwiches line

italian Sausage and peppers, Buffalo Chicken with Blue Chesse ,Sweet and Spicy Chicken

Habanero and Mediterranean Veggie. In late December,Domino’s announces its inspired new

pizza Reinvented from the crust up,the new hand-tossed piizza features new sauce ,cheese and

garlic-seasoned crust .The reformulation was one of the biggest moves in the company’s 50-year

history, and was inspired by its toughest consumer criticts. Dominos transparent approach to

talking about this bold change garnered much attention from the media and public in genral ,with

the press highlighting the company’s open and honest treatment in it’s advertising.

2010

After years of languishing near the bottom of consumer taste perception studies,

Domino’s proudly boasts its research-backed wins over Papa john’s and Pizza Hut

in a national taste test of hand-tossed pepperoni pizza, sausage pizza and extra-

cheese pizza. Chairman and CEO David A.Brandon steps down as CEO effective

March 7 and the Board of Director’s elected J.Patrick Doyle as Brandon’s

sucessor. Brandon will be retained by the Company as a Special adivisor for the

remaining 2010 and continue as a non-executive Chairman of the Board.

Concurrently, the University of Michigan announces Brandon will serve as its

next Director of intercollegiate Athletics. Dominos opened its 9000th store on

March 11.

Section: A-Planning of domino’s pizza:-

• Analysis of environment:-

This is the first step of MIS planning. The whole environment is analyzed. The

environmental analysis is done for both-

a) External environment

b) Internal environment

a) In order to effectively do an environmental analysis one must look at the

company’s external environment. The external environment has 3 components:

• The remote environment

• The industry environment

• The operating environment

Each of those 3 components has their own subcategories.

The external factors that will affect Domino’s external environment over the

next ten years. In the Remote environment I will discuss the economic, social ,

and technological issues that will affect Domino’s over the next decade. For the

industry environment I will discuss the substitute availability and competitive

rivalry facing Domino’s .Finally, for the operating environment, I will be

discussing the competitors , customers , and suppliers .

When combining all of the information, long term objectives for domino’s pizza.

To achieve long term prosperity, strategic planners commonly establish long

term objectives in seven areas:

-profitability

-productivity

-competitive position

-employee development

-employee relations

-technological leadership

-public responsibility

Few of these objectives in order to formulate a plan for domino’s pizza.

Domino’s Pizza. Company Analysis Strategy Firstly, it is important to know

which is the strategy of Domino’s Pizza, we should self-asses the company within

it in order to achieve the starting point for the project Vision .The Vision of

Domino’s pizza is being the number one in pizza and the number one in people

Mission .The Mission of Domino’s pizza is mainly based on sell more pizza and

have fun Values .Some of the Domino’s pizza values are:-

• Treat people as you’d like to be treated.

• Produce the best for less.

• Measure, manage and share what’s important.

• Think big and grow.

• Incentive what you want to change.

• Set the bar high, train, and never stop learning.

• Promote from within.

• Preparation of organization plan:-

As we know that the MIS is made for the organization and it’s function, so the

plan of an organization is also being known by the developer of MIS of

organization. It includes the following plans:-

• Identification of strength and weakness:-

• Strengths:-

Domino’s Pizza Inc. currently operates in more than 60 countries across the globe.

It owns a well-knitted network of both company owned as well as franchise stores

worldwide. It is one of the leading and most popular pizza delivery companies in

the USA. The 8773 global outlets are spread across all the USA’s states and the 60

countries of the world. Currently about 10,500 people are employed at the

Domino’s Pizza Inc.

The Domino’s Pizza Inc. reported an increase of 0.6 % in its operating profits

during the fiscal year 2008 a compared to the previous year. The operating profit

has been $195 million during 2008. An increase of 42.5% in net profit has been

reported during the year 2008 over the previous year. The net profits during the

fiscal year 2008 were worth $54 million.

Domino’s Pizza Inc. strong brand equity gives it a competitive advantage over

other industry players. The intelligent marketing strategy of heavy advertising is a

key strength to make its brand image retained and differentiated in the minds of its

customers.

Domino’s Pizza Inc. efficient and effective supply chain management enables it

maintain its goodwill and promises. Its extensive distribution channels add to its

plus points. In the global era of e-commerce and online shopping it has enabled to

keep pace with the technology by offering online menus, click order placement

services etc. it has been reported that in UK, 21.8% of the domino’s pizzas have

been delivered through online orders placed .

Weaknesses

The company is faced with crucial issues of weakening bottom lines due to slow

growth and decline in the sales. The company experienced decline in its operating

and net profits during the year 2007 as compared to the previous year’s reports.

9.5% drop down in operating profits and about 64.3% decrease in net profits was

recorded.

• Determination of personal values:-

Domino’s first guiding principle is “We demand integrity.” Domino’s success is

driven by its strong commitment to personal and professional integrity. The

following principles and our Board Committee Charters provide the framework

for the governance of Domino’s Pizza. Domino’s pizza gives emphasis on

knowing the personal values, functions, authority and responsibility of its

employees.

I. Role of the Board of Directors and Management Domino’s business is

conducted by its team members, managers and officers, under the direction of the

Chief Executive Officer (CEO) and the oversight of the Board of Directors. The

Board exercises its business judgment to represent the best interests of the

Company and its stockholders and to maximize the value of the Company. The

Board has the responsibility to regularly monitor and advise on the effectiveness

of management’s strategy, policies and decisions. Both the Board and

management recognize how the long term interests of stockholders are advanced

by responsibly considering the interests of the Company’s team members,

customers, suppliers, service providers, communities where it operates and the

public at large.

II. Selection and Composition of Board of Directors

(a) Board Membership Criteria. The directors should possess the highest personal

and professional ethics, integrity and values and be committed to representing the

long-term interests of the stockholders. The Board should reflect a range of

talents, skills, diversity, and expertise to provide sound and prudent guidance

with respect to the operations and interests of Domino’s. Our Board members

must be able to dedicate the time necessary for the diligent performance of their

duties, including preparing for and attending board and applicable committee

meetings.

(b) Selection of New Directors. The Board of Directors is responsible for

nominating members to be presented for election by the stockholders.

(c) Board Leadership. A Chair of the Board of Directors is elected annually from

among the directors by the Board of Directors. The Board will determine, in light

of the best interests of the Company, whether an independent director, as defined

below, or a team member or former team member of the Company should serve as

the Chair.

(d) Size of the Board. The Board should neither be too small to maintain the

needed expertise and independence nor too large to be efficiently functional. The

Board will consist of no less than 3, nor more than 10 directors.

(e) Terms. The Board is divided into three classes, with as equal a number of

directors in each class, as is possible. Each class serves for a three-year term.

(f) Director Term Limits. The Board of Directors does not believe it should

establish term limits. While term limits could help ensure that there are fresh

ideas and viewpoints available to the Board, they have the disadvantage of losing

the contribution of directors who, over time, have developed increasing insight

into Domino’s Pizza, Inc. and its operations and therefore provide an increasing

contribution to the Board of Directors as a whole.

(g) Retirement Policy. No director shall be nominated who shall have attained

the age of 72 prior to or on the date of his or her election or reelection.

III. Board Compensation and Performance. Dominos believes its compensation

and benefits for directors should be competitive. The Compensation Committee

will review the compensation and benefits of the Company’s non-employee

directors, from time to time in comparison to such peer and other companies as it

determines appropriate and recommend to the Board of Directors proposed

compensation and benefits for non-employee directors. Dominos believe that

directors should receive significant compensation in the form of stock or stock-

based instruments. The Board and each of its Committees will perform an annual

self evaluation. Interaction with Institutional Investors, Press, Customers,

Shareholders, Etc. The Board of Directors believes that management should

speak for Domino’s Pizza, Inc. The Chairman of the Board of Directors shall

speak for the Board of Directors.

IV. Meetings of the Board of Directors

(a) Scheduling and Selection of Agenda Items for Board Meetings. The Chair of

the Board, and the Chief Executive Officer, in consultation with the Board, will

establish the agenda for each Board meeting and distribute it in advance to Board

members. Each director is free to suggest the inclusion of items on an agenda, to

raise at any Board meeting subjects that are not on the agenda for that meeting or

to request the presence of, or a report by, any member of management. During at

least one Board meeting each year, the Board of Directors will be presented the

long-term strategic plan for Domino’s Pizza, Inc. and the principal issues that

management expects the Company to face in the future.

(b) Board Material and Presentations. Information and data that is important to

the understanding of the business and matters to be considered at the Board

meeting should generally be distributed in writing sufficiently in advance so

directors can be well prepared for the meeting. Material should be succinct and

focused. All directors are expected to review this information in advance of

meetings. The Board of Directors encourages management to invite managers to

present at Board meetings who (i) can provide additional insight into the specific

matters being discussed because of personal involvement in these areas or (ii)

have future potential and should be given exposure to the Board of Directors.

(c) Participation in Board Meetings. Board members should prepare for, attend

and participate in all Board and applicable Committee meetings.

V. Committees of the Board of Directors. Board of Directors will establish

committees from time-to-time to facilitate and assist in the execution of its

responsibilities. Domino’s currently have three committees: the Audit Committee,

the Nominating and Corporate Governance Committee and the Compensation

Committee. All members of the Audit, Nominating and Compensation

Committees will, subject to the New York Stock Exchange Listing Standards, be

independent directors and will satisfy the New York Stock Exchange

independence requirement. Frequency and Length of Committee Meetings and

Committee Agenda. The Committee Chair, in consultation with the other

Committee members, will determine the frequency and length of Committee

meetings and, with appropriate members of management and staff, develop the

agenda for Committee meetings. The meeting minutes of the Committees will be

shared with the full Board of Directors.

VI. Leadership Development. The Compensation Committee will evaluate the

Chief Executive Officer annually based on clearly articulated criteria, including

performance of the business, accomplishment of long-term strategic objectives,

development of senior management and the Chief Executive Officer’s annual

business goals. The evaluation will be communicated to the Chief Executive

Officer by the Chair of the Compensation Committee. The evaluation will be used

by the Compensation Committee in determining the compensation of the Chief

Executive Officer. The Chief Executive Officer will review succession planning

and management development with the Board of Directors on an annual basis.

This succession planning includes the development by the Nominating and

Corporate Governance Committee of policies and principles for selection of the

Chief Executive Officer, including succession in the event of an emergency or

retirement.

VII. Ethics and Conflicts of Interest. The Board expects Domino’s directors, as

well as officers and employees, to act ethically at all times and to acknowledge

their adherence to the policies comprising the Domino’s Pizza Code of Ethics.

Any violation of the Domino’s Pizza Code of Ethics shall be reported to the

Chairman of the Nominating and Corporate Governance Committee. The

Company will not make any personal loans or extension of credit to directors or

executive officers. No non-employee director may provide personal services for

compensation to the Company, other than in connection with serving as a

director. The board will not permit any waiver of an ethics policy for any

director or executive officer.

VIII. Reporting of Concerns to Non-Employee Directors or the Audit Committee

Domino’s encourage its team members to discuss their concerns about the

Company’s conduct with their supervisors, People First representatives or

members of the legal department. Any team member who has a complaint about

the Company’s accounting practices, internal accounting controls or auditing

matters, may communicate that concern directly to the non-employee directors or

to the Audit Committee. Such communications may be confidential or

anonymous, and may be e-mailed or submitted in writing and may be sent to

special addresses that are published on the company’s website. All such

communications will be promptly reviewed by the Director of Internal Audit and

any concerns relating to accounting, internal controls, auditing or officer conduct

with respect to these matters will be sent immediately to the Chair of the Audit

Committee.

• Identification of opportunities and threates:-

Opportunities

There are favorable market expansion opportunities for Domino’s Pizza Inc in India and China where currently it have very few franchises moreover new product development by introducing new products in the current menu are a step that can be taken. Especially introduction of new flavor additives and pizza toppings that are region specific can be a good stride for Domino’s.

The distribution network should be further strengthened so as to ensure market penetration in the existing markets at maximum optimum levels.

Threats:- The major threat to Domino’s Pizza Inc., like all other fast food restaurants, is

the increasing consumer awareness about the he harmful health implications

associated with high calorie fast food items. The researches in the health sector

about the fast food products being saturated with fats, oil, sugars and sodium etc

pose a threat to Domino’s. In addition to this there are other researches showing

the potential harmful effects associated with the artificial additives, flavors and

preservatives added to these fast foods.

Intensive competition and franchise management which vary with currency fluctuations pose a threat to the company. Apart from that Domino’s operations in countries like India, where there is unruly traffic system, are greatly affected to reach its claim.

Strengths • Leading pizza delivery company in the US

with more than 5,000 stores in the US • Global franchise operations - more than

3,500 in over 50 countries • Strong brand equity supported by heavy

advertising & marketing campaigns • Supply chain & distribution network • It has enabled to keep pace with the

technology by offering online menus

Weaknesses • Slow growing and declining same-

store sales • Weakening bottom line • Its ambiance is not upto its

competitors • Menu not elaborated and modified as

compared to other chains • Leaning Tower of Pisa

Opportunities • Growing presence in emerging markets,

particularly in India, China • Leverage supply chain & distribution

system to introduce new products

Threats • Changing consumer habits towards

healthier food choices • Franchise operations affected by

currency exchange fluctuations • Intensive competition from a

fragmented number of small competitors

• Product Scope:-

Domino’s pizza plans about the future for their product and it’s acceptance by it’s

customers. They make aware customers by sales promotional activities and

advertising. Domino’s Pizza (Domino’s) is a US-based pizza delivery company.

The company principally operates 9,351 company-owned and franchise stores,

located in 50 states in more than 65 countries. In addition, the company operates

in 16 regional dough manufacturing and supply chain centers in the US and six

outside the US. The major product offerings of the company include crunchy thin

crust, ultimate deep dish and classic hand tossed pizzas with a number of regional

toppings. Its side items include domino’s pizza buffalo chicken kickers, bread

sticks, cheesy bread, cinna stix and buffalo wings. The company operates through

three reportable segments, namely, domestic stores, domestic supply chain and

international. The company is headquartered at Ann Arbor (Michigan), the US.

Domino's Pizza, Inc. Key Recent Developments…

Mar 11, 2010 Domino's to open 300th store in India

Mar 08, 2010 Domino's appoints new EVP for its supply chain

Mar 03, 2010 Domino's Pizza Q4 Revenues Increase 8.1%

Mar 02, 2010 Domino's appoints Gregory A Trojan to its board of directors

Mar 02, 2010 Domino's Pizza appoints new Board of Directors

• Contains a study of the Provides all the crucial information on Domino's

Pizza, Inc. required for business and competitor intelligence needs

• major internal and external factors affecting Domino's Pizza, Inc. in the form

of a SWOT analysis as well as a breakdown and examination of leading

product revenue streams of Domino's Pizza, Inc.

• Data is supplemented with details on Domino's Pizza, Inc. history, key

executives, business description, locations and subsidiaries as well as a list of

products and services and the latest available statement from Domino's Pizza,

Inc.

Reasons to Purchase

• Support sales activities by understanding your customers’ businesses better

• Understand prospective partners and suppliers

• Keep fully up to date on your competitors’ business structure, strategy and

prospects

• Obtain the most up to date company information available

•

• Evaluation of competitive edge:-

In this the domino’s pizza evaluate the unique skills, position

of the domino’s pizza into the market is identified so that

domino’s can survive into the market among the

competitors.

Competitors:-

McDonalds

Wendy's

Papa John's

International and California Pizza Kitchen

What make domino’s pizza better than it’s

competitors:-

• Varity of Pizza’s

• Good ambience

• Services offered

• Quality of pizza’s• Location of the Outlet

• Waiting time in the outle

t• Door step services

Planning of work flow:-

Team work: roles and responsibilities Team Members Objectives Roles and

Responsibilities Conducting team training on new business Coordinating the

process from start to end, guidelines or design developments Manage and

monitor day-to-day activity Guiding and motivating fellow employees

1. Project and provide direction to team members, Effective supervisory and

organizational manager effective planning, Cost estimating and Lead the project

team schedule control, guide the project and o Motivate self and team members

create roles and responsibilities Resolve issues in a timely manner Assessing the

current status of the project. Ensuring the viability of the project Controlling

each stages of the project according

2. Strategic to the original plan. according to the company’s target and

consultant Organizing meeting with the direction objectives. Reporting financial

and market analysis Researching and reporting on external In Charge of

investigating the company’s opportunities.

3. Public market and establishing an appropriate Understanding current and

potential customers. relations and marketing plan for the project according to

Developing the marketing strategy and plan marketing Domino’s pizza Mk

strategy. Managing agencies, Asses the risk of the project, Managing the

project’s budget.

4. Financial Forecasting and planning: Estimate the Investment decision

Manager requirement of funds Setting up financial o Evaluating financial

performance goals evaluating financial performance. To ensure profitability, so

that income exceed expenses Developing, preparing, analyzing and reviewing

budgets and other financial reports. Creating innovative designs, drafts, or

presentations for the project. Supervising the development of the mobile Meeting

customer expectations app, creating communication supports, and Ensuring

design quality and that design .

5. Design designing technical tools according to directives are followed Manager

Domino’s Pizza corporate image & Technical knowledge of the design process

standards. Be creative and innovative Be flexible and dependable Coordinating

the process of the project as , Develops and maintains a detailed project well as

the members of the project, schedule ensuring the effective preparation and Assist

the Project Manager

6. Coordinator ongoing evaluation of project activity and delivery of all project

events and meetings and production of all necessary reporting on project

progress to the project documentation manager .

Yet many organizations rely on outdated publishing processes that were designed

for centralized teams publishing primarily to print, neglecting the realities of

today's dispersed workgroups publishing to multiple formats that require new

workflows and new models for collaboration.

Domino’s on the methods and tools of this bygone era causes a common set of

problems, placing a heavy burden on everyone trying to keep up with increasing

demand. When work is divided into small tasks/jobs . A trained specialist who

is competent required to perform each job. Thus, division of work leads to

specialization.”The intent of division of work is to produce more and better work

for the same effort .Specialization is the most efficient way to use human effort.” It

is applicable at all levels of management and it reduces the work load of an

organization.

• Mission and vision of domino’s pizza:-

MISSION:-

Its mission statement is

“Exceptional franchisees and team members on a mission to be the best pizza

delivery company in the world.” it implement this mission statement by following

a business strategy that-

• Puts franchisees and Company-owned stores at the foundation all thinking and

decisions;

• Emphasizes ability to select, develop and retain exceptional team members and

franchisees;

• Provides a strong infrastructure to support stores

• Builds excellent store operations to create loyal customers.

Grow leading position in an attractive industry

U.S. pizza delivery and carry-out are the largest components of the U.S. QSR

pizza category. They are also highly fragmented. Pizza delivery, through which a

majority of our retail sales are generated, had sales of $10.9 billion in the twelve

months ended November 2008. As the leader in U.S. pizza delivery, believe that

convenient store locations, simple operating model, widely-recognized brand and

efficient supply chain system are competitive advantages that position to

capitalize on future growth.

• Leverage strong brand awareness.

Believe that the strength of Domino’s Pizza brand makes one of the first choices

of consumers seeking a convenient, quality and affordable meal. They intend to

continue to promote brand name and enhance reputation as the leader in pizza

delivery Leading industry publication Pizza Today magazine named Domino’s

Pizza" Chain of the Year" in 2003In 2007 it launched the campaign, “You Got 30

Minute,” which built on the Company’s 30-minute delivery heritage .In 2007 and

2008, each domestic stores contributed 4% of their retail sales to advertising fund

for national advertising in addition to contributions for market-level advertising

.Intend to leverage strong brand by continuing to introduce innovative,

consumer-tested and profitable new product varieties (such as Domino’s Brooklyn

Style Pizza and Domino’s Oven Baked Sandwiches), complementary side items.

•Expand and optimize domestic store base .Plan to continue expanding base of

domestic stores to take advantage of the attractive growth opportunities in U.S.

pizza delivery. They believe that scale allows expanding store base with limited

marketing, distribution and other incremental infrastructure costs. Additionally,

franchise-oriented business model allows expanding store base with limited

capital expenditures and working capital requirements. While they plan to

expand traditional domestic store base primarily through opening new franchise

stores, they will also continually evaluate mix of Company-owned and franchise

stores and strategically acquire franchise stores and refranchise .Company-owned

stores.

• Continue to grow international business.They believe that pizza has

globalappeal and that there is strong and growing international demand for

delivered pizza. Theyhave successfully built a broad international platform,

almost exclusively through master franchise model, as evidenced by their 3,726

international stores in more than 60 countries.They have significant long-term

growth opportunities in international markets where theyhave established a

leading presence. In their current top ten international markets, believethat store

base in total for these ten markets is approximately half of the total long-term

potential store base in those markets. Store-level economics of business model,

the growinginternational demand for delivered pizza and the strong global

recognition of the Domino’sPizza brand. International stores have produced

positive quarterly same store sales growth for 60 consecutive quarters.Segment

overview

It operates in three business segments:

Domestic stores-

Domestic stores segment consists of domestic franchise operations, which oversee

network of 4,558 franchise stores located in the contiguous United States, and

domestic Company-owned store operations, which operate network of 489

Company-owned stores located inUnited States;

Domestic supply chain-.

Domestic supply chain segment operates 17 regional dough manufacturing and

food supply chain centers, one supply chain center providing equipment and

supplies to certain of domestic and international stores and one vegetable

processing supply chain center.

• International segment-

International segment oversees network of 3,726 international franchise stores in

more than60 countries. International segment also distributes food to a limited

number of markets from six dough manufacturing and supply chain centers in

Alaska, Hawaii and Canada (four).

VISION:-

The vision of the domino’s pizza is to being the number one in pizza.

Domino’s pizza provides 30 minutes home delivery of pizza and

produce the best for the less . They make effort to make them number

one in pizza and now they have 227 domino’s pizza in India and 9000

all over world.

• Training of personnel:-

Fast food restaurant managers are responsible for ensuring that the restaurant runs smoothly. Responsibilities include personnel and employee supervision, food preparation and sanitation, customer service and other duties as they

arise. Fast food restaurant managers should be organized, perform well under pressure, enjoy working with food and have strong customer service skills. Education and Training.

• Fast food managers generally have a high school diploma or GED and

may have additional food service education. Managers working in a

chain restaurant complete a training program specific to their

company and receive several weeks or months of on-the-job training.

Personnel Functions

• Fast food managers are responsible for hiring, scheduling, training

and supervising employees. Depending on the size of the restaurant,

they may also manage and train assistant managers and crew leaders.

In some restaurants, managers are responsible for payroll, periodic

employee reviews and disciplinary action.

Food Preparation and Management

• Managers oversee all aspects of food preparation, including cold prep,

cooking, storage and disposal of food. They also ensure that orders are

being completed timely and served properly. They may also inventory

and order food and supplies.

Customer Service

• Fast food managers ensure that the restaurant and its employees are

providing good service to customers, including completing and

serving orders quickly, being courteous and efficient and keeping the

restaurant, restrooms and parking areas clean. Managers also respond

to customer comments and complaints.

Work Schedule

• Fast food managers may work any shift, including evenings,

weekends and holidays. Mangers may work long hours to compensate

for staffing issues, and must sometimes change their work schedule on

short notice.

Earnings

• Earnings vary based on experience, restaurant chain and location.

According to the Bureau of labor Statistics, as of 2008, the median

annual wage for fast food and limited service restaurant managers was

$41,320.

• Planning of forms of data collections:-

Definition of a database

Data is information.

A database is a collection of data, which is usually organized through a program

such as Microsoft Access. Examples of a database include search engines such as

Google and Yahoo, wiki’s such as Wikipedia, video streaming sites such as You

tube, timetables and telephone directories.

Advantages of a Database:

Data is easily retrieved from a database because it is in some form of order. Using

the phone book is easy because the names are in alphabetical order. Imagine if the

names in a phone book were not in any order. How long would it take to find the

number for Domino’s pizza?

Data Types: A database is organised with the following types of data. (Largest to smallest.)

Database- Container for various types of data eg. Graphics or text

Record- A database record stores the entire data describing one item in the database

Field- A database field is a single complete piece of data from a record: for example a

name or telephone number

Character-

Most fields contain data made up of characters that represent keyboard symbols.

Most information is stored in this form

Each field must contain a specific data type; that helps the computer validate the

data. The different types of data that can be entered into a field are:

· Text – Text can be used to store any keyboard characters. Examples fields are

‘name’ and ‘address’. A limitation of text is that it is restricted to 256 characters.

· Number- which is best for items that will be used in formulas, such as calculating

totals or averages. Example fields are ‘age’, ’height’ and ‘test mark’.

· Yes/no- (or true/false), which may be used for anything that can have a ‘yes’ or a

‘no’ value. Example fields are ‘payment overdue’ or, ‘Gold Class member’.

· Date/time- Allows records to be sorted into calendar order. Example fields are

‘birthday’ and ‘membership renewal date’.

· Currency- which is similar to the number data type but is displayed with the

currency symbol ($) and usually with two decimal places. Example fields are

‘amount owing’ and ‘membership fee’.

· Memo- unlimited characters.

· OLE (object link embedding)- you can copy to a clipboard can be entered into a

database e.g. pictures, video

· Hyperlink- A link to almost anything.

Planning your Database:- When planning your database, consider what you want to do and the type of data

contained in the database. These fields will be used to search your database for the

following information

Field Name & Data type

Navigating an electronic database:-

In a database we have a number of different objects available to us. At school you

will probably only ever use the 4 objects.

Tables-Tables are where you set up the database fields and their properties

Queries-Queries allows us to extract the exact data we want from the database

Forms- Forms are used to enter data into the database

Reports-Reports allow us to print the data we want from the database

Database Inputs and Outputs

It is important to credit the source of the data when it is not your own invention.

This can be done in the description part of the form view.

Data Input and Error Checking There are two main types of checks; (1) Validation check and

(2) Verification Check.

(1) Validation Check is used to check for errors such as:

• Wrong types of data (Entering numbers instead of text.)

• Data values that are too big or too small (Like attempting to type more than 256

words in text.)

Most DBMS validate data automatically.

(2) Verification Check means checking data for accuracy. This is harder to operate

that Validation Check because it checks if all the entered information is correct.

• Typing and spelling mistakes

• Incorrect values

Data verification is usually performed on word (Spell Check.) However,

verification checks must be manually operated one by one and are very slow and

time-consuming when you are performing the check yourself. In business, the

customer usually verifies his/her own data.

Database Outputs

Form View • A form view displays all the record on a single file.

• The form view spreads the field out to make it easier to read.

• Form views often have heading, labels and other items.

• Form views are used to enter data.

List/Table View • A list/table view displays many separate records on the same screen.

• Every row is a single complete record and every column is a field.

• It is used to enter or edit data.

Report View • Reports are lists of records and selected fields and usually show the result of a

search.

• Reports are usually printed.

• The DBMS that creates reports is called the Report Generator.

Avoiding common data collection mistakes:-

• Wrong focus – too much emphasis on periodic, global “needs assessments,”

not regular work, specific applications.

• Field work – populist census rather than a sample. Undifferentiated

forms/surveys by audience. Inadequate campaign management.

• Response management – unclear thought on (in)tangible incentives.

Accepting chronic participation.

• Communication – not sharing results in a transparent manner “whats in it

for the respondent” is being part of the process.

• Surface level analysis – week conclusion err on slide of being

“objective”/looking at trees, not forest. Little consideration of buyers.

• Interpretation – be receptive to bad news. focus on actionability internal

approach to mind details or reject counterintuitive findings.

• Self life – insufficient use of study after first presentation :not retaining data

for ongoing applications, foundation for new studies.

Budget Allocation:-

Once the marketing objectives and strategies of Domino;s pizza are

agreed, it become possible to cost out the various programmes for the

contributing marketing activites. The nature of advertising input, sales

staffs, distributions and so on can be determined and budgets allocated

accordingly.

The output of total process of domino’s pizza is strategic marketing plan

covering a period between 3 and 5 years plan.

Section: B- Systems Design of MIS in

Domino’s pizza

The design of an MIS cannot be carried out in an unplanned fashion.

The different groups of tasks and the cost of design make it a major

project. The conceptual design outlines the structure of the MIS and

indicates the performance requirements for those who will develop the

detailed design. Since it establishes the broad outlines of the MIS, the

managers who are going to make use of it should have a major role in

the development and evaluation of alternative concepts. Domino’s

recognize the fundamental business problems and objectives of the

MIS. The system constraints can be environmental, basic business, or

technical. The management is mainly responsible for describing the

first two.

Design the application architecture: The

detailed design of the MIS begins after the conceptual

framework has been devised. The detailed design starts in

Dominos with the performance specifications provided by

the conceptual design and ends with a set of specifications

for the construction of the MIS. If the operating system is

not going to be changed, the design of the MIS should be

developed in association with the design of the operating

system.

The systems design phase is generally broken into two sub phases, top-

level design and detailed design. Top-level design consists of the

identification of the major system components and their functions. In

order to specify the top-level design, a number of alternative system

design concepts are synthesized and evaluated in terms of a variety of

selection criteria, which include cost (implementation, operation and

maintenance), performance, satisfaction of requirements, development

risk, flexibility for expansion/upgrading, and political acceptability.

The important aspect of top-level design is to present several feasible

solutions to the system managers and users, to describe their

advantages and disadvantages, and to obtain a consensus on a preferred

design concept. An example of a design decision is the decision

concerning which functions should be implemented using computers

and which should be manual (e.g., should data collected at a regional

level and needed at a central level be transmitted via the Internet (e.g.,

virtual private network or e-mail) or hand-carried on a memory stick).

Detailed design consists of specifying all of the system components and

functions in detail. In the detailed design phase, decisions are made

concerning what data elements are to be collected, how they are to be

coded, how frequently they are to be collected, and at what levels of

detail they are to be aggregated. A critical design decision concerns

the "units of analysis". The decision on the unit of analysis has a

significant impact on both the cost of the system operation (especially

the data collection burden) and on the flexibility of ad-hoc reporting.

This design decision is particularly important. While it is an easy

matter to revise a data entry screen or report format, it is not possible

to produce a desired report about a particular type of unit if data on

that unit are not included in the data base.

Design the system database: A complete

description of the detailed design cannot be given, as design

work is a creative and problem-solving activity. The

'systems approach' to problem solving uses a systems

orientation to define problems and opportunities in Dominos

and develop solutions. Every organization needs to make a

decision on whether to develop the IS in-house or buy it

from external sources. These kinds of decisions are called

make-or-buy decisions. For a software sub system in

Dominos pizza, the structured analysis / structured design

approach involves the use of techniques such as data flow

diagrams, functional decompositions, and structure charts.

The data are stored in a set of tables. The table rows are

generally called “records,” and the table columns are

generally called “fields.” It is necessary that the entities

stored in the database have unique identifiers, called “keys.”

For a database to be in first normal form, each field is

“indivisible” – it contains a unique type of information, and

there are no “repeating groups” of information. For

example, one field would not contain a person’s complete

address (street address plus city) and another field his city –

the address would be split into two fields, one containing the

street address and another containing the city.

Furthermore, a record would not contain multiple fields

representing successive product sales – each sale would be

stored in a “Sales” table, identified by an appropriate key

(linking it to other data tables). For a database to be in

second normal form, each table must have a unique

identifier, or primary key, that is comprised of one or more

fields in the table. In the simplest case, the key is a single

field that uniquely identifies each record of the table. (When

the value of a primary key of a table is stored in another

table, it is called a “secondary key.”) The non-key fields

provide information only about the entity defined by the key

and the subject of the table, and not about entities in other

tables. For example, data about the population of the city in

which a person lives would not be included in a table of

house addresses, because city population is an attribute of

cities, not of house addresses. For a database to be in third

normal form, each non-key field must be functionally

dependent on the key, that is, the values of the key

completely determine the values of the non-key fields. Said

another way, each non-key field is relevant to the record

identified by the key and completely describes the record,

relative to the topic of the table. Most commercial relational

database systems require that the database be in third

normal form. In some cases, to improve efficiency, a

database may be de normalized (e.g., by storing an element

of data in two fields), but this should be rarely done (and

code should be included in the database to ensure that data

integrity is maintained (e.g., in this example by updating the

redundant data on a regular basis, and making sure that all

queries and reports use the latest data)).

Design the system interface: The system design

phase specifies what computer equipment is to be used.

Because of the very high computing power (fast speed, large

memory, long word-length) of current-day microcomputers,

the large capacity of hard drives, the tremendous variety and

capabilities of available application software, and the

reasonable cost of hardware and software, current

microcomputer-based systems will be able to accomplish

many of the desired system requirements at acceptable cost

and level of complexity. Because of the large diversity of

choice, however, and because the acquisition and training

costs are not negligible, it is necessary to carefully consider

the alternatives and make a good selection. Experience with

a wide variety of software and hardware is a valuable asset

in guiding the hardware/software selection process. The

significant processing capabilities of microcomputers makes

them appropriate candidates for many practical MIS

applications. Major categories of software involved in a

microcomputer-based MIS system are database software,

spreadsheet / presentation graphics, and statistical analysis

packages

Packaging design specification: Depending on

the system size and number and location of users,

networking may be a useful option. Larger applications may

exceed the processing capabilities of microcomputer-based

systems, in which case larger (e.g., minicomputer-based)

systems may be appropriate. The following paragraphs

mention some practical aspects of system design.

• System Size. Modern microcomputers are so powerful that

most MIS applications can be done using commercial off-

the-shelf (COTS) microcomputers (e.g., those using the

Microsoft Windows operating system). Previously, a major

constraint on system size was the computer word length.

About the only reason for using a large database

management information system such as Oracle is advanced

features, such as security.

• Selection of Software. For most applications, the

choice is between using a very expensive system, such as

Oracle, or a very inexpensive one, such as Microsoft Access

or SQL Server. Another option is to use open-source (free)

software, such as My SQL. For most applications, the

Microsoft Access database system is a good choice.

Microsoft introduced its Access database management

system in 1997, and introduced major upgrades in 2000 and

2003. The 2000 version was prone to fail (catastrophic

“freezes” with no way to repair the system but to go back to

a much earlier version) for larger applications, but the 2003

version was quite stable. The newer versions introduced in

2005 and 2007 are very similar to the 2003 version. Until

recently, Microsoft included Access as one of the modules of

its Office suite (with Word processor, Excel electronic

spreadsheet, PowerPoint presentation slides, and Outlook e-

mail system). The cost of the entire suite was only a few

hundred dollars, so the cost of the Access system was

essentially zero (since few purchasers used this module, and

purchased the suite for the other programs). Recently,

Microsoft has “unbundled” the Access system, so that it

must be purchased separately in some instances. Even so,

the cost is just a few hundred dollars, for a standalone or

small-network system.

Recently, Microsoft has decided to discontinue further development of

Access, with the goal of shifting users to the SQL Server. A free

version of SQL Server (SQL Server 2007 Express Edition) is available,

but the cost of the full product is much higher than Access. This is a

very unfortunate move for consumers, given the tremendous power and

ease-of-use of Access. After ten years of development (from its

introduction in 1997), it had evolved to a reliable, easy-to-use system,

and it is a shame to see Microsoft withdrawing support for it. SQL

Server is not a good substitute for Access. It may be more powerful in

some respects, but it is much less easy to use (and more expensive).

Although open-source software is free to acquire, there are other costs

involved. There are two major drawbacks associated with it. First, the

major open-source database system is My SQL, and it is a very

“primitive” system. It is programmed using the SQL language, and

does not contain the useful database development tools that Microsoft

and other proprietary systems contain. It is hard to use. The second

drawback is that the pool of personnel who are familiar with open-

source software such as My SQL is much smaller than the pool of

personnel who are familiar with.

• Microsoft systems such as Access. In a developing-

country context, this can present serious problems. A firm will

typically have a more difficult time recruiting information-

technology staff who are familiar with open-source systems than

with Microsoft systems. This situation will result in higher

staffing and training costs. Query Design. The major factor

affecting database performance is the quality of the design of the

queries (procedures used to retrieve data). In a relational

database system, queries are implemented using the SQL

programming language. Systems such as Access have automated

tools for constructing queries, called “query builders.” If a query

is not properly constructed, the time to retrieve the data could be

many hours instead of a few seconds. I was once asked to consult

on a project in Egypt, where the performance of a database had

declined over the two years since its installation to the point

where routine queries that had once taken seconds to donow took

hours. The problem was that the developer had tested the system

on a small data set, and had not examined the system performance

for large (simulated) data sets. As the set increased over the years

(as data were added to the database), the time required to retrieve

data increased to completely unacceptable levels. I had a similar

experience in Malawi, where the simple process of entering data

(done by a few data-entry clerks) was bringing the system (a

state-of-the art dual processor computer and an Informix

application) to its knees.

There are two things that must be done, in order to keep query times

fast. The first is to create “indexes” for keys that are used in the

processing of data. The second is to perform all “selects” and

“aggregates” before performing any table “joins.” (A “select” is the

process of selecting records from a table; an “aggregation” is the

process of aggregating data in a table, such as calculating totals or

means of subsets; a “join” is the process of combining data from

different tables (which are related by keys). The process of joining

tables can be very time-consuming for large tables. In an uncritical

approach to constructing a query, the user may construct a single SQL

statement that includes the selection, aggregation and joining. For

large tables, such queries can require much time, even if the keys are

indexed. It is important to break the query into a series of simpler

queries, such that the join is made on as small a table as possible. Most

queries do not involve accessing all of the data in the database. If

indexing is done and if selections and aggregations are performed

before joins, the tables to be joined are often small, and the query is

very fast. Expensive database systems such as Oracle make a big deal

out of “optimizing” SQL statements, and they charge massive amounts

of money for such systems. This is wasted money.

In all cases, an analytically minded database user can break a query into

a series of simpler queries and accomplish the same level of

performance.

There are many other factors to be considered in conducting the

detailed design of a management information system, such as whether

data should be archived year by year or included in a single large

database (to facilitate time series analysis); whether the data should be

entered at a central facility or on-line via many distributed

workstations (e.g., in different districts); procedures to be used for

primary data collection (e.g., questionnaires); data-cleaning routines;

and security.

Section: C- MIS Implementation of

Domino’s pizza

Construction of MIS:

In Domino’s pizza the construction of MIS is done by the different

personnel in 3 different phase in which the MIS is code and design in

different computer language.

• System Analyst: The system analyst of Domino’s pizza clarifies

business requirements to be implemented by programmes.

• System Designers: Here the designer of Domino’s pizza may have to

clarify the design, integration requirements and programme

documentation that is used in writing and testing the programme.

• System builders: The system builders of Domino’s pizza will

assume the primary responsibility for writing and testing the

application software.

Testing of MIS:

The pizza industry is a highly competitive mature market. There are

many pizza’s makers ranging from local pizza to international franchise.

With the current health kick in today’s society aswell as economic

downturn, many companies are being forced to make healthier, cheaper

product. It is doubtless that Domino’s pizza has important strengths

that help to cope with uncertain and ever changing environment but

they should try to take the most of the opportunities in the near future

as well as to attempt to reduce the impact of its threats over its

performance. Domino’s pizza do not have specific weakness but the lack

of organic pizza limits the target market which become more of an issue

lately. The phone application of Domino’s pizza was firstly tested by

Pizza and Apple. Then they provided the customers with online

ordering of pizzas.

The current Domino’s menu features a variety of Italian-American

entrees and side dishes. In 2011 Domino’s launched artisan style pizza

that offer a base blend of rich flavours to compliment chef inspired

toppings. Additional entrees include pasta, bread bowls and oven-baked

sandwiches. The menu also offers chicken side dishes, breadsticks, as

well as beverages and desserts.

From its founding until the early 1990’s the menu at Domino’s pizza was

kept simple relative to other fast food restaurants to ensure efficiency of

delivery.

The first menu expansion occurred in 1989,with debut of Domino’s

deep dish or pan pizza. Its introduction followed market research

showing that 40% of American pizza customers preferred thick crusts.

The new product launch cost approx $ 25 million of which $15 million

was spent on new sheet metal plans with perforated bottoms. Domino’s

started testing extra large size pizzas in early 1993 starting with 30 slice

yard long “THE DOMINATOR”.

Training in Domino’s pizza: Adequate user training is very

much important for successful implementing an information system.

The user may be identified and classified differently on the basis of the

operation functions performed by them. Domino’s provides a

comprehensive training programme prior to operating its own store.

This is an 8 week training process where employees will receive both

technical and practical hands on training. By the end of the 8 weeks

employees will have acquired skills and knowledge in all areas of the

store operations. The employees will be guided to establish effective

system and procedures to ensure the smooth operations of the store.

The employees will also be shown simple but highly effective business

management principles such as establishing an effective marketing plan

to ensure the success of its business. The goal of this franchise training

is to have trained employers and to set up the store in 9 weeks.

Without training, the implementation has no meaning. To start with zero

level of knowledge adaptation of the programme will be difficult and frustration

will be higher in the employees.

Project planners should be aware that, when training commences, and as

the system is deployed, the final training requirements will often exceed

initial expectations.

Installation in Domino’s pizza: In installation process the

necessary hardware and software should in fact start immediately after the

design specifications of the system are over. It should be ensured that the

facilities which are required for installing the hardware such as site

preparations, work computers room layout, air conditioning, electric

connections, communications lines, etc should be complete to avoid loss of

time in making the system operational.

Delivery: Speedy and reliable channels are essential among all firms in

the industry, they are not necessarily difficult for new comers to attain.

Now a days the mobile application market in currently booming. A mobile

application can be highly convenient for customers it offers them the

possibility to review “on-the-go” the entire offer of the company, select the

product he would like to be delivered and also be charged directly on its

mobile phone. It save time for the company and optimizes productivity.

There is no longer need for an employee to spend time on the phone with a

customer it avoids the mistakes that can be made and it is more user

friendly than an internet webpage. This totally fits the Dominos pizza

products “a young urban buyers”

In 2004, Domino’s launched a National Hotline, enabling customers to

order pizza from their nearest store, without having to remember

individual store numbers. By dialling 087 12 12 12 12 from a landline, or a

previously registered mobile, customers are connected to their nearest

store. If their number is not registered, Domino’s Pizza technology will

triangulate the customer’s co-ordinates and ask whether they would like to

order from their nearest store or request the post code for the store they

would like the delivery made to.

• 30 minutes guarantee: In 2007 it launched the campaign, “You

Got 30 Minute,” which built on the Company’s 30-minute delivery

heritage.

At one point, Domino's Pizza had a guarantee that a

customer would receive their pizza within 30 minutes of

ordering, or they would receive the pizza free and Domino's

still guarantees delivery within 30 minutes, failing which the

customer is given his order free of cost.

-They does not take order if the customer is calling from

distance place where it is impossible to deliver pizza within

30 minutes

-If suppose a customer is ordering a pizza cost for Rs. 500 &

if they are unable to deliver the pizza within time , suppose

they are late for another 6 to 10 minutes , then they give

discount of Rs 300 & provide the pizza for Rs 200

-They believe in the service called TSG (Total Satisfaction

Guarantee)

-Free Home delivery of home cooked food in South Delhi.

They offer both Non-Vegetarian and Vegetarian home-

cooked food for small Get-Together. The Costs are very

Reasonable and the foods are Hygienic and Low fat.

CONCLUSION

Domino’s is known for their best services. We can summarize the whole that

Employee’s behaviour is the major factor, which influences the customer

perception most about the pizza outlets while they are followed by environment,

parking space, internal, and external factors. Domino’s commitment to home

delivery pizzas has kept them up to the mark and at the same time kept a good

customer loyalty.

• Domino's is a powerful global brand.

• Significant, ongoing investments in advertising result in broad

consumer awareness.

• Domino’s are the No.1 pizza delivery company.

• They have the largest share of pizza delivery channel.

• They have a large and growing international presence.

• They operate a profitable, value-added supply chain system.

• They also ensure quality and consistency.