Domino's reports record financial result off back of digital and customer innovation

Pizza maker chalks up stellar results as it battles to quash allegations around visa fraud, underpayment of wages and financial pressure across its franchise network

ASX-listed Domino’s has chalked up more than $1 billion in first-half network sales for the first time in its history, a result it says was buoyed by an emphasis on customer-led offerings, food quality and digital technology.

The results come in an otherwise tough week for the pizza maker, which came under fire after allegations emerged about visa fraud, underpayment of wages and penalties across its franchise network.

Domino’s reported a 21.1 per cent increase in group revenue to $539.4 million for the six months to 31 December, off a 26.8 per cent increase in network sales over the same period. In A/NZ, Domino’s reported a 23.9 per cent growth in underlying EBITDA to $55.2m, off the back of 17.2 per cent growth in revenue to $150.1m.

Group CEO and managing director, Don Meij, said the launch of the ‘Taste the colour’ menu last September, Domino’s most significant menu upgrade in eight years, contributed 17.4 per cent growth in same store sales across A/NZ. The strong emphasis on digital innovation, including the deployment of frictionless payment options such as Android Pay and Apply Pay, also helped improve customer experiences, he said.

Carry-out online order growth was a key contributor to the first-half results, and the group noted more than 50 per cent of orders were made online, a 32 per cent increase over the six-month period. The launch of the ‘On-time cooking’ initiative in 2016, which tracks consumers coming to collect their order through GPS and starts cooking their order only when they’re in a hot zone around the store, helped lift these sales, Meij said.

Other technology initiatives over the past 12 months included trials of the Dru robot, a robotic deliveryman, the launch of the ‘Zero click app’, and Domino’s InstaGift for gifting pizzas. The group is also utilising data-driven insight in a bid to down delivery times from the traditional 30-minute window to just 10 minutes under the ‘Project 3/10’ initiative. Over the next 3-5 years, Domino’s plans to have pizza ready for pick up in three minutes or delivered to a customer’s house in 10 minutes.

“Our focus on innovation is always with our customers as our first priority; we continuously work on streamlining the order experience, and ceaselessly conduct testing to ensure this is as smooth as possible,” Meij said. “Our team constantly tests and implements changes to our online environment, including incremental changes such as varying aspects of our ordering process, to make it easier for our customers and increase online conversion rates.”

Domino’s said it’s growing its mobile-first development and making further investments into artificial intelligence, both in the name of improving customer engagement further. Alongside this, the group is working with partners in the social media and search space to trial and implement more targeted marketing platforms.

The stellar financial results are a bright spark is what has been a tough week for Domino’s, after allegations were made in an article by Fairfax Media of staff exploitation, visa fraud and financial pressure across its 600-strong franchise network.

In an attempt to quash these reports, Meij stressed it wasn’t just Domino’s headquarters enjoying strong profitability, but also the group’s franchisees. He noted 87 per cent of new stores in the first half were opened by existing franchisees or store managers, and that EDBITA for Australian stores had increased by 31.7 per cent over the past two years.

The average franchisees EBITDA is expected to between $245,000 and $257,000 in the current financial year, based on an owner maintaining 1.8 stores, while EDBITA per store is forecast to be between $138,000 and $145,000 in FY17. Meij also stated that of its 600 stores, 21 were unprofitable in the previous financial year and received financial assistance from the group as a result.

In addition, Meij provided details of the group’s compliance program, which audits franchisees to ensure they’re compliant with Domino’s ‘zero tolerance policy’ for unethical behaviour. Since launching three years ago, 456 store spot checks had been completed, as well as 102 store audits, via a third party. These had recovered $4.2m in underpaid wages and superannuation from franchisees, which Meij said represented just 0.8 per cent of the total labour costs of the franchise network.

As a result of these checks, four franchisees had been removed from the system and an additional 22 franchisees exited, he said. In regards to employment visa fraud, Domino’s said it received its first query last week and is investigating the matter now.

“It is disappointing to us that there is anyone that would break from Domino’s policies and process,” Meij stated during a briefing with journalists. “We are embarrassed by some of those individual’s actions, but we will not apologise for our zero-tolerance policy and will work to support our franchise network.”

Technology innovations of the past year, meanwhile, extended to local staff management and included attendance management solution, Tanda, which builds and analyses rosters.

Domino’s will announce more technology advancements at its next Abacus event on 1 March.

Thanks to the strong results, Domino’s upgraded its underlying EBITDA and NPAT guidance for the full year to 32.5 per cent growth, a figure in line with the 33.6 per cent lift on the prior corresponding period in EBITDA to $116.2m, and a 30.8 per cent increase in NPAT to $539.4m.

Follow CMO on Twitter: @CMOAustralia, take part in the CMO conversation on LinkedIn: CMO ANZ, join us on Facebook: https://www.facebook.com/CMOAustralia, or check us out on Google+:google.com/+CmoAu

Join the CMO newsletter!

Error: Please check your email address.
Show Comments

Supporting Association

Blog Posts

Is your content marketing missing the mark?

Does it ever seem like the content you create falls flat on its face or that the leads you’re generating aren’t worth following up?

Dan Ratner

managing director, uberbrand

​ Creating a purpose-driven brand

So you want to be a brand with purpose. But what does it actually mean to build a brand with real meaning?

Paul Chappell

Partner and managing director, Brand + Story

Customer experience crisis: Proactively mitigating the risk of broken promises

Last Friday, three weeks after United Airline’s spectacular customer experience disaster, customers received a letter from the company’s CEO, Oscar Munoz.

Very rarely have I come across views so true. There are so many gems in this article, reflective of reality, onec can read it again and a...

Shyam Mishra

ANZ digital chief: Tackle the ‘frozen middle’ of your organisation or face irrelevancy

Read more

STOP STEALING BUISNESS CLASS TOILETS from A380, new 787's and A330's!!!!Thats what you call customer experience ONE toilet for all Busine...

Joe

Qantas CMO: What it's taking to evolve our customer experience

Read more

Dare i suggest that a "CEO" role in a peak industry body like Think Brink is not really much of a leap from CMO because it is also a mark...

Sventana

CMO to CEO: Think Brick chief reveals what it takes to make the jump

Read more

Grate post, thanks for the post.No matter what your business is, if you do no not rank among the top most search results of Google, Yahoo...

Rahul

Image intelligence:10 must-see infographics for marketers

Read more

Thank you Shane Blandford for carrying my Smarketing vision into KM !

Peter Strohkorb

​CMO Interview: Why aligning sales and marketing drives innovation at Konica Minolta

Read more

Latest Podcast

More podcasts

Sign in