Today, customers can order through Apple TV, Google Home, Amazon Echo, Ford Sync, SMS, Samsung Smart TVs, smartwatches, an in-app voice assistant, and other emerging platforms, as well as via Tweets, Slack, and Facebook messenger. This was the beginning of their innovative ordering platform, Domino’s AnyWare. The company implemented a strategy of enabling customers to order on their favorite devices, any way they want, anywhere. The second major phase of the process was surprise and delight. Mobile excellence, combined with A/B testing to find out what worked and developing robust consumer profiles, gave Domino’s a strong foundation on which to build. Mobile contributed to half of their digital sales, with digital sales taking over the majority of sales. ![]() By building world-class native and iOS mobile clients, with a powerfully responsive experience, the Domino’s business model fundamentally shifted. Knowing the industry was moving to mobile, the brand took a mobile-first approach. The first phase of their transformation was based on getting the fundamentals right. According to Kelly, it was important from the start to promote a culture where the Marketing and IT teams were collaborative and strategically aligned.Īccording to Kelly, Domino’s success can be explained in two distinct phases. In addition to investing heavily in telling consumers about their new digital products, they built platforms like Think Oven, to maintain a two-way dialogue with them. It was important for the brand to be transparent about both their need to change, as well as the huge investment they were making in their digital transformation. With brand image being a crucial area in need of improving, Domino’s new unified, tech-forward vision was shared broadly across owned, earned, and paid channels.
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