DOMINOS SIZZLES WITH PIZZA TRACKER

When it comes to pizza, everyone has an opinion. Some of us think that our current pizza is just fine the way it is. Others have a favorite pizza joint that makes it like no one else. And many pizza lovers in America agreed up until recently that Dominos home-delivered pizza was among the worst. The home-delivery market for pizza chains in the United States is approximately $15 billion per year. Dominos, which owns the largest home-delivery market share of any U.S. pizza chain, is finding ways to innovate by overhauling its in-store transaction processing systems and by providing other useful services to customers, such as its Pizza Tracker. And more important, Dominos is trying very hard to overcome its reputation for poor quality by radically improving ingredients and freshness. Critics believe the company significantly improved the quality of its pizza and customer service in 2010. Dominos was founded in 1960 by Tom Monaghan and his brother James when they purchased a single pizza store in Ypsilanti, Michigan. The company slowly began to grow, and by 1978, Dominos had 200 stores. Today, the company is headquartered in Ann Arbor, Michigan, and operates almost 9,000 stores located in all 50 U.S. states and across the world in 60 international markets. In 2009, Dominos had $1.5 billion in sales and earned $80 million in profit. Dominos is part of a heated battle among prominent pizza chains, including Pizza Hut, Papa Johns, and Little Caesar. Pizza Hut is the only chain larger than Dominos in the U.S., but each of the four has significant market share. Dominos also competes with local pizza stores throughout the U.S. To gain a competitive advantage Dominos needs to deliver excellent customer service, and most importantly, good pizza. But it also benefits from highly effective information systems. Dominos proprietary point-of-sale system, Pulse, is an important asset in maintaining consistent and efficient management functions in each of its restaurants. A point-of-sale system captures purchase and payment data at a physical location where goods or services are bought and sold using computers, automated cash registers, scanners, or other digital devices. In 2003, Dominos implemented Pulse in a large portion of its stores, and those stores reported improved customer service, reduced mistakes, and DOMINOS SIZZLES WITH PIZZA TRACKER shorter training times. Since then, Pulse has become a staple of all Dominos franchises. Some of the functions Pulse performs at Dominos franchises are taking and customizing orders using a touch-screen interface, maintaining sales figures, and compiling customer information. Dominos prefers not to disclose the specific dollar amounts that it has saved from Pulse, but its clear from industry analysts that the technology is working to cut costs and increase customer satisfaction. More recently, Dominos released a new hardware and software platform called Pulse Evolution, which is now in use in a majority of Dominos more than 5,000 U.S. branches. Pulse Evolution improves on the older technology in several ways. First, the older software used a thick-client model, which required all machines using the software to be fully equipped personal computers running Windows. Pulse Evolution, on the other hand, uses thin-client architecture in which networked workstations with little independent processing power collect data and send them over the Internet to powerful Lenovo PCs for processing. These workstations lack hard drives, fans, and other moving parts, making them less expensive and easier to maintain. Also, Pulse Evolution is easier to update and more secure, since theres only one machine in the store which needs to be updated. Along with Pulse Evolution, Dominos rolled out its state-of-the-art online ordering system, which includes Pizza Tracker. The system allows customers to watch a simulated photographic version of their pizza as they customize its size, sauces, and toppings. The image changes with each change a customer makes. Then, once customers place an order, they are able to view its progress online with Pizza Tracker. Pizza Tracker displays a horizontal bar that tracks an orders progress graphically. As a Dominos store completes each step of the order fulfillment process, a section of the bar becomes red. Even customers that place their orders via telephone can monitor their progress on the Web using Pizza Tracker at stores using Pulse Evolution. In 2010, Dominos introduced an online polling system to continuously upload information from local stores. As with most instances of organizational change of this magnitude, Dominos experienced some resistance. Dominos originally wanted its franchises to select Pulse to comply with its requirements for data security, but some franchises have resisted switching to Pulse and sought alternative systems. After Dominos tried to compel those franchises to use Pulse, the U.S. District Court for Minnesota sided with franchisees who claimed that Dominos could not force them to use this system. Now, Dominos continues to make improvements to Pulse in an effort to make it overwhelmingly appealing to all franchisees. Pizza Hut and Papa Johns also have online ordering capability, but lack the Pizza Tracker and the simulated pizza features that Dominos has successfully implemented. Today, online orders account for almost 20 percent of all of Dominos orders, which is up from less than 15 percent in 2008. But the battle to sell pizza with technology rages on. Pizza Hut customers can now use their iPhones to place orders, and Papa Johns customers can place orders by texting. With many billions of dollars at stake, all the large national pizza chains will be developing innovative new ways of ordering pizza and participating in its creation.

Question 1

Think of the data that Dominos systems capture. Elaborate on the reports that can be generated from that data. (15 Marks)

Question 2

Evaluate how Dominos applied Information Systems Strategy improve their business performance. (20 Marks)

Question 3

Discuss how Dominos aligned ICT Strategy (IT/IS) to the organisation strategy? (20 Marks)

Question 4

Evaluate the effects of information systems to the operations of Dominos. (20 Marks)

Questions 5

Describe with the aid of a diagram the value chain of Dominos. (20 Marks)