Domino's Pizza: Fortressing a Market

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Can we start by exploring when and how you first encountered the concept of fortressing.

I've been pondering that since you sent over the list of questions. I remember it quite distinctly. It was in Liverpool in March 2014, shortly after I had taken over as Chief Executive. We had a strategist from Domino's US, who had previously worked for Bain. He presented a chart showing the growth of Papa John's and Domino's in the 1990s. Essentially, Papa John's opened around 1,100 to 1,500 stores during that period, while Domino's opened about 200. The 1,500 stores that Papa John's opened targeted Domino's weak points, specifically the periphery of their delivery areas. Papa John's seized the opportunity to offer customers superior service and products in those areas where Domino's was weakest. This strategy led to Papa John's growth and its emergence as a serious competitor to Domino's in the US.

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What do customers say they care about when choosing Domino's?

Customers generally have positive feedback about Domino's product and service. During the years I was running Domino's in the UK, the early years of the aggregators, customers consistently said that we at Domino's provided better service and product than the aggregators. I believe the aggregators are better businesses today than when I was competing with them, due to their increased experience. However, customers highly valued the service and quality of a hot pizza arriving within 15 to 20 minutes of ordering.

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