DOMINO’S PI))A

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 PI))A
• 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,
 United States

(June 10, 1960)

Domino's Pizza, Inc. (NYSE: DPZ) is an
Ann Arbor, Michigan, international pizza delivery corporation
Headquarters United States
Area served Worldwide
Tom Monaghan,
Key people Founder
J. Patrick Doyle, CEO
Pizza, sandwiches,
Products pasta, chicken wings,
desserts
$1.425 billion USD
Revenue (2008)

Employees 145,000
Website www.dominos.com

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
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.
 Weaknesses
Slow growing and declining same-
Strengths
store sales
Leading pizza delivery company in the US
Weakening bottom line
with more than 5,000 stores in the US
Its ambiance is not upto
Global franchise operations - more than
its competitors
3,500 in over 50 countries
Menu not elaborated and modified as
Strong brand equity supported by heavy
compared to other chains
advertising & marketing campaigns
Leaning Tower of Pisa
Supply chain & distribution network
It has enabled to keep pace with the
technology by offering online menus

Threats
Opportunities
Changing consumer habits towards
Growing presence in emerging markets,
healthier food choices
particularly in India, China
Franchise operations affected by
Leverage supply chain & distribution
currency exchange fluctuations
system to introduce new products
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.