3. Digital marketing "We are as much a tech company as we are a pizza compan

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Another essential part of the company's transformation journey was branding and communication. Domino's became a technology company by embedding that in its DNA.

Focus on digital channels:
The company began to focus and invest heavily in digital channels to the detriment of TV, for example.

With a very special focus on social media, naturally. Even in the few ads on "traditional" vehicles, the call to action or message focused on their digital initiatives.

For example, in one TV commercial, the main content was not about pizza, belarus phone data but rather about showing experiments with a new delivery method.

New communication formats:
The company began to adopt more modern/digital content and communication formats, such as:

- The marriage site

- Or the video of the CEO commenting on some photos from a campaign where customers were encouraged to send photos of their pizzas (in a game about how fake the menu photos were):

Domino's - Show Us Your Pizza
Loyalty Program:
Another recent launch by the network was a proprietary loyalty program initially launched as a pilot in Canada in 2015.

The program already has 15 MILLION active users. With the program, the network "gamifies" the customer experience, offering, for example, 10 points for each pizza ordered and rewarding them with discounts, experiences and products.

4. Digital operation Single POS:
One of the great technological innovations and foundation to create and sustain much of the technological revolution was the creation of a unique POS system developed in-house, already used by 100% of stores in the US and in +6K stores outside the country.

Data driven company:
Another major investment by the company was in hiring data systems and professionals. Today, data drives a large part of the company, making it possible to know exactly: who your customers are, what each one eats, when, where, what devices they use, what has changed... Below is a reference from the investor presentation on the impact of data on the company's management.

Smart process for opening new stores
Another major innovation was in network intelligence to map new store opening opportunities and also in the process itself. Previously, the franchisee would suggest where he understood there was an opportunity for a new store.

Now, the franchisee chooses an opportunity based on a geographic catalog. This catalog is built using complex algorithms that take into account countless data sources.

New store opportunities aim to improve delivery service and the carryout experience.