| Description |
1 online resource (28 pages) |
| Series |
Emerald emerging markets case studies |
| Notes |
Learning outcomes: The case study should enable the student:1. to assess the complexities of the Indian quick service restaurants (QSRs) market and its competitive dynamics;2. to infer the factors which have contributed to the growth of Domino's Pizza in India;3. to apply different tools and techniques to assess and refine strategy;4. to evaluate Domino's Pizza India in the context of the value chain analysis; and5. to examine the strategic options available to Domino's India for achieving its future growth in India |
|
Case overview/synopsis: The case details the growth story of American pizza chain Domino's in India. Jubilant Food Works Limited (JFL), a part of the Jubilant Bhartia Group, operates the Domino's Pizza chain in India. The first restaurant was opened in India in 1996 and, in the initial years, the focus was on promoting and popularising "pizza" as an interesting meal replacement option. Over the years, through memorable advertising, operational efficiency and product innovation, Domino's emerged as the market leader in the organised pizza market in India. The growth in competition both from domestic and international brands and the challenge posed by the growth of food aggregators posed challenges to its prospect of maintaining market leadership. The nationwide lockdown because of the pandemic severely impacted the foodservice industry. Significant changes were seen in the operations of the QSR and rapid growth was witnessed in online food ordering especially through food delivery apps. The management at JFL believed that the demand for QSR would increase rapidly in the country given the possibility of closure of 30%-35% of conventional restaurants. This company had raised the store addition target for FY22 to 150-175 from earlier 135 as it believed that there would be a greater demand for trusted brands. The management believed that the domestic market had the capacity to absorb 3,000 Domino's outlets compared with the earlier estimate of 1,800-2,000 outlets. In the first quarter of FY22, it added 20 new Domino's stores. Was the management correct in anchoring its future success on new physical retail outlets? Was there a need to revisit the strategy? |
|
Complexity academic level: The case has been written with the objective of enabling the students to understand the dynamics of a rapidly changing emerging market. It is structured for use at a Master's level course and an MBA audience in the subject of Business Strategy/Retail Strategy |
|
Supplementary materials: Teaching notes are available for educators only |
|
Subject code: CSS 11: Strategy |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Print version record |
| Subject |
Domino's Pizza (Firm)
|
|
Fast food restaurants -- India
|
|
Electronic commerce -- Case studies
|
|
Business planning -- Case studies
|
|
Business & Economics -- E-Commerce -- General.
|
|
E-commerce: business aspects.
|
| Form |
Electronic book
|
|
