3. Compared to the competition

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For the skeptics: the company's results were not a unique move for the sector. Compared to its main competitors, Domino's far outperformed both operationally and in share price, as can be seen in the charts below:

Share Price: Domino's VS. Player

Same-store sales: Domino's VS. Players

Part 2: The "Domino's" business
In a straightforward and minimalist way, Domino's business is to serve quality belarus phone data food at a competitive price, with simple ordering access and efficient service, enhanced by technological innovations. In this model, there are 2 main drivers of growth/sales:

1. Same-store sales

2. New Store Growth

Many of the company's innovations and corporate initiatives come together to accelerate the growth of both channels.

Obviously there is no recipe to explain how Domino's achieved these results. I have gathered and organized, after much research and from multiple sources, some of the company's actions and strategies over the past few years.

Before we drill down on Domino's digital journey, it's important to keep in mind other developments that support the turnaround.

1. Reinvention of the menu
The company has updated over 90% of the menu since 2010. Not only that, it revitalized the quality and image of the product in 2009/2010 when customer feedback was not positive. The most iconic case at the beginning of the company's turnaround was how they dealt with the increasing and harsh customer complaints about the product quality and how the CEO behaved in the face of the facts.

Patrick admitted in a public announcement that the pizza was horrible and that the company was willing to understand and improve the menu and ingredients. Below is a commercial where Patrick himself appears talking about the case.