As a company grows and expands, so can its brand offerings; however, not all brands are typically a success, especially over the long-term. As a company's marketing manager, discuss what steps you wou

MBA 5841, Strategic Marketing 1 Cou rse Learning Outcomes for Unit VII Upon completion of this unit, students should be able to: 3. Contrast different product market strategies. 4. Evaluate an integrated marketing communication mix. 5. Create a budget to include marketing, financial, and production resour ces. 6. Classify concepts related to price and its impact on business strategies. 8. Develop an integrated comprehensive marketing strategy for an organization's product offering. 8.1 Implement a comprehensive marketing plan for a company. Course/Unit Learning Outcomes Learning Activity 3 Unit VII Project 4 Unit VII Project 5 Unit VII Project 6 Unit VII Project 8 Unit VII Lesson Chapters 11 and 15 Unit VII Project 8.1 Unit VII Project Reading Assignment Chapter 11 : Energizing the Business Chapter 15 : Setting Priorities for Businesses and Brands Unit Lesson Domino’s Pizza, Inc. is a good example of how a company continues to create marketing strategies that will energize its brand. Aaker and Moorman (2018) describe three ways in which a company may energize its brand: create innovations to improve the offering, energize the brand and marketing, and increase existing customers’ usage. Under its current CEO, Patrick Doyle, Domino’s has demonstrated all three very well, producing impressive results. Domino's is an international food franchise organization. It creates earnings and revenu e from the following revenue -producing areas of the business: sales of food, equipment and supplies to company -owned and franchised Domino's stores, and royalties and fees from domestic and international Domino's franchises. Considered to be UNIT VII STUDY GUIDE To Energize or Disinvest, That is the Question Domino ’s storefront (Kozlenko, 2013) MBA 5841, Strategic Marketing 2 UNIT x STUDY GUIDE Title a part of the limited -service restaurant industry, the company ranks just behind Yum Brands, Inc. , which owns Pizza Hut, KFC, and Taco Bell, and just ahead of Papa John’s Pizza ( “Dominos Pizza ,” 2018 ). Like most of its competitors in its industry segment, Dom ino’s of fers a varied menu , featuring its array of pizza toppings. In support of this staple, it also offers other entrees such as oven -baked sandwiches, bread side items, desserts, and chicken wings. Domino’s locations in areas such as Japan and Brazil have modif ied their pizzas to fit local culture flavor preferences (“Dominos Pizza ,” 2018). Its industry is very competitive. It is not uncommon for a successful company to have a sudden reversal of fortune, negatively impacting its bottom line and ability to compe te (like Chipotle, as was described in Unit III) . Domino’s has had its share of competitive challenges , which it has faced head -on, involving the participation of its customers. In spite of its challenges under the leadership of its current CEO, Domino’s h as grown steadily for most of the past decade. To achieve this, Domino’s has continued to build a top -flight leadership team skilled in domestic and international marketing as well as business operations. First, Domino’s has sought to innovate to improve its offerings. These innovations have gone beyond the product offering itself. Domino’s used to believe its customers only wanted their pizza delivered quickly. Taste and quality were subordinate to quick delivery. After listening to their customers, who liked and were supportive of the Domino's brand, the company undertook an extensive overhaul of its pizza menu. They went so far as to hire a pizza chef to oversee the menu transition. Their innovative approach was to survey their current customers about t he taste of the previous pizza menu. The company paid particular attention to the worst comments offered by its customers. Once the new pizza menu had been successfully initiated, pizza deliveries were recorded by a camera crew and delivered by the new com pany pizza chef to the previous naysayers. Their surprised reactions were quickly replaced by expressions of delight at the improved new pizza taste. This campaign quickly changed the minds of those who previously thought Domino’s was not about good -tastin g pizza. Concurrently, the company began energizing the brand and marketing through its improved ordering campaign. In the past, pizzas were normally ordered via telephone. It was a lengthy, troublesome, and error - prone process. Domino’s began offering m ultiple ways for customers to us e technology to place their pizza orders more quickly and reliably. Most recently, Domino’s allowed its customers to order using Facebook Messenger. In June 2015, it allowed customers to text a pizza emoji as their order. Do mino’s CEO reflected on the large number of texts sent worldwide every year, which is estimated to be 8 trillion. From this, he concluded that Domino’s customers would benefit from ordering this way ( “9 Unique Marketing Gimmicks ,” 2017). The next technolog y ordering innovation was called the TV app. Launched in 2015, through its partnership with Samsung, the company created a TV app on Samsung Smart TVs. Once the customer profile was created within the TV app, customers could order their favorite pizza thro ugh the TV for either pick -up or delivery. Customers could then view their pizza delivery status via the pizza tracker on the Samsung TV app. Next, customers could utilize their smartphone using the Zero Click app. The order is placed by default , giving th e customer a 10 -second countdown timer to stop the order if it was placed by mistake. Next, there is the Smartwatch app that launched in March 2015 , which allow s customers to order from their smartwatch. It encouraged customers to use these new technologie s by offering discounts of up to 20 % when they ordered through these technologies ( “9 Unique Marketing Gimmicks ,” 2017). Domino's delivery driver (Angela 2109 , 2007) MBA 5841, Strategic Marketing 3 UNIT x STUDY GUIDE Title Increasing the customer’s brand touchpoints was another achieved Domino’s goal when they announced wedding and baby registries, which is yet another way the company innovated around the customer experience. This was an example of how Domino’s energized the brand and marketing , differentiating it from its competitors within its industry sector (Haynes, 2017). As a part of an innovative idea for increasing customer usage of their product, Domino’s is partnering with the Ford Motor Company to establish a fleet of self -driving vehicles to deliver customers’ pizza. Additionally, as a part of their research, Domino’s is attempting to see if ha ving customers step outside to pick up their pizzas from the vehicles will have a negative effect on the customer experience. Through sustainable planning, the driverless fleet will initially consist of Ford Fusion Hybrids, and these specially built vehicl es are desi gned to send data back to Ford. All of these innovations and technologies will be working together to improve Domino’s offering s, energize its brand and marketing, and increase customer usage (Aaker & Moorman, 2018). The big opportunity for th e company and all of its competitors is the Super Bowl , where Domino’s plan s to deliver 1.2 million pies. With its 3,400 stores, customers can use this technology to preorder their game -day pizza to be delivered on time for the opening kickoff. The pizza tracker will enable customers to "find out whether the pie is being prepared, baked, boxed, or en route" ( “Domino’s Pizza Tracker ,” 2008 , para. 2 ). Domino’s has demonstrated that it is continually utilizing different ways to complement and enhance its cust omers’ experience with its products. The company has shown that , although good -tasting pizza is important to customers and for its brand, it has also looked for other ways beyond pizza to engage and excite its customers about its offerings. Domino’s has be en rewarded by building a loyal customer base, a strong brand, and has become one of the top leaders in its industry segment. The next question for Domino’s will be how these innovations can scale internationally . In addition to its innovative ways in whi ch it continues to energize its brand, Domino’s does so by not presenting itself as just another casual dining pizza provider. Originally, seeing itself as a pizza marketing company, Domino’s saw its revenues and profits rise steadily. When its marketing s trategies proved insufficient to continue growing to meet its stated objectives, Domino’s reexamined its core business. F rom this strategic analysis process, the company determined its customers desired two additional core business demands —a pizza product that was both delivered fast and also delicious as well as better, innovative ways in which to improve the ordering and delivery process using technology in ways not seen before by its industry sector. Domino’s customer commitment was strengthened by the success of these initiatives. Also, while in demonstrating its support through the implementation of these initiatives, Domino’s became a premier marketing company, delivering a great pizza and flavorful casual dining products while creating a sophisticat ed technology infrastructure for successfully supporting these initiatives. The company’s competitive advantage was fast pizza delivery at a value price. Next, Domino’s improved the pizza product itself , creating an additional competitive advantage while a lso extending its market reach. Finally, its technology investment in its ordering, tracking, and self -driving delivery systems also made it an information technology (IT) company, which was unique for competitors in its industry segment. From this conside rable technology investment, Domino’s can further engage and excite its customers through the many ways it provides for real -time interaction prior to the ordering process, during the ordering process, during the order preparation process, through the trac king of the delivery process, and finally , through the post -purchase process. All of these increased customer touch points have been designed to improve Domino’s customer satisfaction and improve its brand equity. Many of its competitors have at least one or two of the same competitive advantages, but none have all three , which makes Domino’s a market leader and strong competitor in a crowded, competitive industry segment. References Aaker, D. A., & Moorman, C. (2018). Strategic market management (11th ed.). Hoboken, NJ: Wiley. Angela2109. (2017). Domino’s delivery driver [Photograph]. Retrieved from https://commons.wikimedia.org/wiki/File:Domino%27s_delivery_driver.jpg MBA 5841, Strategic Marketing 4 UNIT x STUDY GUIDE Title Dominos Pizza, Inc. (NYS:DPZ). (2018). Retrieved from http://www.mergentonline.com. libraryresources.columbiasouthern.edu/companydetail.php?compnum ber=109104&pagetype=synopsis Domino's pizza tracker mixes h igh -tech with Super Bowl XLII; A s the restaurant chain plans delivery of 1.2 million pies, the new service lets customers find out wh ether the pie is being prepared, baked, boxed, or en route. (2008, January 31). InformationWeek . Retrieved from http://link.galegroup.com.libraryresources.columbiasouthern.edu/apps/doc/A174089496/ITBC?u=oran 95108&sid=ITBC&xid=ff2d7399 Haynes, J. (2017, No vember 30). Expecting? Domino’s Pizza offers baby registry for new parents. Retrieved from http://www.mlive.com/business/ann - arbor/index.ssf/2017/11/dominos_pizza_now_offering_bab.html Koslenko , M . (2013). Dominos Pizza at Engadine, NSW [Photograph]. Retr ieved from https://commons.wikimedia.org/wiki/File:Dominos_Pizza_at_Engadine,_NSW.jpg 9 unique marketing gimmicks launched by domino’s in the last 3 years [Blog post]. (2017, February 3). Retrieved from http://www.mlive.com/business/ann - arbor/index.ssf/20 17/02/the_10_unique_marketing_gimmic.html Suggested Reading In order to access the following resources, click the links below. The fol lowing video brings a humo rous point about Domino’s pizza -tracking technology and delivery time. Advert.ge . (2017, March 22 ). Domino’s -home for pizza [Video file ]. Retrieved from https://www.youtube.com/watch?v=wqzX5hUoID0&feature=youtu.be Click here to access the video transcript . Customer satisfaction is very important in product pricing. While much research is focused on price increases, the authors in this article focus on how customer satisfaction moderate customers’ willingness to repurchase products that have undergone a price increase. Homburg, C., Hoyer, W. D., & Koschate, N. (2005). Customers' reactions to price increases: Do customer satisfaction and perceived motiv e fairness matter? Journal of the Academy of Marketing Science , 33 (1), 36 –49. Retrieved from https://search -proquest - com.libraryresources.col umbiasouthern.edu/docview/224889090?accountid=33337 Learning Activities (Nong raded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. Chapter 11 Knowledge Check Complete the Chapter 11 Knowledge Check to gain a better understanding of the lesson. Click here to access the Chapter 11 Knowledge Check. MBA 5841, Strategic Marketing 5 UNIT x STUDY GUIDE Title Chapter 15 Flash Cards The following interactive presentation on Chapter 15 will assist you in better understanding the lesson. Cli ck here to access the Chapter 15 Flash Cards . (Click here to access a PDF version.) Chapter 15 “For Discussion” Questions Review the Chapter 15 “For Discussion” questions on page 281 in your textbook , and answer one to two questions. Submit your respons es to your instructor for relevant feedback.