Case Study
Rethinking Domino's Expansion Plan
"It is a lesson for every retailer. Unviable units should be shut down. A pizza joint or a burger
joint should realize that in a fast expanding market, they are not just competing with outlets
which have similar interests but also with other kinds of food outlets as well."
- Arvind Singhal, MD, KSA Technopak.
Rethinking Domino's Expansion Plan
In May 2001, Pavan Bhatia, CEO, Domino's Pizza India Ltd.1 (Domino's) stepped down from his
post. Earlier, in March 2001, at a board meeting, Domino's top management concluded that
'Pavan Bhatia's performance during his 18-month tenure was not up to the mark.' The board
felt that Pavan Bhatia had initiated an expansion strategy that was 'reckless and not properly
thought out.' However, many analysts did not agree with the board's conclusion. They felt that
the board was not considering the possible long-term benefits of Pavan Bhatia's strategy.
During March 2000-January 2001, Pavan Bhatia opened Domino's outlets in small towns and
cities. Pizza consumption in these places was very low. Analysts felt that even those willing to
opt for the product found the price unacceptable. The cost per meal was too high. In
September 2001, due to low footfalls2 and lower volumes, Hari Bhartia3 planned to shut down
Domino's outlets not only in some small cities4 but also a delivery outlet in the wealthy
Gujranwala Town in North Delhi. One of the two outlets in Ludhiana was also planned to be
shut down.
Sky is the Limit
In November 1999, Pavan Bhatia took over as the CEO of Domino's. He seemed to be very
ambitious and wanted to make Domino's the largest fast-food chain in India. Pavan Bhatia
went about opening Domino's outlets across the country. The number of outlets multiplied
four fold to 100 between March 2000 and January 2001. It was the fastest growth Domino's
had in any of the 63 countries it operated in. From an average of four stores every year in its
first four years of operation, Domino's expanded to more than 100 outlets in 10 months across
30 cities.
1
Domino's Pizza India Ltd. was the Indian franchisee of Domino's Pizza Inc. Domino's, Inc. entered into a
franchisee agreement with Vam Hari Bhartia Corp., (promoted by Bhartia brothers - Shyam and Hari) to enter the
Indian market. Domino's entered India in 1996.
2
Number of consumers visiting an outlet
3
Co-Chairman, Domino's
4
Bareilly (Uttar Pradesh), Meerut (Uttar Pradesh ), Moradabad ( Uttar Pradesh) and Gwalior (Madhya Pradesh)
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Case Study
Domino's entered into an agreement with a real estate consultant CB Richard Ellis (CBRE) to
help with locations, conduct feasibility studies, and manage the construction. Pavan Bhatia
said, "We are in the business of selling pizzas, not hunting for real estate. And one of the
biggest impediments in retailing is real estate, so we decided to hand over the entire real
estate operations to estate consultants CB Richard Ellis." Pavan Bhatia realized that fast track
growth could be achieved only by focussing on the core business of selling pizza.
He said, "We realised we'd be wasting too much time, money and resources trying to do it all
ourselves. For instance, just acquiring a bunch of permits for each store in each city is itself a
big job. Then there are the brokers, city laws, markets, licensing, title, infrastructure, water,
power, lease agreements, signage and most important, dealing with competing restaurants."
CBRE not only managed to take care of all these hassles but also furnished the outlets.
Domino's also opened outlets at large corporate offices, cinema halls and university campuses.
In early 2000, Domino's had opened an outlet at the corporate office of Infosys, Bangalore,
which was very successful. It also had outlets at cinema halls - PVR in Delhi, Rex in Bangalore,
and New Empire in Kolkata. Pavan Bhatia wanted quantum growth and felt that Domino's
needed to tie up with airports, railway stations and petrol pump stations.
Incidentally, CBRE was already working with oil companies, advising them on how to go about
making their petrol pumps ready for competition once private players came in. CBRE made a
recommendation to Indian Oil Corporation (IOC) to let Domino's operate in its petrol pump
premises. In December 2000, Domino's entered into an agreement with IOC to provide food
products at the latter's 7,500 outlets across the country. In early 2001, Pavan Bhatia signed an
agreement with Steve Forte, CEO, Jet Airways, to launch their 'ultimate deep dish,' and
'sweetie pie' products on Jet Airways flights.
Pavan Bhatia said, "For Domino's, sky is the limit. We like to deliver hot, fresh pizzas
everywhere, anytime. This tie-up with Jet Airways takes our commitment to customers on the
move even a step further."
PIZZA HUT'S EXPANSION STRATEGY
Pizza Hut entered India in June 1996 with its first outlet in Delhi. Initially, the company
operated company-owned outlets. However, keeping in line with its worldwide policy where
Pizza Hut was gradually making a shift from company-owned restaurants to franchisee
owned restaurants, Pizza Hut made the shift in India too. This policy helped the company to
reduce the huge costs in setting up new outlets. Pizza Hut had four company-owned
franchisees - Universal Restaurants Pvt. Ltd. (Delhi, Uttar Pradesh and Rajasthan), Specialty
Restaurants Pvt. Ltd. (Punjab), Dolsel Corporation (Gujarat, Karnataka and Andhra Pradesh),
Pizzeria Fast Food Pvt. Ltd. (Pune and Tamilnadu) and Wybridge Holdings (Mumbai). By
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Case Study
March 2001, Pizza Hut had 20 outlets. In the same month, Pizza Hut announced its plan of
opening 30 more outlets in India by 2001 end, through franchisee route. By March 2001,
Pizza Hut had 13,000 outlets across 90 countries.
What Went Wrong?
Domino's officials felt that there was nothing wrong with increasing the number of outlets.
Hari Bhartia said, "We needed to grow to effectively utilize the expensive back-end
infrastructure (like distribution centres) that we had set up by March last year (1999)."
However, analysts felt that the growth had taken place on a business model that was not able
to support it.
Unlike other fast-food chains, Domino's operated on company-owned outlets basis, rather
than franchisee route or a mix of both. (Refer Box for Pizza Hut's expansion strategy) Domino's
officials argued that this ensured quality and the ability to deliver on time, as the company
promised. But this also meant that Domino's had to invest a huge amount in real estate and
equipment for each of the new outlets. There were also other overheads such as salaries,
keeping inventories, and huge marketing expenses to attract consumers.
To earn a return on these investments, sales in each new outlet had to reach a viable level
quickly. Or else, the operation could soon become unviable. It also meant that profitable
outlets would end up subsidizing the non-profitable ones. Location of the outlet was an
important determinant of profits. Analysts felt that, in its race to dominate the pizza business,
Domino's took some wrong steps. For instance, the outlets in Meerut (Uttar Pradesh) and
Ghaziabad (Uttar Pradesh) were located in areas that were not very lucrative. Moreover, some
outlets were located far from the nearest commissary.5
This resulted in a logistical lapse and hence, huge transportation costs. Analysts felt that the
worst mistakes were made in Sri Lanka. Domino's invested US$2 million (Rs. 94 million) to
open six outlets. To become viable, each outlet had to earn minimum threshold revenue,
which according to some analysts, was in the range of Rs. 10,000 - Rs. 16,000 per day.
This meant an average footfall of 100-160 per day. The outlets would run into losses, if it was
not met. According to reports, three of the six outlets in Sri Lanka were under-performing.
Analysts felt that Pavan Bhatia believed in spending money to create hype about the brand.
For instance, Domino's opened 15 outlets on a single day in early 2000.
And, as it was customary to have outlets inaugurated by film stars; Domino's spent in the
range of Rs. 0.3-0.5 million on each film star to inaugurate one outlet.6 He also initiated an all-
5
Central points where fast-food chains keep inventories.
6
Domino's had invited Twinkle Khanna, Karishma Kapoor and other popular heroines of Hindi films.
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Case Study
India brand-building exercise. Besides TV campaigns, the exercise included the installation of a
unique, single toll-free number to order pizzas.
The number ensured that the call would be diverted to the nearest Domino's outlet and the
customer didn't have to remember numbers of specific outlets. Analysts felt that the
combination of national advertising and the single toll-free number led to discontent amongst
customers who were attracted to dial, but discovered that no outlet existed in their city or
town. Many analysts argued that the toll-free number would have worked if Domino's had
1000 outlets. Also, the all-India campaign did not justify the needs of specific outlets or
regions.
Many analysts felt that there was nothing wrong with Pavan Bhatia's expansion plan.
Commenting about the expansion, a consultant associated with the expansion plan said, "One
has to take risks to reach economies of scale. Domino's also shook up competition when it
reached a target of 100 outlets." According to a company handout released in early 2001, the
increase in number of outlets was fourfold during March 2000-January 2001.
However, Hari Bhartia, without whose approval the expansion could not go ahead, insisted
that the increase was only 100% in 2000-01. Domino's officials who supported Pavan Bhatia's
expansion plan were of the view that only 5% of all stores were located in places where
business was poor. This was a globally accepted trend. They further argued that the profitable
stores cross-subsidizing the unprofitable ones was also a common practice globally.
Though Hari Bhartia was skeptical regarding the effectiveness of some of the marketing
initiatives taken up by Pavan Bhatia, many analysts argued that the campaigns got new
individual and institutional customers to the company. Gautam Advani, former Chief of
Marketing, Domino's explained, "...it was the advertising blitzkrieg that helped the company
move to the first place from the sixth in both Mumbai and Bangalore..."
Analysts were divided in their opinion about Hari Bhartia's role in all these developments.
While some felt that Hari Bhartia was kept in the dark, others felt that he was a silent
spectator. Still others felt that Hari Bhartia actually agreed with Pavan Bhatia's strategy, only to
make him a scapegoat when things went wrong. Officials who supported Pavan Bhatia's
expansion plan felt that Hari Bhartia was completely aware of all the developments. They said
that he had actively supported some of Pavan Bhatia's plans including expansion of outlets.
However, others claimed that Pavan Bhatia did take some initiatives without prior consent of
Hari Bhartia. For instance, marketing expenses of about Rs.50 million were allegedly spent
without prior budgetary approvals. It was also believed that there were no records to account
for an expenditure of about Rs.20 million on the Sri Lankan operations. However, Pavan
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Case Study
Bhatia's supporters claimed that such allegations were meant to malign him and nothing of the
sort could take place in a professionally run organization.
No Correlation Between Expansion and Sales
Pavan Bhatia's expansion plan would not have come under criticism had actual sales matched
the projections. Hari Bhartia said that there was a gap between the two. According to some
company officials, in mid 2001, the actual sales were half of projections. As the sales were
poor, the burden of huge expenses7 impacted the bottomline.
This led to serious cash flow problems. A few suppliers said that Domino's was either asking for
an increase in the credit period or requested a go-slow on supplies. Others added that
although they had no problems with payments, they heard that Domino's was going through a
bad phase. Said one, "I too have heard adverse stories about the company. I also know that
Domino's is undergoing reorganization. But that should be over in a few months' time and the
company will be back on the course."8
Analysts also felt that Domino's would be back on course soon, as pizza sales were growing
despite new stores coming up near the existing ones, at least in the metros. For instance, the
store in Greater Kailash I in New Delhi was among the first to be opened. Sales at this outlet
grew though new stores were added in neighboring areas. However, Domino's needed fresh
funds to get out of the financial problems. Indocean Chase, the venture capital firm, which
owned one-third stake in Domino's, said it would invest only after the existing problems, were
sorted out.
To Grow or Not To Grow
By mid 2001, Domino's future growth plans were also slowed down. (Refer Exhibit II) In early
2001, Domino's had announced plans of adding 100 outlets every year, and an investment of
Rs.500 million in 2001. Hari Bhartia said, "The board had never approved either the investment
or the plan to start 100 new outlets in a year's time." The plan to open new outlets in
Bangladesh was also postponed. These corrective measures were expected to be over by late
2001. Explained Hari Bhartia, "When you grow the way we did last year, (2000), there are
bound to be problems. Now, we are dealing with them." He was also looking for a new CEO.
Link
https://www.icmrindia.org/free%20resources/casestudies/Rethinking%20Dominos-
Business%20Strategy%20Case.htm
7
According to some estimates, Pavan Bhatia had spent about Rs. 100 million in 2000-01.
8
Business World, July 9 2001
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