bs.blackmilkmag.com
Novi recepti

Domino's: Rast udjela u SAD -u počinje s boljim jediničnim maržama

Domino's: Rast udjela u SAD -u počinje s boljim jediničnim maržama


We are searching data for your request:

Forums and discussions:
Manuals and reference books:
Data from registers:
Wait the end of the search in all databases.
Upon completion, a link will appear to access the found materials.


Zvaničnici kompanije Ann Arbor, Domino’s Pizza Inc., sa sjedištem u Michiganu, rekli su da su zadovoljni globalnim učinkom kompanije u 2011. godini, ali izvršni direktor Patrick Doyle rekao je da brend nije postigao željeni zamah u smislu rasta domaćih restorana.

Broj lokacija pod franšizom u Sjedinjenim Državama porastao je u 2011., rekao je, ali uglavnom kao rezultat jakih korisnika franšize koji su stekli 58 lokacija kojima upravljaju kompanije. Od 2008. godine, slabiji operateri franšize bili su zamoljeni da napuste sistem prodajom svojih loših jedinica snažnijim primateljima franšize. No, 2012. Domino’s želi ponovno početi razvijati sistem izgradnjom novih restorana, rekao je Doyle.

"Očekivali smo da ćemo u 2011. vidjeti bolji rast domaćih trgovina, na osnovu dobre godine koju su naši operateri imali u 2010.", rekao je Doyle u utorak tokom poziva Domina u četvrtom kvartalu o zaradi. "Međutim, doživjeli smo skokove cijena robe u 2011. godini, što je na ljeto smanjilo marže u trgovinama i učinilo da primatelji franšize oklijevaju u širenju."

Domino's, čija 4.907 lokacija u Sjedinjenim Državama uključuje 4.513 franšiznih jedinica, radit će na poboljšanju ekonomike jedinica kako bi se omogućilo rastu franšize u 2012. godini, rekao je Doyle.

"Postojao je period u kojem bi [primatelji franšize] mogli najbolje dobiti bilo bi kupiti neke trgovine od korisnika franšize koji napušta sistem", rekao je. “Te mogućnosti počinju nestajati, a oni koji žele rasti morat će izgraditi nove trgovine.”

Rast prodaje, ublažavanje troškova

U četvrtom tromjesečju, novi proizvodi sa prilozima poput punjenog sirastog hljeba i zalogaja od hljeba od parmezana pomogli su Dominu da poboljša nivo zadržavanja, zadovoljstva kupaca i učestalosti gostiju, dok su doprinijeli povećanju prosjeka čekova i profita, rekao je Doyle.

Domino je rekao da će se također fokusirati na krajnji rezultat poboljšanja radne snage. Tokom četvrtog tromjesečja koje je završilo 1. januara, skoro 2 posto poboljšanja troškova rada rezultat je kombinacije veće prodaje i poluge od online naručivanja i prodaje.

"Iako govorim o pritisku marži na razini trgovine, četvrti kvartal bio je bolji za naše korporativne trgovine i naše primatelje franšize", rekao je Doyle. „To je lijep napredak naprijed i to je trend koji moramo nastaviti. ... Imamo noviji, viši nivo prodaje, a trgovine se prilagođavajući tom višem nivou smišljaju kako vremenom postati učinkovitije i smjestiti se u tu novu višu bazu i iz nje rasti. ”

Domino je 2011. povećao globalnu internetsku prodaju od oko 1,8 milijardi dolara, odnosno oko 34 miliona dolara tjedno, rekao je Doyle. Domaći sistem lanca sada obrađuje trećinu svojih narudžbi putem interneta, a imao je najbolju sedmicu internetske prodaje ikada u sedmici Cyber ​​ponedjeljka u decembru, dodao je Doyle.


Kako isporuka trećih strana traži odgovore, Domino je na 'Dobrom mjestu'

Mnogo prije COVID-19, Domino je govorio o isporuci od treće strane i neizbježnom "pretresu" koji slijedi. U 60 godina brend nikada nije zaradio ni dolar isporučujući pizzu, rekao je u četvrtak izvršni direktor Ritch Allison tokom konferencijskog poziva. Zarađuje na proizvodu, a ne na samoj isporuci, iako naplaćuje unaprijed naknadu, tržište po tržište. Ali to je više ofset strategija nego pokretač profita.

"Dakle, jednostavno nismo sigurni kako drugi to rade", rekao je.

I dok tržište traži odgovore, Domino planira sjesti na tribine i zgrabiti kokice. Pa ipak, je li se ikada pojavila ideja? Sama prevalencija isporuke trećih strana navela je Domino da to barem razmotri posljednjih godina. Mamac skakanja na platformi agregatora kako biste dosegli dodatne potrošače.

"Svaki put kada to pogledamo ovdje u SAD -u, jednostavno nema smisla za nas ili za naše primatelje franšize ekonomski", rekla je Allison. “A ako to nema ekonomskog smisla, onda svakako nema smisla riskirati dijeljenje svih naših podataka o klijentima s ovim trećim stranama.”

Ovaj razgovor je u posljednje vrijeme bio pod vrućim svjetlima. Pandemija je natjerala mnogo nezavisnih i malih operatora da se umiješaju samo kako bi preživjeli. Platforma za upravljanje radnom snagom 7shifts nedavno je objavila studiju o stanju restorana u vezi s isporukom trećih strana. Utvrdilo se da je prosječna naknada plaćena uslugama agregatora u 2020. bila 18,4 posto. Međutim, 30 posto restorana reklo je da plaća 30 ili više posto.

Dvadeset četiri posto restorana reklo je da se njihovo mišljenje o isporuci treće strane pogoršalo tokom COVID-a, zahvaljujući visokim pristojbama. Sedamnaest posto je reklo da se poboljšalo jer je pomoglo da vrata ostanu otvorena.

U smislu pokušaja uravnoteženja jednadžbe, 55 posto povećalo jelovničku cijenu, 26 posto je zakazalo manje osoblja, 23 posto je smanjilo radno vrijeme, 12 posto je otpustilo ili otpustilo osoblje, 7 posto promijenilo sastojke i 4 posto smanjilo veličinu porcija.

Možda je i jedna od zapanjujućih promjena-uloge u vezi s isporukom koje se stvaraju u restoranima porasle su za 243 posto dok su se operateri trudili zadovoljiti potražnju.

Mnogo toga što se događa u sektoru trećih strana? Domino’s vuče u suprotnom smjeru. "U svijetu u kojem pokušavamo smanjiti područje isporuke kako bismo se približili našim kupcima radi bolje usluge, mnogi od ovih trećih strana pokušavaju se proširiti kako bi dosegli više kupaca, za koje mislimo da ih samo oduzimaju od usluga", Allison je rekla, pozivajući se na Dominovu strategiju utvrđivanja, koja nastoji grupirati tržišta, smanjiti teritorij za isporuke i, zauzvrat, poboljšati jednadžbu stopa plaća za vozače i primatelje franšize, kao i produžiti vrijeme poslovanja i usluga.

"A kad razmišljate o jednačini dobiti, dobijete nekoga ko se uključi u lanac vrijednosti i mora negdje zaraditi", dodao je. "I mora doći iz restorana ili mora doći od mušterije."

Na kraju, Allison vjeruje da će se ta situacija prevariti, posebno ako nezavisni pokušavaju napraviti maržu usred rastućeg okruženja, dok istovremeno plaćaju agregatima.

Kupci će, smatra on, s vremenom početi pomno promatrati isporuku koja ih je koštala 15 dolara za hranu u vrijednosti od 12 dolara.

“Tako da jednostavno nismo sigurni kako se sve odvija. I to ste vidjeli s nekim od javnih igrača u tom prostoru koji su komentirali izazov povećanja dugoročne profitabilnosti kao agregata ”, rekla je Allison.

Prije samo nekoliko sedmica, Grubhub je prijavio svoju zaradu u četvrtom kvartalu. Njegova je aplikacija, što nije iznenađujuće u vrijeme zatvaranja, narasla na 31,4 miliona aktivnih korisnika, što je povećanje od 39 posto u odnosu na prethodnu godinu. Prosječne dnevne narudžbe porasle su na 31 posto (658.100) i 2,4 milijarde dolara bruto prodaje hrane, 52 posto više nego na razini 2019.

Ali, Allison je rekla da se Grubhubov veliki rast korisnika nije pretvorio u profit. Kompanija je u četvrtom kvartalu prijavila neto gubitak od 67,8 miliona dolara - značajno povećanje u odnosu na 27,7 miliona dolara neto gubitka u četvrtom kvartalu 2019. Neto prihod kompanije iznosio je 504 miliona dolara.

Jedna od zabrinutosti koja se Allison pojavila u prošlosti bio je pojam restorana koji imaju koristi od finansijske podrške agregatora pakleno usmjerenih na kupovinu tržišnog udjela. Činjenica da su cijene bile niže od cijene usluge, nudeći besplatnu dostavu ili druge velike popuste često omogućene subvencijama investitora.

Grubhub je u prošlom tromjesečju potrošio 319 miliona dolara na operacije i infrastrukturu za rješavanje povećane količine COVID -a. Takođe je gurnuo 120 miliona dolara prema prodaji i marketingu i izgubio sjeverno od 50 miliona dolara zbog ograničenja dostave na određenim tržištima. Krajnji rezultat je gubitak od gotovo 68 miliona dolara.

Nema sumnje da će potražnja postojati. Studija istaknuta u PYMNTS-ovom prosinačkom mobilnom programu za praćenje narudžbi napominje da će digitalne narudžbe činiti 54 posto prodaje restorana sa brzom uslugom do 2025. godine, što je 70 posto više u odnosu na brojke navedene u studijama prije COVID-a.

Prema mišljenju PYNMT -a, "uspjeh ovih usluga dostave ovisi o pronalaženju naknade koja će biti održiva za restorane i treće strane".

Iako nitko sa sigurnošću ne zna bi li ograničenja mogla biti stvarnost budućnosti, postavili su ključno pitanje: Mogu li si restorani zaista priuštiti naknade od 30 posto jer postaju veći dio posla?

Eric Jaffe, suosnivač i glavni izvršni direktor ChowNow-a, objasnio je nedavnu dinamiku poput ove za PYNMTS: „Možda su [restorani] u redu s plaćanjem provizija [trećih strana] kada 20 posto vašeg prihoda dolazi putem tog kanala, ali kada model se okrene i odjednom se 80 % vašeg prihoda oporezuje tim provizijama, vaš poslovni model pukne. ”

Domino ne pati od iste neizvjesnosti.

"Za nas smo i dalje samo jeftini pružatelji usluga isporuke, pružamo veliku vrijednost", rekla je Allison. “I mislimo da dok god pružamo odličan proizvod s odličnom uslugom po velikoj cijeni, dopustićemo da se sve ostalo istresa. I svakako, ne znamo koliko će trebati da se sve istrese. Ali iz naše perspektive, na prilično smo dobrom mjestu. ”


Kako isporuka trećih strana traži odgovore, Domino je na 'Dobrom mjestu'

Mnogo prije COVID-19, Domino je govorio o isporuci od treće strane i neizbježnom "pretresu" koji slijedi. U 60 godina brend nikada nije zaradio dolar isporučujući pizzu, rekao je u četvrtak izvršni direktor Ritch Allison tokom konferencijskog poziva. Zarađuje na proizvodu, a ne na samoj isporuci, iako naplaćuje unaprijed pristojbu, tržište po tržište. Ali to je više ofset strategija nego pokretač profita.

"Dakle, jednostavno nismo sigurni kako drugi to rade", rekao je.

I dok tržište traži odgovore, Domino planira sjesti na tribine i zgrabiti kokice. Pa ipak, je li se ikada pojavila ideja? Sama prevalencija isporuke trećih strana navela je Domino da to barem razmotri posljednjih godina. Mamac skakanja na platformi agregatora kako biste dosegli dodatne potrošače.

"Svaki put kada to pogledamo ovdje u SAD -u, jednostavno nema smisla za nas ili za naše primatelje franšize ekonomski", rekla je Allison. “A ako to nema ekonomskog smisla, onda svakako nema smisla riskirati dijeljenje svih naših podataka o klijentima s ovim trećim stranama.”

Ovaj razgovor je u posljednje vrijeme bio pod vrućim svjetlima. Pandemija je natjerala mnogo nezavisnih i malih operatora da se umiješaju samo kako bi preživjeli. Platforma za upravljanje radnom snagom 7shifts nedavno je objavila studiju o stanju restorana u vezi s isporukom trećih strana. Utvrdilo se da je prosječna naknada plaćena uslugama agregatora u 2020. bila 18,4 posto. Međutim, 30 posto restorana reklo je da plaća 30 ili više posto.

Dvadeset četiri posto restorana reklo je da se njihovo mišljenje o isporuci treće strane pogoršalo tokom COVID-a, zahvaljujući visokim pristojbama. Sedamnaest posto je reklo da se poboljšalo jer je pomoglo da vrata ostanu otvorena.

U smislu pokušaja uravnoteženja jednadžbe, 55 posto povećalo jelovničku cijenu, 26 posto je zakazalo manje osoblja, 23 posto je smanjilo radno vrijeme, 12 posto je otpustilo ili otpustilo osoblje, 7 posto promijenilo sastojke i 4 posto smanjilo veličinu porcija.

Možda je i jedna od zapanjujućih promjena-uloge u vezi s isporukom koje se stvaraju u restoranima porasle su za 243 posto dok su se operateri trudili zadovoljiti potražnju.

Mnogo toga što se događa u sektoru trećih strana? Domino’s vuče u suprotnom smjeru. "U svijetu u kojem pokušavamo smanjiti područje isporuke kako bismo se približili našim kupcima radi bolje usluge, mnogi od ovih trećih strana pokušavaju se proširiti kako bi dosegli više kupaca, za koje mislimo da ih samo oduzimaju od usluga", Allison je rekla, pozivajući se na Dominovu strategiju utvrđivanja, koja nastoji grupirati tržišta, smanjiti teritorij za isporuke i, zauzvrat, poboljšati jednadžbu stope plaća za vozače i primatelje franšize, kao i povećati vrijeme poslovanja i usluga.

"A kad razmišljate o jednačini profita, dobijete nekoga ko se uključi u lanac vrijednosti i mora negdje zaraditi", dodao je. "I mora doći iz restorana ili mora doći od mušterije."

Konačno, Allison vjeruje da će se ta situacija preskočiti, posebno ako nezavisni pokušavaju napraviti maržu usred rastućeg okruženja troškova, a istovremeno plaćaju i agregatima.

Kupci će, smatra on, s vremenom početi pomno promatrati isporuku koja ih je koštala 15 dolara za hranu u vrijednosti od 12 dolara.

“Tako da jednostavno nismo sigurni kako se sve odvija. I to ste vidjeli s nekim od javnih igrača u tom prostoru koji su komentirali izazov povećanja dugoročne profitabilnosti kao agregata ”, rekla je Allison.

Prije samo nekoliko sedmica, Grubhub je prijavio svoju zaradu u četvrtom kvartalu. Njegova je aplikacija, što nije iznenađujuće u vrijeme zatvaranja, narasla na 31,4 miliona aktivnih korisnika, što je povećanje od 39 posto u odnosu na prethodnu godinu. Prosječne dnevne narudžbe porasle su na 31 posto (658.100) i 2,4 milijarde dolara bruto prodaje hrane, 52 posto više nego na razini 2019.

Ali, Allison je rekla da se Grubhubov veliki rast korisnika nije pretvorio u profit. Kompanija je prijavila neto gubitak od 67,8 miliona dolara u četvrtom kvartalu - značajno povećanje u odnosu na 27,7 miliona dolara neto gubitka u četvrtom kvartalu 2019. Neto prihod kompanije iznosio je 504 miliona dolara.

Jedna od zabrinutosti koja se Allison pojavila u prošlosti bio je pojam restorana koji imaju koristi od finansijske podrške agregatora pakleno usmjerenih na kupovinu tržišnog udjela. Činjenica da su cijene bile niže od cijene usluge, nudeći besplatnu dostavu ili druge velike popuste često omogućene subvencijama investitora.

Grubhub je u prošlom tromjesečju potrošio 319 miliona dolara na operacije i infrastrukturu kako bi se nosio s povećanjem količine COVID -a. Takođe je gurnuo 120 miliona dolara prema prodaji i marketingu i izgubio sjeverno od 50 miliona dolara zbog ograničenja dostave na određenim tržištima. Krajnji rezultat je gubitak od gotovo 68 miliona dolara.

Nema sumnje da će potražnja postojati. Studija istaknuta u PYMNTS-ovom prosinačkom mobilnom programu za praćenje narudžbi napominje da će digitalne narudžbe činiti 54 posto prodaje restorana sa brzom uslugom do 2025. godine, što je 70 posto više u odnosu na brojke navedene u studijama prije COVID-a.

Prema mišljenju PYNMT -a, "uspjeh ovih usluga dostave ovisi o pronalaženju naknade koja će biti održiva za restorane i treće strane".

Iako nitko sa sigurnošću ne zna bi li ograničenja mogla biti stvarnost budućnosti, postavili su ključno pitanje: Mogu li si restorani zaista priuštiti naknade od 30 posto jer postaju veći dio posla?

Eric Jaffe, suosnivač i glavni izvršni direktor ChowNow-a, objasnio je ovakvu nedavnu dinamiku PYNMTS-u: „Možda su [restorani] u redu s plaćanjem provizija [trećih strana] kada 20 posto vašeg prihoda dolazi putem tog kanala, ali kada model se okrene i odjednom se 80 % vašeg prihoda oporezuje tim provizijama, vaš poslovni model pukne. ”

Domino ne pati od iste neizvjesnosti.

"Za nas smo i dalje samo jeftini pružatelji usluga isporuke, pružamo veliku vrijednost", rekla je Allison. “I mislimo da ćemo, dok god pružamo odličan proizvod s odličnom uslugom po velikoj cijeni, dopustiti da se sve ostalo istrgne. I svakako, ne znamo koliko će trebati da se sve istrese. Ali iz naše perspektive, na prilično smo dobrom mjestu. ”


Kako isporuka trećih strana traži odgovore, Domino je na "Dobrom mjestu"

Mnogo prije COVID-19, Domino je govorio o isporuci od treće strane i neizbježnom "pretresu" koji slijedi. U 60 godina brend nikada nije zaradio dolar isporučujući pizzu, rekao je u četvrtak izvršni direktor Ritch Allison tokom konferencijskog poziva. Zarađuje na proizvodu, a ne na samoj isporuci, iako naplaćuje unaprijed naknadu, tržište po tržište. Ali to je više ofset strategija nego pokretač profita.

"Dakle, jednostavno nismo sigurni kako drugi to rade", rekao je.

I dok tržište traži odgovore, Domino planira sjesti na tribine i zgrabiti kokice. Pa ipak, je li se ikada pojavila ideja? Sama prevalencija isporuke trećih strana navela je Domino da to barem razmotri posljednjih godina. Mamac skakanja na platformi agregatora kako biste dosegli dodatne potrošače.

"Svaki put kada to pogledamo ovdje u SAD -u, jednostavno nema smisla za nas ili za naše primatelje franšize ekonomski", rekla je Allison. “A ako to nema ekonomskog smisla, onda svakako nema smisla riskirati dijeljenje svih naših podataka o klijentima s ovim trećim stranama.”

Ovaj razgovor je u posljednje vrijeme bio pod vrućim svjetlima. Pandemija je natjerala mnogo nezavisnih i malih operatora da se umiješaju samo kako bi preživjeli. Platforma za upravljanje radom 7shifts nedavno je objavila studiju o stanju restoranske radne snage u vezi s isporukom trećih strana. Utvrdilo se da je prosječna naknada plaćena uslugama agregatora u 2020. bila 18,4 posto. Međutim, 30 posto restorana reklo je da plaća 30 ili više posto.

Dvadeset četiri posto restorana reklo je da se njihovo mišljenje o isporuci treće strane pogoršalo tokom COVID-a, zahvaljujući visokim pristojbama. Sedamnaest posto je reklo da se poboljšalo jer je pomoglo da vrata ostanu otvorena.

U smislu pokušaja uravnoteženja jednadžbe, 55 posto povećalo jelovničku cijenu, 26 posto je zakazalo manje osoblja, 23 posto je smanjilo radno vrijeme, 12 posto je otpustilo ili otpustilo osoblje, 7 posto promijenilo sastojke i 4 posto smanjilo veličinu porcija.

Možda je i jedna od zapanjujućih promjena-uloge u vezi s isporukom koje se stvaraju u restoranima porasle su za 243 posto dok su se operateri trudili zadovoljiti potražnju.

Mnogo toga što se događa u sektoru trećih strana? Domino’s vuče u suprotnom smjeru. "U svijetu u kojem pokušavamo smanjiti područje isporuke kako bismo se približili našim kupcima radi bolje usluge, mnogi od ovih trećih strana pokušavaju se proširiti kako bi dosegli više kupaca, za koje mislimo da ih samo oduzimaju od usluga", Allison je rekla, pozivajući se na Dominovu strategiju utvrđivanja, koja nastoji grupirati tržišta, smanjiti teritorij za isporuke i, zauzvrat, poboljšati jednadžbu stopa plaća za vozače i primatelje franšize, kao i produžiti vrijeme poslovanja i usluga.

"A kad razmišljate o jednačini dobiti, dobijete nekoga ko se uključi u lanac vrijednosti i mora negdje zaraditi", dodao je. "I mora doći iz restorana ili mora doći od mušterije."

Konačno, Allison vjeruje da će se ta situacija preskočiti, posebno ako nezavisni pokušavaju napraviti maržu usred rastućeg okruženja troškova, a istovremeno plaćaju i agregatima.

Kupci će, smatra on, s vremenom početi pomno promatrati isporuku koja ih je koštala 15 dolara za hranu u vrijednosti od 12 dolara.

“Tako da jednostavno nismo sigurni kako se sve odvija. I to ste vidjeli s nekim od javnih igrača u tom prostoru koji su komentirali izazov povećanja dugoročne profitabilnosti kao agregata ”, rekla je Allison.

Prije samo nekoliko sedmica, Grubhub je prijavio svoju zaradu u četvrtom kvartalu. Njegova je aplikacija, što nije iznenađujuće u vrijeme zatvaranja, narasla na 31,4 miliona aktivnih korisnika, što je povećanje od 39 posto u odnosu na prethodnu godinu. Prosječne dnevne narudžbe porasle su na 31 posto (658.100) i 2,4 milijarde dolara bruto prodaje hrane, 52 posto više u odnosu na nivo iz 2019.

Ali, Allison je rekla da se Grubhubov veliki rast korisnika nije pretvorio u profit. Kompanija je prijavila neto gubitak od 67,8 miliona dolara u četvrtom kvartalu - značajno povećanje u odnosu na 27,7 miliona dolara neto gubitka u četvrtom kvartalu 2019. Neto prihod kompanije iznosio je 504 miliona dolara.

Jedna od zabrinutosti koja se Allison pojavila u prošlosti bio je pojam restorana koji imaju koristi od finansijske podrške agregatora pakleno usmjerenih na kupovinu tržišnog udjela. Činjenica da su cijene bile niže od cijene usluge, nudeći besplatnu dostavu ili druge velike popuste često omogućene subvencijama investitora.

Grubhub je u prošlom tromjesečju potrošio 319 miliona dolara na operacije i infrastrukturu kako bi se nosio s povećanjem količine COVID -a. Takođe je gurnuo 120 miliona dolara prema prodaji i marketingu i izgubio sjeverno od 50 miliona dolara zbog ograničenja dostave na određenim tržištima. Krajnji rezultat je gubitak od gotovo 68 miliona dolara.

Nema sumnje da će potražnja postojati. Studija istaknuta u PYMNTS-ovom prosinačkom mobilnom programu za praćenje narudžbi napominje da će digitalne narudžbe činiti 54 posto prodaje restorana sa brzom uslugom do 2025. godine, što je 70 posto više u odnosu na brojke navedene u studijama prije COVID-a.

Prema mišljenju PYNMT -a, "uspjeh ovih usluga dostave ovisi o pronalaženju naknade koja će biti održiva za restorane i treće strane".

Iako nitko sa sigurnošću ne zna bi li ograničenja mogla biti stvarnost budućnosti, postavili su ključno pitanje: Mogu li si restorani zaista priuštiti naknade od 30 posto jer postaju veći dio posla?

Eric Jaffe, suosnivač i glavni izvršni direktor ChowNow-a, objasnio je ovakvu nedavnu dinamiku PYNMTS-u: „Možda su [restorani] u redu s plaćanjem provizija [trećih strana] kada 20 posto vašeg prihoda dolazi putem tog kanala, ali kada model se okrene i odjednom se 80 % vašeg prihoda oporezuje tim provizijama, vaš poslovni model pukne. ”

Domino ne pati od iste neizvjesnosti.

"Za nas smo i dalje samo jeftini pružatelji usluga isporuke, pružamo veliku vrijednost", rekla je Allison. “I mislimo da ćemo, dok god pružamo odličan proizvod s odličnom uslugom po velikoj cijeni, dopustiti da se sve ostalo istrgne. I svakako, ne znamo koliko će trebati da se sve istrese. Ali iz naše perspektive, na prilično smo dobrom mjestu. ”


Kako isporuka trećih strana traži odgovore, Domino je na 'Dobrom mjestu'

Mnogo prije COVID-19, Domino je govorio o isporuci od treće strane i neizbježnom "pretresu" koji slijedi. U 60 godina brend nikada nije zaradio dolar isporučujući pizzu, rekao je u četvrtak izvršni direktor Ritch Allison tokom konferencijskog poziva. Zarađuje na proizvodu, a ne na samoj isporuci, iako naplaćuje unaprijed naknadu, tržište po tržište. Ali to je više ofset strategija nego pokretač profita.

"Dakle, jednostavno nismo sigurni kako drugi to rade", rekao je.

I dok tržište traži odgovore, Domino planira sjesti na tribine i zgrabiti kokice. Pa ipak, je li se ikada pojavila ideja? Sama prevalencija isporuke trećih strana navela je Domino da to barem razmotri posljednjih godina. Mamac skakanja na platformi agregatora kako biste dosegli dodatne potrošače.

"Svaki put kada to pogledamo ovdje u SAD -u, jednostavno nema smisla za nas ili za naše primatelje franšize ekonomski", rekla je Allison. “A ako to nema ekonomskog smisla, onda svakako nema smisla riskirati dijeljenje svih naših podataka o klijentima s ovim trećim stranama.”

Ovaj razgovor je u posljednje vrijeme bio pod vrućim svjetlima. Pandemija je natjerala mnogo nezavisnih i malih operatora da se umiješaju samo kako bi preživjeli. Platforma za upravljanje radom 7shifts nedavno je objavila studiju o stanju restoranske radne snage u vezi s isporukom trećih strana. Utvrdilo se da je prosječna naknada plaćena uslugama agregatora u 2020. bila 18,4 posto. Međutim, 30 posto restorana reklo je da plaća 30 ili više posto.

Dvadeset četiri posto restorana reklo je da se njihovo mišljenje o isporuci treće strane pogoršalo tokom COVID-a, zahvaljujući visokim pristojbama. Sedamnaest posto je reklo da se poboljšalo jer je pomoglo da vrata ostanu otvorena.

U smislu pokušaja uravnoteženja jednadžbe, 55 posto povećalo jelovničku cijenu, 26 posto je zakazalo manje osoblja, 23 posto je smanjilo radno vrijeme, 12 posto je otpuštalo ili otpuštalo 7 posto promijenjenih sastojaka i 4 posto smanjilo veličinu porcija.

Možda je i jedna od zapanjujućih promjena-uloge u vezi s isporukom koje se stvaraju u restoranima porasle su za 243 posto dok su se operateri trudili zadovoljiti potražnju.

Mnogo toga što se događa u sektoru trećih strana? Domino’s vuče u suprotnom smjeru. "U svijetu u kojem pokušavamo smanjiti područje isporuke kako bismo se približili našim kupcima radi bolje usluge, mnogi od ovih trećih strana pokušavaju se proširiti kako bi dosegli više kupaca, za koje mislimo da ih samo oduzimaju od usluga", Allison je rekla, pozivajući se na Dominovu strategiju utvrđivanja, koja nastoji grupirati tržišta, smanjiti teritorij za isporuke i, zauzvrat, poboljšati jednadžbu stopa plaća za vozače i primatelje franšize, kao i produžiti vrijeme poslovanja i usluga.

"A kad razmišljate o jednačini dobiti, dobijete nekoga ko se uključi u lanac vrijednosti i mora negdje zaraditi", dodao je. "I mora doći iz restorana ili mora doći od mušterije."

Na kraju, Allison vjeruje da će se ta situacija prevariti, posebno ako nezavisni pokušavaju napraviti maržu usred rastućeg okruženja, dok istovremeno plaćaju agregatima.

Kupci će, smatra on, s vremenom početi pomno promatrati isporuku koja ih je koštala 15 dolara za hranu u vrijednosti od 12 dolara.

“Tako da jednostavno nismo sigurni kako se sve odvija. I to ste vidjeli s nekim od javnih igrača u tom prostoru koji su komentirali izazov povećanja dugoročne profitabilnosti kao agregata ”, rekla je Allison.

Prije samo nekoliko sedmica, Grubhub je prijavio svoju zaradu u četvrtom kvartalu. Njegova je aplikacija, što nije iznenađujuće u vrijeme zatvaranja, narasla na 31,4 miliona aktivnih korisnika, što je povećanje od 39 posto u odnosu na prethodnu godinu. Prosječne dnevne narudžbe porasle su na 31 posto (658.100) i 2,4 milijarde dolara bruto prodaje hrane, 52 posto više nego na razini 2019.

Ali, Allison je rekla da se Grubhubov veliki rast korisnika nije pretvorio u profit. Kompanija je u četvrtom kvartalu prijavila neto gubitak od 67,8 miliona dolara - značajno povećanje u odnosu na 27,7 miliona dolara neto gubitka u četvrtom kvartalu 2019. Neto prihod kompanije iznosio je 504 miliona dolara.

Jedna od zabrinutosti koja se Allison pojavila u prošlosti bio je pojam restorana koji imaju koristi od finansijske podrške agregatora pakleno usmjerenih na kupovinu tržišnog udjela. Činjenica da su cijene bile niže od cijene usluge, nudeći besplatnu dostavu ili druge velike popuste često omogućene subvencijama investitora.

Grubhub je u prošlom tromjesečju potrošio 319 miliona dolara na operacije i infrastrukturu kako bi se nosio s povećanjem količine COVID -a. Takođe je gurnuo 120 miliona dolara prema prodaji i marketingu i izgubio sjeverno od 50 miliona dolara zbog ograničenja dostave na određenim tržištima. Krajnji rezultat je gubitak od gotovo 68 miliona dolara.

Nema sumnje da će potražnja postojati. Studija istaknuta u PYMNTS-ovom prosinačkom mobilnom programu za praćenje narudžbi napominje da će digitalne narudžbe činiti 54 posto prodaje restorana sa brzom uslugom do 2025. godine, što je 70 posto više u odnosu na brojke navedene u studijama prije COVID-a.

Prema mišljenju PYNMT -a, "uspjeh ovih usluga dostave ovisi o pronalaženju naknade koja će biti održiva za restorane i treće strane".

Iako nitko sa sigurnošću ne zna bi li ograničenja mogla biti stvarnost budućnosti, postavili su ključno pitanje: Mogu li si restorani zaista priuštiti naknade od 30 posto jer postaju veći dio posla?

Eric Jaffe, suosnivač i glavni izvršni direktor ChowNow-a, objasnio je nedavnu dinamiku poput ove za PYNMTS: „Možda su [restorani] u redu s plaćanjem provizija [trećih strana] kada 20 posto vašeg prihoda dolazi putem tog kanala, ali kada model se okrene i odjednom se 80 % vašeg prihoda oporezuje tim provizijama, vaš poslovni model pukne. ”

Domino ne pati od iste neizvjesnosti.

"Za nas smo i dalje samo jeftini pružatelji usluga isporuke, pružamo veliku vrijednost", rekla je Allison. “I mislimo da dok god pružamo odličan proizvod s odličnom uslugom po velikoj cijeni, dopustićemo da se sve ostalo istresa. I svakako, ne znamo koliko će trebati da se sve istrese. Ali iz naše perspektive, na prilično smo dobrom mjestu. ”


Kako isporuka trećih strana traži odgovore, Domino je na 'Dobrom mjestu'

Mnogo prije COVID-19, Domino je govorio o isporuci od treće strane i neizbježnom "pretresu" koji slijedi. U 60 godina brend nikada nije zaradio dolar isporučujući pizzu, rekao je u četvrtak izvršni direktor Ritch Allison tokom konferencijskog poziva. Zarađuje na proizvodu, a ne na samoj isporuci, iako naplaćuje unaprijed naknadu, tržište po tržište. Ali to je više ofset strategija nego pokretač profita.

"Dakle, jednostavno nismo sigurni kako drugi to rade", rekao je.

I dok tržište traži odgovore, Domino planira sjesti na tribine i zgrabiti kokice. Pa ipak, je li se ikada pojavila ideja? Sama prevalencija isporuke trećih strana navela je Domino da to barem razmotri posljednjih godina. Mamac skakanja na platformi agregatora kako biste dosegli dodatne potrošače.

"Svaki put kada to pogledamo ovdje u SAD -u, jednostavno nema smisla za nas ni za naše primatelje franšize ekonomski", rekla je Allison. “A ako to nema ekonomskog smisla, onda svakako nema smisla riskirati dijeljenje svih naših podataka o klijentima s ovim trećim stranama.”

Ovaj razgovor je u posljednje vrijeme bio pod vrućim svjetlima. Pandemija je natjerala mnogo nezavisnih i malih operatora da se umiješaju samo kako bi preživjeli. Platforma za upravljanje radom 7shifts nedavno je objavila studiju o stanju restoranske radne snage u vezi s isporukom trećih strana. Utvrdilo se da je prosječna naknada plaćena uslugama agregatora u 2020. bila 18,4 posto. Međutim, 30 posto restorana reklo je da plaća 30 ili više posto.

Dvadeset četiri posto restorana reklo je da se njihovo mišljenje o isporuci treće strane pogoršalo tokom COVID-a, zahvaljujući visokim pristojbama. Sedamnaest posto je reklo da se poboljšalo jer je pomoglo da vrata ostanu otvorena.

U smislu pokušaja uravnoteženja jednadžbe, 55 posto povećalo jelovničku cijenu, 26 posto je zakazalo manje osoblja, 23 posto je smanjilo radno vrijeme, 12 posto je otpušteno ili otpušteno, 7 posto je promijenilo sastojke i 4 posto smanjilo veličinu porcija.

Možda je i jedna od zapanjujućih promjena-uloge u vezi s isporukom koje se stvaraju u restoranima porasle su za 243 posto dok su se operateri trudili zadovoljiti potražnju.

Mnogo toga što se događa u sektoru trećih strana? Domino’s vuče u suprotnom smjeru. "U svijetu u kojem pokušavamo smanjiti područje isporuke kako bismo se približili našim kupcima radi bolje usluge, mnogi od ovih trećih strana pokušavaju se proširiti kako bi dosegli više kupaca, za koje mislimo da ih samo oduzimaju od usluga", Allison je rekla, pozivajući se na Dominovu strategiju utvrđivanja, koja nastoji grupirati tržišta, smanjiti teritorij za isporuke i, zauzvrat, poboljšati jednadžbu stopa plaća za vozače i primatelje franšize, kao i produžiti vrijeme poslovanja i usluga.

"A kad razmišljate o jednačini profita, dobijete nekoga ko se uključi u lanac vrijednosti i mora negdje zaraditi", dodao je. "I mora doći iz restorana ili mora doći od mušterije."

Na kraju, Allison vjeruje da će se ta situacija prevariti, posebno ako nezavisni pokušavaju napraviti maržu usred rastućeg okruženja, dok istovremeno plaćaju agregatima.

Kupci će, smatra on, s vremenom početi pomno promatrati isporuku koja ih je koštala 15 dolara za hranu u vrijednosti od 12 dolara.

“Tako da jednostavno nismo sigurni kako se sve odvija. And you've seen that with some of some of the public players in that space who have commented about the challenge of driving long-term profitability as an aggregator,” Allison said.

Just a few weeks ago, Grubhub reported its Q4 earnings. Its app, unsurprisingly in lockdown times, grew to 31.4 million active users—a 39 percent, year-over-year hike. Daily average orders lifted to a 31 percent uptick (658,100) and $2.4 billion in gross food sales, 52 percent higher than 2019 levels.

But to Allison’s point, Grubhub’s massive user growth did not translate into profits. The company reported a net loss of $67.8 million in Q4—a significant increase from the $27.7 million net loss in Q4 2019. The company’s net revenue was $504 million.

One of the concerns Allison surfaced in the past was the notion of restaurants benefitting from the financial support of aggregators hell bent on buying market share. The fact they were pricing below the cost to serve, offering free delivery or other deep discounts often enabled by investor subsidy.

Grubhub spent $319 million last quarter on operations and infrastructure to handle the added COVID volume. It also pushed $120 million toward sales and marketing and lost north of $50 million due to delivery fee caps in certain markets. The end result being a nearly $68 million loss.

There’s no question demand will be there, though. A study highlighted in PYMNTS' December Mobile Order-Ahead Tracker noted digital orders would make up 54 percent of quick-service restaurant sales by 2025, a 70 percent increase over figures outlined in studies before COVID.

To PYNMT’s point, “the success of these delivery services depends on finding a fee that will be sustainable for restaurants and third parties alike.”

While nobody knows for certain if caps could be a reality of the future, they did bring up a key question: Can restaurants really afford 30 percent fees as it becomes a larger part of the business?

Eric Jaffe, co-founder and COO of ChowNow, explained the recent dynamic like this to PYNMTS: “Maybe [restaurants are] OK with paying those [third-party] commissions when 20 percent of your revenue comes through that channel, but when the model flips and suddenly 80 percent of your revenue is taxed by those commissions, your business model breaks.”

Domino’s doesn’t suffer from the same uncertainty.

“For us, we continue to just be the low-cost delivery provider, provide great value,” Allison said. “And we think as long as we're providing a great product with great service at a great value, we'll let everything else shake out. And certainly, we don't know how long it will take to all shake out. But from our perspective, we're in a pretty good spot.”


As Third-Party Delivery Looks for Answers, Domino’s in ‘Good Spot’

Well before COVID-19, Domino’s spoke about third-party delivery and the inevitable “shakeout” to come. In 60 years, the brand has never made a dollar delivering pizza, CEO Ritch Allison said Thursday during a conference call. It makes its money on the product, not the delivery itself, although it does charge an upfront fee, market-by-market. But that’s more of an offset strategy than a profit driver.

“So we’re just not sure how others do it,” he said.

And as the marketplace seeks answers, Domino’s plans to sit in the stands and grab its popcorn. Yet has the idea ever come up? The sheer prevalence of third-party delivery led Domino’s to at least consider it in recent years. The lure of hopping on an aggregator platform to reach additional consumers.

“Every time we look at it here in the U.S., it just doesn't make sense for us or our franchisees economically,” Allison said. “And if it doesn't make sense economically, it certainly doesn't make sense to take the risk of sharing all of our customer data with these third parties.”

This conversation has come under hot lights of late. The pandemic forced a lot of independents and small operators into the mix just to survive. Labor management platform 7shifts recently released a study on the state of restaurant labor regarding third-party delivery. It found the average fee paid to aggregator services in 2020 was 18.4 percent. However, 30 percent of restaurants said they paid 30 percent or higher.

Twenty-four percent of restaurants said their opinion of third-party delivery worsened during COVID, thanks to high fees. Seventeen percent said it improved because it helped keep the doors open.

In terms of trying to balance the equation, 55 percent increased menu prices 26 percent scheduled fewer staff 23 percent reduced hours of operations 12 percent furloughed or laid off staff 7 percent changed ingredients and 4 percent reduced portion sizes.

And perhaps one of the more staggering changes—delivery-related roles being created within restaurants grew by 243 percent as operators scrambled to serve demand.

A lot of what’s unfolding in the third-party sector? Domino’s is pulling in the opposite direction. “In a world where we're trying to shrink our delivery area to get closer to our customer for better service, a lot of these third-parties are trying to expand to reach more customers, which we think just takes away from service,” Allison said, referencing Domino’s fortressing strategy, which looks to cluster markets, shrink territory for deliveries, and, in turn, improve the wage rate equation for drivers and franchisees, as well as bolster carryout business and service times.

“And when you think about the profit equation, you get somebody who inserts themselves into the value chain, and they have to make their money somewhere,” he added. “And it's either got to come from the restaurant or it has to come from the customer.”

Ultimately, Allison believes this reality is where the pressure will froth over, particularly with independents trying to make margins amid rising cost environments, while also paying aggregators.

Customers, he thinks, over time, will start to closely look at that delivery that cost them $15 for $12 worth of food.

“So we're just not sure how it all plays out. And you've seen that with some of some of the public players in that space who have commented about the challenge of driving long-term profitability as an aggregator,” Allison said.

Just a few weeks ago, Grubhub reported its Q4 earnings. Its app, unsurprisingly in lockdown times, grew to 31.4 million active users—a 39 percent, year-over-year hike. Daily average orders lifted to a 31 percent uptick (658,100) and $2.4 billion in gross food sales, 52 percent higher than 2019 levels.

But to Allison’s point, Grubhub’s massive user growth did not translate into profits. The company reported a net loss of $67.8 million in Q4—a significant increase from the $27.7 million net loss in Q4 2019. The company’s net revenue was $504 million.

One of the concerns Allison surfaced in the past was the notion of restaurants benefitting from the financial support of aggregators hell bent on buying market share. The fact they were pricing below the cost to serve, offering free delivery or other deep discounts often enabled by investor subsidy.

Grubhub spent $319 million last quarter on operations and infrastructure to handle the added COVID volume. It also pushed $120 million toward sales and marketing and lost north of $50 million due to delivery fee caps in certain markets. The end result being a nearly $68 million loss.

There’s no question demand will be there, though. A study highlighted in PYMNTS' December Mobile Order-Ahead Tracker noted digital orders would make up 54 percent of quick-service restaurant sales by 2025, a 70 percent increase over figures outlined in studies before COVID.

To PYNMT’s point, “the success of these delivery services depends on finding a fee that will be sustainable for restaurants and third parties alike.”

While nobody knows for certain if caps could be a reality of the future, they did bring up a key question: Can restaurants really afford 30 percent fees as it becomes a larger part of the business?

Eric Jaffe, co-founder and COO of ChowNow, explained the recent dynamic like this to PYNMTS: “Maybe [restaurants are] OK with paying those [third-party] commissions when 20 percent of your revenue comes through that channel, but when the model flips and suddenly 80 percent of your revenue is taxed by those commissions, your business model breaks.”

Domino’s doesn’t suffer from the same uncertainty.

“For us, we continue to just be the low-cost delivery provider, provide great value,” Allison said. “And we think as long as we're providing a great product with great service at a great value, we'll let everything else shake out. And certainly, we don't know how long it will take to all shake out. But from our perspective, we're in a pretty good spot.”


As Third-Party Delivery Looks for Answers, Domino’s in ‘Good Spot’

Well before COVID-19, Domino’s spoke about third-party delivery and the inevitable “shakeout” to come. In 60 years, the brand has never made a dollar delivering pizza, CEO Ritch Allison said Thursday during a conference call. It makes its money on the product, not the delivery itself, although it does charge an upfront fee, market-by-market. But that’s more of an offset strategy than a profit driver.

“So we’re just not sure how others do it,” he said.

And as the marketplace seeks answers, Domino’s plans to sit in the stands and grab its popcorn. Yet has the idea ever come up? The sheer prevalence of third-party delivery led Domino’s to at least consider it in recent years. The lure of hopping on an aggregator platform to reach additional consumers.

“Every time we look at it here in the U.S., it just doesn't make sense for us or our franchisees economically,” Allison said. “And if it doesn't make sense economically, it certainly doesn't make sense to take the risk of sharing all of our customer data with these third parties.”

This conversation has come under hot lights of late. The pandemic forced a lot of independents and small operators into the mix just to survive. Labor management platform 7shifts recently released a study on the state of restaurant labor regarding third-party delivery. It found the average fee paid to aggregator services in 2020 was 18.4 percent. However, 30 percent of restaurants said they paid 30 percent or higher.

Twenty-four percent of restaurants said their opinion of third-party delivery worsened during COVID, thanks to high fees. Seventeen percent said it improved because it helped keep the doors open.

In terms of trying to balance the equation, 55 percent increased menu prices 26 percent scheduled fewer staff 23 percent reduced hours of operations 12 percent furloughed or laid off staff 7 percent changed ingredients and 4 percent reduced portion sizes.

And perhaps one of the more staggering changes—delivery-related roles being created within restaurants grew by 243 percent as operators scrambled to serve demand.

A lot of what’s unfolding in the third-party sector? Domino’s is pulling in the opposite direction. “In a world where we're trying to shrink our delivery area to get closer to our customer for better service, a lot of these third-parties are trying to expand to reach more customers, which we think just takes away from service,” Allison said, referencing Domino’s fortressing strategy, which looks to cluster markets, shrink territory for deliveries, and, in turn, improve the wage rate equation for drivers and franchisees, as well as bolster carryout business and service times.

“And when you think about the profit equation, you get somebody who inserts themselves into the value chain, and they have to make their money somewhere,” he added. “And it's either got to come from the restaurant or it has to come from the customer.”

Ultimately, Allison believes this reality is where the pressure will froth over, particularly with independents trying to make margins amid rising cost environments, while also paying aggregators.

Customers, he thinks, over time, will start to closely look at that delivery that cost them $15 for $12 worth of food.

“So we're just not sure how it all plays out. And you've seen that with some of some of the public players in that space who have commented about the challenge of driving long-term profitability as an aggregator,” Allison said.

Just a few weeks ago, Grubhub reported its Q4 earnings. Its app, unsurprisingly in lockdown times, grew to 31.4 million active users—a 39 percent, year-over-year hike. Daily average orders lifted to a 31 percent uptick (658,100) and $2.4 billion in gross food sales, 52 percent higher than 2019 levels.

But to Allison’s point, Grubhub’s massive user growth did not translate into profits. The company reported a net loss of $67.8 million in Q4—a significant increase from the $27.7 million net loss in Q4 2019. The company’s net revenue was $504 million.

One of the concerns Allison surfaced in the past was the notion of restaurants benefitting from the financial support of aggregators hell bent on buying market share. The fact they were pricing below the cost to serve, offering free delivery or other deep discounts often enabled by investor subsidy.

Grubhub spent $319 million last quarter on operations and infrastructure to handle the added COVID volume. It also pushed $120 million toward sales and marketing and lost north of $50 million due to delivery fee caps in certain markets. The end result being a nearly $68 million loss.

There’s no question demand will be there, though. A study highlighted in PYMNTS' December Mobile Order-Ahead Tracker noted digital orders would make up 54 percent of quick-service restaurant sales by 2025, a 70 percent increase over figures outlined in studies before COVID.

To PYNMT’s point, “the success of these delivery services depends on finding a fee that will be sustainable for restaurants and third parties alike.”

While nobody knows for certain if caps could be a reality of the future, they did bring up a key question: Can restaurants really afford 30 percent fees as it becomes a larger part of the business?

Eric Jaffe, co-founder and COO of ChowNow, explained the recent dynamic like this to PYNMTS: “Maybe [restaurants are] OK with paying those [third-party] commissions when 20 percent of your revenue comes through that channel, but when the model flips and suddenly 80 percent of your revenue is taxed by those commissions, your business model breaks.”

Domino’s doesn’t suffer from the same uncertainty.

“For us, we continue to just be the low-cost delivery provider, provide great value,” Allison said. “And we think as long as we're providing a great product with great service at a great value, we'll let everything else shake out. And certainly, we don't know how long it will take to all shake out. But from our perspective, we're in a pretty good spot.”


As Third-Party Delivery Looks for Answers, Domino’s in ‘Good Spot’

Well before COVID-19, Domino’s spoke about third-party delivery and the inevitable “shakeout” to come. In 60 years, the brand has never made a dollar delivering pizza, CEO Ritch Allison said Thursday during a conference call. It makes its money on the product, not the delivery itself, although it does charge an upfront fee, market-by-market. But that’s more of an offset strategy than a profit driver.

“So we’re just not sure how others do it,” he said.

And as the marketplace seeks answers, Domino’s plans to sit in the stands and grab its popcorn. Yet has the idea ever come up? The sheer prevalence of third-party delivery led Domino’s to at least consider it in recent years. The lure of hopping on an aggregator platform to reach additional consumers.

“Every time we look at it here in the U.S., it just doesn't make sense for us or our franchisees economically,” Allison said. “And if it doesn't make sense economically, it certainly doesn't make sense to take the risk of sharing all of our customer data with these third parties.”

This conversation has come under hot lights of late. The pandemic forced a lot of independents and small operators into the mix just to survive. Labor management platform 7shifts recently released a study on the state of restaurant labor regarding third-party delivery. It found the average fee paid to aggregator services in 2020 was 18.4 percent. However, 30 percent of restaurants said they paid 30 percent or higher.

Twenty-four percent of restaurants said their opinion of third-party delivery worsened during COVID, thanks to high fees. Seventeen percent said it improved because it helped keep the doors open.

In terms of trying to balance the equation, 55 percent increased menu prices 26 percent scheduled fewer staff 23 percent reduced hours of operations 12 percent furloughed or laid off staff 7 percent changed ingredients and 4 percent reduced portion sizes.

And perhaps one of the more staggering changes—delivery-related roles being created within restaurants grew by 243 percent as operators scrambled to serve demand.

A lot of what’s unfolding in the third-party sector? Domino’s is pulling in the opposite direction. “In a world where we're trying to shrink our delivery area to get closer to our customer for better service, a lot of these third-parties are trying to expand to reach more customers, which we think just takes away from service,” Allison said, referencing Domino’s fortressing strategy, which looks to cluster markets, shrink territory for deliveries, and, in turn, improve the wage rate equation for drivers and franchisees, as well as bolster carryout business and service times.

“And when you think about the profit equation, you get somebody who inserts themselves into the value chain, and they have to make their money somewhere,” he added. “And it's either got to come from the restaurant or it has to come from the customer.”

Ultimately, Allison believes this reality is where the pressure will froth over, particularly with independents trying to make margins amid rising cost environments, while also paying aggregators.

Customers, he thinks, over time, will start to closely look at that delivery that cost them $15 for $12 worth of food.

“So we're just not sure how it all plays out. And you've seen that with some of some of the public players in that space who have commented about the challenge of driving long-term profitability as an aggregator,” Allison said.

Just a few weeks ago, Grubhub reported its Q4 earnings. Its app, unsurprisingly in lockdown times, grew to 31.4 million active users—a 39 percent, year-over-year hike. Daily average orders lifted to a 31 percent uptick (658,100) and $2.4 billion in gross food sales, 52 percent higher than 2019 levels.

But to Allison’s point, Grubhub’s massive user growth did not translate into profits. The company reported a net loss of $67.8 million in Q4—a significant increase from the $27.7 million net loss in Q4 2019. The company’s net revenue was $504 million.

One of the concerns Allison surfaced in the past was the notion of restaurants benefitting from the financial support of aggregators hell bent on buying market share. The fact they were pricing below the cost to serve, offering free delivery or other deep discounts often enabled by investor subsidy.

Grubhub spent $319 million last quarter on operations and infrastructure to handle the added COVID volume. It also pushed $120 million toward sales and marketing and lost north of $50 million due to delivery fee caps in certain markets. The end result being a nearly $68 million loss.

There’s no question demand will be there, though. A study highlighted in PYMNTS' December Mobile Order-Ahead Tracker noted digital orders would make up 54 percent of quick-service restaurant sales by 2025, a 70 percent increase over figures outlined in studies before COVID.

To PYNMT’s point, “the success of these delivery services depends on finding a fee that will be sustainable for restaurants and third parties alike.”

While nobody knows for certain if caps could be a reality of the future, they did bring up a key question: Can restaurants really afford 30 percent fees as it becomes a larger part of the business?

Eric Jaffe, co-founder and COO of ChowNow, explained the recent dynamic like this to PYNMTS: “Maybe [restaurants are] OK with paying those [third-party] commissions when 20 percent of your revenue comes through that channel, but when the model flips and suddenly 80 percent of your revenue is taxed by those commissions, your business model breaks.”

Domino’s doesn’t suffer from the same uncertainty.

“For us, we continue to just be the low-cost delivery provider, provide great value,” Allison said. “And we think as long as we're providing a great product with great service at a great value, we'll let everything else shake out. And certainly, we don't know how long it will take to all shake out. But from our perspective, we're in a pretty good spot.”


As Third-Party Delivery Looks for Answers, Domino’s in ‘Good Spot’

Well before COVID-19, Domino’s spoke about third-party delivery and the inevitable “shakeout” to come. In 60 years, the brand has never made a dollar delivering pizza, CEO Ritch Allison said Thursday during a conference call. It makes its money on the product, not the delivery itself, although it does charge an upfront fee, market-by-market. But that’s more of an offset strategy than a profit driver.

“So we’re just not sure how others do it,” he said.

And as the marketplace seeks answers, Domino’s plans to sit in the stands and grab its popcorn. Yet has the idea ever come up? The sheer prevalence of third-party delivery led Domino’s to at least consider it in recent years. The lure of hopping on an aggregator platform to reach additional consumers.

“Every time we look at it here in the U.S., it just doesn't make sense for us or our franchisees economically,” Allison said. “And if it doesn't make sense economically, it certainly doesn't make sense to take the risk of sharing all of our customer data with these third parties.”

This conversation has come under hot lights of late. The pandemic forced a lot of independents and small operators into the mix just to survive. Labor management platform 7shifts recently released a study on the state of restaurant labor regarding third-party delivery. It found the average fee paid to aggregator services in 2020 was 18.4 percent. However, 30 percent of restaurants said they paid 30 percent or higher.

Twenty-four percent of restaurants said their opinion of third-party delivery worsened during COVID, thanks to high fees. Seventeen percent said it improved because it helped keep the doors open.

In terms of trying to balance the equation, 55 percent increased menu prices 26 percent scheduled fewer staff 23 percent reduced hours of operations 12 percent furloughed or laid off staff 7 percent changed ingredients and 4 percent reduced portion sizes.

And perhaps one of the more staggering changes—delivery-related roles being created within restaurants grew by 243 percent as operators scrambled to serve demand.

A lot of what’s unfolding in the third-party sector? Domino’s is pulling in the opposite direction. “In a world where we're trying to shrink our delivery area to get closer to our customer for better service, a lot of these third-parties are trying to expand to reach more customers, which we think just takes away from service,” Allison said, referencing Domino’s fortressing strategy, which looks to cluster markets, shrink territory for deliveries, and, in turn, improve the wage rate equation for drivers and franchisees, as well as bolster carryout business and service times.

“And when you think about the profit equation, you get somebody who inserts themselves into the value chain, and they have to make their money somewhere,” he added. “And it's either got to come from the restaurant or it has to come from the customer.”

Ultimately, Allison believes this reality is where the pressure will froth over, particularly with independents trying to make margins amid rising cost environments, while also paying aggregators.

Customers, he thinks, over time, will start to closely look at that delivery that cost them $15 for $12 worth of food.

“So we're just not sure how it all plays out. And you've seen that with some of some of the public players in that space who have commented about the challenge of driving long-term profitability as an aggregator,” Allison said.

Just a few weeks ago, Grubhub reported its Q4 earnings. Its app, unsurprisingly in lockdown times, grew to 31.4 million active users—a 39 percent, year-over-year hike. Daily average orders lifted to a 31 percent uptick (658,100) and $2.4 billion in gross food sales, 52 percent higher than 2019 levels.

But to Allison’s point, Grubhub’s massive user growth did not translate into profits. The company reported a net loss of $67.8 million in Q4—a significant increase from the $27.7 million net loss in Q4 2019. The company’s net revenue was $504 million.

One of the concerns Allison surfaced in the past was the notion of restaurants benefitting from the financial support of aggregators hell bent on buying market share. The fact they were pricing below the cost to serve, offering free delivery or other deep discounts often enabled by investor subsidy.

Grubhub spent $319 million last quarter on operations and infrastructure to handle the added COVID volume. It also pushed $120 million toward sales and marketing and lost north of $50 million due to delivery fee caps in certain markets. The end result being a nearly $68 million loss.

There’s no question demand will be there, though. A study highlighted in PYMNTS' December Mobile Order-Ahead Tracker noted digital orders would make up 54 percent of quick-service restaurant sales by 2025, a 70 percent increase over figures outlined in studies before COVID.

To PYNMT’s point, “the success of these delivery services depends on finding a fee that will be sustainable for restaurants and third parties alike.”

While nobody knows for certain if caps could be a reality of the future, they did bring up a key question: Can restaurants really afford 30 percent fees as it becomes a larger part of the business?

Eric Jaffe, co-founder and COO of ChowNow, explained the recent dynamic like this to PYNMTS: “Maybe [restaurants are] OK with paying those [third-party] commissions when 20 percent of your revenue comes through that channel, but when the model flips and suddenly 80 percent of your revenue is taxed by those commissions, your business model breaks.”

Domino’s doesn’t suffer from the same uncertainty.

“For us, we continue to just be the low-cost delivery provider, provide great value,” Allison said. “And we think as long as we're providing a great product with great service at a great value, we'll let everything else shake out. And certainly, we don't know how long it will take to all shake out. But from our perspective, we're in a pretty good spot.”


As Third-Party Delivery Looks for Answers, Domino’s in ‘Good Spot’

Well before COVID-19, Domino’s spoke about third-party delivery and the inevitable “shakeout” to come. In 60 years, the brand has never made a dollar delivering pizza, CEO Ritch Allison said Thursday during a conference call. It makes its money on the product, not the delivery itself, although it does charge an upfront fee, market-by-market. But that’s more of an offset strategy than a profit driver.

“So we’re just not sure how others do it,” he said.

And as the marketplace seeks answers, Domino’s plans to sit in the stands and grab its popcorn. Yet has the idea ever come up? The sheer prevalence of third-party delivery led Domino’s to at least consider it in recent years. The lure of hopping on an aggregator platform to reach additional consumers.

“Every time we look at it here in the U.S., it just doesn't make sense for us or our franchisees economically,” Allison said. “And if it doesn't make sense economically, it certainly doesn't make sense to take the risk of sharing all of our customer data with these third parties.”

This conversation has come under hot lights of late. The pandemic forced a lot of independents and small operators into the mix just to survive. Labor management platform 7shifts recently released a study on the state of restaurant labor regarding third-party delivery. It found the average fee paid to aggregator services in 2020 was 18.4 percent. However, 30 percent of restaurants said they paid 30 percent or higher.

Twenty-four percent of restaurants said their opinion of third-party delivery worsened during COVID, thanks to high fees. Seventeen percent said it improved because it helped keep the doors open.

In terms of trying to balance the equation, 55 percent increased menu prices 26 percent scheduled fewer staff 23 percent reduced hours of operations 12 percent furloughed or laid off staff 7 percent changed ingredients and 4 percent reduced portion sizes.

And perhaps one of the more staggering changes—delivery-related roles being created within restaurants grew by 243 percent as operators scrambled to serve demand.

A lot of what’s unfolding in the third-party sector? Domino’s is pulling in the opposite direction. “In a world where we're trying to shrink our delivery area to get closer to our customer for better service, a lot of these third-parties are trying to expand to reach more customers, which we think just takes away from service,” Allison said, referencing Domino’s fortressing strategy, which looks to cluster markets, shrink territory for deliveries, and, in turn, improve the wage rate equation for drivers and franchisees, as well as bolster carryout business and service times.

“And when you think about the profit equation, you get somebody who inserts themselves into the value chain, and they have to make their money somewhere,” he added. “And it's either got to come from the restaurant or it has to come from the customer.”

Ultimately, Allison believes this reality is where the pressure will froth over, particularly with independents trying to make margins amid rising cost environments, while also paying aggregators.

Customers, he thinks, over time, will start to closely look at that delivery that cost them $15 for $12 worth of food.

“So we're just not sure how it all plays out. And you've seen that with some of some of the public players in that space who have commented about the challenge of driving long-term profitability as an aggregator,” Allison said.

Just a few weeks ago, Grubhub reported its Q4 earnings. Its app, unsurprisingly in lockdown times, grew to 31.4 million active users—a 39 percent, year-over-year hike. Daily average orders lifted to a 31 percent uptick (658,100) and $2.4 billion in gross food sales, 52 percent higher than 2019 levels.

But to Allison’s point, Grubhub’s massive user growth did not translate into profits. The company reported a net loss of $67.8 million in Q4—a significant increase from the $27.7 million net loss in Q4 2019. The company’s net revenue was $504 million.

One of the concerns Allison surfaced in the past was the notion of restaurants benefitting from the financial support of aggregators hell bent on buying market share. The fact they were pricing below the cost to serve, offering free delivery or other deep discounts often enabled by investor subsidy.

Grubhub spent $319 million last quarter on operations and infrastructure to handle the added COVID volume. It also pushed $120 million toward sales and marketing and lost north of $50 million due to delivery fee caps in certain markets. The end result being a nearly $68 million loss.

There’s no question demand will be there, though. A study highlighted in PYMNTS' December Mobile Order-Ahead Tracker noted digital orders would make up 54 percent of quick-service restaurant sales by 2025, a 70 percent increase over figures outlined in studies before COVID.

To PYNMT’s point, “the success of these delivery services depends on finding a fee that will be sustainable for restaurants and third parties alike.”

While nobody knows for certain if caps could be a reality of the future, they did bring up a key question: Can restaurants really afford 30 percent fees as it becomes a larger part of the business?

Eric Jaffe, co-founder and COO of ChowNow, explained the recent dynamic like this to PYNMTS: “Maybe [restaurants are] OK with paying those [third-party] commissions when 20 percent of your revenue comes through that channel, but when the model flips and suddenly 80 percent of your revenue is taxed by those commissions, your business model breaks.”

Domino’s doesn’t suffer from the same uncertainty.

“For us, we continue to just be the low-cost delivery provider, provide great value,” Allison said. “And we think as long as we're providing a great product with great service at a great value, we'll let everything else shake out. And certainly, we don't know how long it will take to all shake out. But from our perspective, we're in a pretty good spot.”


Pogledajte video: domino trick 1