A few days ago, I received an official request from Domino’s Pizza Russia’s CEO, Guvenc Donmez. Mr. Donmez asked me to delete my posts that mention Domino’s from my personal pages on Facebook and Vkontakte (the most popular social networks in Russia). The grounds? Since I’m the CEO of Dodo Pizza, my posts allegedly express the company’s official position.
So stupid of us: Americans love picking toppings and making their own pizzas, and we didn’t allow them to do that.
OK, we’ve got a problem: the business is growing. It sure brings excitement to our CEO, but it also brings tons of trouble to our IT team, which has to keep up with the pace.
All our pizzerias are run by our own IT system. It’s responsible for every step of our pizza making.
By the end of 2016, we at Dodo Pizza had 154 pizza shops in 9 countries. Now it’s 247. The guys from the franchise department brag that by the end of the year it could be 300 easily.
The growth itself takes its toll on our infrastructure, which needs bolstering. The expansion also increases the demand for new features: the more people join our pizza chain, the more they expect from us.
Obviously, we need more developers to join our 60-person team. And we need them today (or even better, yesterday). The question is: how do you speed up hiring without compromising on recruitment “quality”?
We’re missing something. That’s what our team has been thinking while working on this blog lately. And rightly so, because actually, we’ve been missing a lot. Dodo Story was created as a management blog for a global audience of entrepreneurs and leaders. From day one, the blog covered the story of our American branch from the management point of view, which was quite a ballsy attempt to barge into a crowded pizza market in a small college city in the States (Oxford, Mississippi, to be precise). We had our moments on this blog…
People often ask me how we’ve done it. We barged into a crowded market with a generic product. We didn’t have any brand. We didn’t spend oodles of money on advertising, coupons, and promotions, like our competitors were doing. And while usually in our industry others go out of business in six months or a year, we saw profit in the second month. A year and a half later, we are still in business—and expanding. In this post, I’ll tell you how to market a restaurant without marketing it or at least how we did it—and how you can probably do the same in your niche.