Doyle provided a glimpse into the process.
Orders shows up on the make-line screen, and it doesn’t matter if they came from voice, from tweets, off a laptop, app or anything else. They’ll simply drop into the store. There is no handoff that has to happen where mistakes can be made.
“So all of these foundational things that we've been doing, having one point-of-sale system, one online ordering system that is able to funnel all of these things in, this funnels into that exactly the same way. So the order just drops on to the make line and the people making great pizzas get to work on fulfilling that order,” he said.
Domino’s core business is allowing it to envision this future, Doyle said. In the first quarter, delivery grew faster than carryout for the first time in several quarters.
On this topic, Doyle said Domino’s is seeing negligible impact from the rise of third-party delivery across the quick-service lexicon. In fact, the muddy logistics are helping Domino’s stand out.
“Delivery aggregator economics remain challenging and unproven, and those making attempts to succeed in this space are likely realizing something we have known for almost six decades—delivery is hard,” Doyle said.
“It is all about our execution on delivery. And we do that extraordinarily well. You will probably find research out there already about the customers' experience with the third-party aggregators, and we remain confident that we are better at delivery than anybody out there,” Doyle added.
Doyle called third-party delivery a “prisoner’s dilemma” for the industry.
With everybody doing it because, well everybody is doing it, Doyle said it’s not accelerating the overall growth of the category.
“Then I would argue it is not in total incremental,” he said. “For an individual brand, if they don't do it and everybody else is doing it, then that may cost them a little bit. But the question is, what does it cost their margin to be adding that in if it is not adding to the overall growth of the restaurant category? And I think that's where we are.”
Domino’s had global net store growth of 110 stores in Q1, including 79 net new international units, and 31 net domestic restaurants. Domino’s has opened 966 net new stores over the last 12 months. There were 5,649 total domestic units (397 company owned) and 14,966 total as of March 25.
First quarter earnings per share were $2, up 58.7 percent over the prior-year period. Revenues increased $161.2 million, or 25.8 percent, and net income boosted $26.4 million, or 42.2 percent.
“When I took this job I set out to achieve three things. First, I wanted Domino's to provide the best return for our franchisees in the restaurant industry by creating the dramatically better experience for our customers. Second, I wanted to ensure succession strength and have a leadership team and CEO in place that would be ready to take the business forward,” Doyle said. “And lastly, to become the number one pizza company in the world by the end of the decade. When I set this last goal, it was clearly a stretch, but my confidence in our franchisees, our leadership and every single person who passionately works to make this brand just a little bit better each and every day, left me little doubt that we would get it done.