Data at the Center of Driving Digitalization

Hi, everyone, my name is Frederique De Letter. I’m the Director for enterprise data intelligence for Domino’s. And I’m here to share to the some of our experiences in terms of how do we leverage data to really drive digitalization as a company. I’m looking forward to kind of share some of my experiences and our approaches in doing so as part of this session. So first of all, I’d like to show this slide, which is kind of one of those unnecessary slides in terms of forward looking statements. I’m sure we’ve all seen this one before. But it’s important to kind of put it in the back of your mind in terms of what we will share in this session. Before we start in kind of talking a bit about our roadmap in terms of how to become an effective digital company, I want to do want to get provide some context around Domino’s as an organization, at this point in time. So as you can see, on the slides, we have a pretty global footprint of around 17,000 stores, we’re active in 90 plus markets, we have around six, six and a half 1000 stores basically in us, and the rest is spread out across the balance of the walls. So we have a pretty broad footprint in terms of areas where our brand is conducting business with our customers. One of the things that we tend to keep in mind is constantly trying to think about the long term, especially this year, which has been a very disruptive to all of us I can imagine. With kind of the the events happening, we do keep or try to keep the long term in mind in how our projects is effectively are effectively helping our strategic initiatives. So think about our focus is really not just on providing best in class delivery. But we’re also doubling down on carry yards, whilst making sure that we have a focus on strong Enterprise Performance. And equally protecting our business from different perspective, whether it’s the food safety, cybersecurity or team member perspective. As many of you may know or not know, Domino’s as an organization is also a technology company. So clearly, we invested a lot of resources over a decade ago to building out our capabilities and our core competencies around technology, data analytics, advanced analytics, to be in a position to harness the power of data for activation. We clearly have a large number of channels where our customers can engage with our brand basic in terms of ordering experience will go which goes beyond just a traditional web or app in terms of ordering. But clearly, we have channels like Google Alexa, slack messenger, that are all creating kind of touch points for our customers, and equally are generating a lot of data in terms of how our customers are interacting with our brands. So data is really kind of the the common theme thread here in terms of the ability and how we engage with our customers through a number of channels. Our organization is also very conscious that we need to take an outside in perspective as volunteers and understanding what are some of the trends and implications that we as an organization have to embrace very proactively. Some of them are being kind of the rifle kind of God and mega trends or but also other external factors that we feel are very topical for us as an organization and as a brand and how we engage with our customers going forward. And as you’re as we mature across our kind of digitalization footprints. And just to give you some examples here, including things like automation, programmatic augmented analytics at scale, are really things that are driving a lot of our initiatives and kind of our maturity building in the organization. And where we really are focusing a lot of effort on and things that are really peripheral around that are really making sure that we have a very foundational, very flexible framework in terms of Data Fabric, that really can fuel on an enterprise level, any initiative basically to get us closer to our ideal state. Bearing in mind that there’s a lot of technology disruption as well going on, where we feel we need to have a flexible framework in place as well.

That allows us to swap in and swap out components as we see fit to make sure that we are staying ahead of the curve. And other important factors that are very topical, and we’re very conscious around is the constant harmony that we have to put in place between personalization and Some of the expectations that our consumers have in how we engage with them, and in what we do we engage with them. Lots of things that we are trying to figure out. And we’re figuring out, I’m putting in place our capabilities in order to be prepared for the future. I also believe and we also believe, as an organization that there are clearly some prerequisites as well to be become effectively digitalized as an organization. And that comes from kind of a couple of angles here. So first of all, we do want to think that global capabilities and a focus in mind, we do not want to reinvent the wheel, we will want to create a flexible framework that allows us to go to markets in a global way with local execution. So thinking about other brands that have a similar mantra or approach and how they kind of engage with their customers, we do want to make sure that our brand is also thinking more globally, and our approaches with kind of an agile framework around that included the culture and mindset has to be on a on an enterprise wide level. So we really want to make sure that our approaches and how we kind of connect and operate as an organization and brands is the same maturity and similar approach at every function. All people every corporate strategy, initiative and execution. In order to make sure that we we all have the same focus direction on base. But we do want to have always the customer in mind, customer centricity is key. And equally, we want to be relevant to our customers, how do our customers want to be engaged with us as a brand? Basically, what are some of their expectations? What do we need to be prepared for in terms of managing that kind of relationship between our brand and our customer? And that’s really kind of making sure that we have that appropriate kind of conversation with the boundary conditions around that in terms of a framework that allows us to kind of mold through how we kind of identify our customers in the right way? And how do we engage with them? And assuming how do we manage kind of that data variability across countries at the global level, so lots of things that come into play there. But customer centricity is kind of the keystone of everything that we do as an organization. So how is kind of our data strategy aligning with kind of our aim to fuel our digitalization becoming a digitally native company? Clearly, that’s gonna have quite a bit to unpack, and I’m happy to share a couple of elements in how we’re approaching it. That makes sense for our context, this is probably not a silver bullet for everyone. But these some of our strategy that we are deploying and thinking about in terms of being prepared for the future. So clearly, it’s important as an organization to understand how data can be activated to fuel business strategies. And there’s a variety of business strategies and business domains and initiatives clearly. But if you think about going back to our customer, domain, or customer focus, and really kind of have an ability to effectively engage with our customer in the most meaningful way, meaningful and most appropriate time channel, and truly get to a place where our Omni challenge reduction is going to find Jones, we really need to have a pretty solid data foundation in terms of having an ability to handle concurrent initiatives, overlapping kind of consumer data segments, with a fluid synchronization across all of those interaction points. And that is really driven by data. So data kind of fabric and foundational pieces, that really fuels kind of the everything that sits on top of that is really a key strategy for us, that we had to kind of figure out. And it’s similar to building a house that really requires a strong foundation to really scale effectively. And we’ve seen in some of the macro trends or similar kind of the strategy components, there’s a number of things that we had to figure out an architect out and are keep on developing to really have a very solid foundation that allows us to fuel kind of a large part of the organization.

And I will talk to a couple of those components bfcm here at the bottom, the slides around technology, data, fabric, automation, programmatic personalization, those are kind of the things that we are really orchestrating or putting kind of the initial foundations in place that allows us to get to our end state. And I’ll talk a bit about foundational Data Fabric and augmented data management. So our strategy has always been to really make sure that we We focus on a solid foundation in terms of a single source of truth and a very dynamic framework. In terms of us understanding what are our strategic information and data says basically, that we want to have an ability to activate on very quickly. And that’s a very dynamic ecosystem, everyday kind of new enterprise kind of relevant data sets, assets get on boarded. And it’s a combination of lots of different data domains, some of them more real time versus other components, that we really combined with kind of a very good framework in terms of master data management’s think about customer domain, think about product domain, and enhanced with kind of a very flexible QA framework as well, that really gives us the power to really activate on that data through a number of channels and means to fuel every part in the organization in terms of how do we federate some of that data out or replicate some of that data out, or provides specific semantic layers for data interpretation that fuels a lot of the the insights that are being generated in the organization, to really providing capabilities for data monetization, and data personalization at scale effectively. So our data fabric and augmentation that we build on top of that allows us to, you know, really orchestrate on and fuel a lot of different initiatives, basically, and organization. We also are very conscious that we don’t necessarily want to be locked in into what I would call a restricted golden cage in terms of an ability to make sure that technology isn’t a neighbor, and really allows us to swap and swap out components as they make sense or not, to really make sure that we can achieve the business outcome that we were aiming for. Given that there’s a lot of disruption. Given that there’s a lot of kind of new platforms capabilities, tooling out there, which changes overnight, it’s important that we found it very important to have a flexible framework that allows us to kind of plug and play and swap and swap out modules as we see fit, just to make sure that we are not harmed, strong or limited to specific ecosystems or, or platforms. So I would see it as almost like a modular approach to doing things and building capabilities in the organization. And as the required change, within a year across, kind of, to make sure we’re prepared for the future, we can effectively orchestrate that without having the need to do major transformation. So our transformation really happens. But in a calendar year, we want to limit kind of the risk exposure we have in terms of having to do kind of heavy lift and shift to be prepared for the future. And our way of thinking as well from our organization is really think about test and learn at scale and speed. So an ability to really hypothesize, design, build, test and measure, that is something that we want to do at lightning speeds. We want to do that by enabling massive amounts of automation and reducing manual touch points. And we do understand kind of the, the output or the impact that some of those tests and learning exercise gives us to then scale across the initiatives, and ideally have the business outcome that we’re expecting. So that’s kind of a different kind of mindset as well that we are very focused on. And ultimately what we’re trying to achieve is all of the initiatives and kind of the foundational pieces that we put in place and the mindset change in our organization and teams are collaborating and kind of driving change transformation initiatives, it’s really getting closer to becoming a truly digitally native business by a really kind of driving some of that transformation across not just technology data, but also more importantly processes and people and how we approach things. And that’s really well what my final kind of Thought for the Day is

effective change management and really think about maturity girls and how you get across the stepping stones to get more mature across different parts of the organization. across people process data attack is really something that we’re laser focused on understanding the ideal outcome, but also understanding how you get there in steps that are feasible and manageable and the business is kind of equipped to do so effectively in a time that makes sense for you. That’s really kind of how we position a lot of the transformation and and brightest change management in our organization. So hopefully that’s story aligns with some of you hopefully you got some, maybe some interesting perspective on the things that I shared. But I’m happy as well to connect with anyone in the future to kind of jointly discuss any kind of item that I just shared here.

Thank you.