Determined to rebuild the customers' trust, America’s largest pizza delivery company's President made a public apology on YouTube and soon after launched the Pizza Turnaround Campaign based on a 'come-what-may-approach' that few agencies would be bold enough to try. The campaign designed by Domino's Agency Crispin Porter and Bogusky put the brand through a self-deprecating process in which consumers gave their bare-knuckle comments about Domino's pizza in focus group discussions. The comments were shared on a video on YouTube.
Domino's Pizza took the campaign a step further and put up a giant billboard at a famousintersection in Manhattan, allowing any customer who ordered food using the Domino’s Pizza Tracker the opportunity to share their feedback with hundreds of thousands of Manhattan pedestriansand with other people around the world through a web video feed. No comments were excluded no matter how negative. The Tracker enabled customers who submitted their orders online to track their food from the oven to their front door. Once the delivery was made, customers could rate their experience and leave comments for restaurant staff. The Times Square tracker ran for two hours and 54 minutes a day, and pulled in approximately 700 comments at a rate of four per minute.
Domino's Pizza did not just collate and file away the comments the Company received. The Company used the criticism to reinvent their pizza and to improve the quality of their food, restaurants and services. At the launch of the campaign on a YouTube video, Doyle had noted, 'You could use negative comments to get you down or you could use them to excite you and energise your processes of making better pizza.' Obviously, Domino's Pizza chose the latter approach.
brand building and brand marketing underscores this and points out that knowing how to 'do digital' for its own sake is far from enough. According to PN, brands achieve most success if they combine social media survey with human insights.
This is exactly what Russell Weiner leaned on to generate Domino's successful campaign. Initial research had indicated that American consumers 'yearned to hear the truth at a time when banks were collapsing, wall street and detroit were imploding and confidence in corporations, politicians and
authoritative figures had sunk to all-time low.' Weiner used these insights in the Turnaround Pizza
Public Relations has always been about understanding people and what influences them, no matter the medium used. New media tools now provide organisations with new ways to listen to consumers and for consumers to initiate communication with organisastions. According to Grunig and Grunig, because of of their interactive nature 'new media make it possible than before to have a two-way balanced dialogue with publics. The Turnaround Pizza campaign demonstrates how dialogue helped to alter both the brand's and consumers' attitudes and behaviour towards each other, and the eventual impact on the brand's relationship with the consumers.
Domino's Pizza's continued strive for transparency since the 2009 incident is proof of new media's
ability to contribute to organisation's behaviour and improvement of its relationships with its consumers.