Domino's Pizza India: Strategic Expansion Analysis & Leadership Role

This case study provides an in-depth analysis of Domino's Pizza India's expansion strategy, particularly focusing on the period when Pavan Bhatia served as CEO. It examines the company's decision to expand into smaller towns and cities, the challenges it faced due to low pizza consumption and pricing issues, and the subsequent decision to shut down some outlets. The case study also touches upon the importance of self-efficacy, motivation, and collaborative work relationships within the organization. Furthermore, it reflects on the role of leadership in communicating organizational directions, values, and vision, as well as the need for personal leadership improvement. The study concludes with a discussion on building trust, confidence, and respect among individuals within the organization, highlighting both successes and areas for improvement.

DOMINO’S PIZZA
- AN IN DEPTH ANALYSIS
Name of the student
Student ID
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Introduction
 Domino’s pizza India limited is the Indian branch of the
reputed pizza making organization, domino’s pizza Inc.
 The organization has the expertise in producing variety of the
pizzas and is known to be one of the market leader of the
pizza making and food delivery industry.
 The company, domino’s pizza Inc. Was founded in the year
1960 by James Monaghan, tom Monaghan and Dominick
Divarti.
 The company operates in many of the nations across the globe
and one of them is India.
 The Indian branch of the mentioned company was seen to be
managed by two of the reputed professionals Hari Bhartia and
Pavan Bhatia.

Current Situation
 The Indian subsidiary of the organization was seen to be subjected to a business
expansion.
 The main aim of the expansion was to increase the business of the organization
in the locations where the company is unable to establish any outlet.
 The company was seen to be subjected to a significant amount of the expenses
for the construction of the outlets and the operations of it.
 The senior management of the organization was observed to calculate the
preferences of the customers and the market trends in the new destinations in an
appropriate manner which forced the organization to face “no profit” situation.

Self Efficacy
 The achievement of the self-
efficacy and the expertise of the
individuals was notably dependent
on the assessment of the
operations of the different
individuals.
 Interaction with the employees
was also significant for me in the
better understanding of the
employees.

Motivation for the exchange of feedback
o Creation of a better organizational
environment where they were able
to communicate without any sort of
fear.
o The establishment of the effective
communication among the members
of the organization was also
instrumental in motivating the
employees.

Collective and collaborative Work Relationships in the organisation
 The approach that I used for the development of the collective and
collaborative work relationships is democratic.
 I made sure that the employees are responsible for the decision making
regarding their own performances and along with that, the consultation with
the employees regarding the business operations of the organization was seen
to be significant in the development of the collective and collaborative work
relationships inside the organization.
 The approach and the activity were instrumental in increasing the
involvement of the employees and the other members towards the
organization.

Communication of the organisational directions, values and overall vision
I needed to make an assessment of the impact of my
leadership and the operations over the organization.
The influence of my leadership on the employees of
the organization and the performances of them was of
great significance in constructing the base for the
specification of the organizational directions.
The communication regarding this was conducted
through the formal reports.

Improvement of personal leadership style and self-management
o Improvement of my communication.
o Improvement in the emotional intelligences.
 The improvement in understanding the
emotional state of my employees and the
skill of leading them in accordance to that is
significant for the improvement of my skill
of effective leadership.
 The improvement of my communication,
specifically the aspect of body language
which reflects a major share of my
communication, is in need of improvement
for effective leadership.

Role model in the organisation in terms of building trust, confidence and respect of individuals
 I consider myself to be partially successful in the
formation of the trust, confidence and the respect
among the individuals as I could see many of my
employees were notably communicating regarding
the various aspects of the operations of them and
the organization and that reflects the formation of
the trust and confidence among them.
 I do consider that the emotional intelligences and
the absence of skill of portraying the appropriate
body language which reflects what I want to
communicate, is a major drawback of mine in the
effective formation of the trust and confidence
among the members of the organization.

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