Blog
What is data-driven marketing, and how do you use it?
Learn more
In the increasingly crowded delivery market, Domino’s, has driven a £1.13 million boost in incremental revenue in just three months by launching a new digital display advertising programme.
Domino’s partnered with Conversant to harness its data to identify and reach consumers, reaching 3.1 million people and achieving an impressive 10:1 incremental return on ad spend.
In the below video, Elliott Clayton - SVP at Conversant - explains the strategy behind the trial, specifically how and why it succeeded, as well as how personalised display can be harnessed by other industries for similar success.
{{ script_embed('wistia', '89c7dss63u', ', ', 'inline,responsive,align=center,marginRight=auto,marginLeft=auto') }}
With over 1,000 stores across the UK, Domino’s has built up its leading status through both its pizzas and its use of technology for better customer experience. But in the past three years, the delivery market has exploded with quick-service restaurants (QSRs) moving into delivery and the emergence of delivery aggregators, such as Deliveroo and Uber Eats.
To maintain its market position, Domino’s knew it needed to harness its data and utilise the full breadth of its channels to not only win new customers but retain existing ones who may be tempted to switch to a delivery aggregator.
“There are so many businesses fighting for that pizza or takeaway occasion, and they have deep pockets," explains Karl Boyce, head of digital and CRM at Domino’s.
"We need to be on the front foot when it comes to driving efficiency through data - using our data architecture and understanding of our customers to outsmart competitors. All the while, measuring effectively using a mix of econometrics, last click and revenue incrementality.
"That's our mantra - to outsmart rather than outspend.”
Whilst already a first mover with channels like social, Spotify or specific publishers thanks to its single customer view database, like other brands, Domino’s hadn’t seen healthy return on investment from standard digital display advertising, such as retargeting. With some channels too fragmented and others like TV becoming too expensive, Domino’s turned to Conversant to launch personalised display advertising into its media mix and demonstrate incremental return.
Conversant enabled Domino’s to further activate its first-party data, harnessing the solution’s transaction-driven ID map of real British consumers. In turn, this enabled Domino’s to effectively identify and reach the right consumers at scale, simultaneously optimising media buying for measurable return.
“We ensured to take the time to really get under the skin of the Domino’s business and truly understand its operational and business challenges before outlining the best strategy," explains Clayton. "This also meant being fully transparent and engaging with all stakeholders, particularly the likes of the data security and the legal team. We knew we’d then be able to deliver and prove the desired return for Domino’s.”
Now, Domino’s is able to match customers down to a single, pseudonymous customer contact ID, tracking that customer accurately from media delivery through to order. The solution allows delivery of automated, personalised messaging to increase new and existing customer lifetime value, driving purchases across its customer base.
Beyond a ten-fold incremental return on an investment of £113,000 - more than double the targeted 4:1 return - it also reached 3.1 million customers. Importantly, the partnership with Conversant has entailed a greater business impact by highlighting the value of marketing data to the wider business.
“Many marketers are trying to drive value in their data, so they're having conversations with board members about getting that data architecture in place, managing compliance and creating audience segments. It is a costly, time-consuming part of anybody's role," concludes Boyce.
"For us to be able to create an audience sample and visibly show a return is music to the ears of any head of department trying to validate a business case to their board.”
