This document provides a summary of a research report analyzing Pizza Hut Corporation. The report analyzed areas like product quality, customer satisfaction, and adapting to technology changes. Methods included surveys, trend analysis, and comparisons. Results showed Pizza Hut is falling behind competitors like Domino's and Papa John's in online ordering. Customers prefer ordering in-person or online over mobile apps. The report recommends Pizza Hut conduct more research, improve the online experience, and offer more deals to attract customers. Limitations include potential bias in the survey and limited available data.
The document outlines a campaign to position Pizza Hut as the top choice for digital ordering by creating excellent digital experiences that increase orders through Pizza Hut's digital system to 75% of total orders. Research found that confidence is crucial for motivating Millennials to use Pizza Hut's digital ordering, which consists of personalization, convenience, and trust in the system. The campaign will target 18-34 year olds through executions highlighting the features and usability of Pizza Hut's online ordering system.
This document provides background research and insights into developing a marketing campaign targeted at "time-starved" millennials. It profiles three subgroups within this target audience: students, young professionals, and parents. Research found that they value convenience due to busy schedules and see time as a precious commodity. The document recommends positioning Pizza Hut as the top choice for digital orders and creating the best digital ordering experience. It analyzes competitors and proposes tactics like mobile/online advertising, partnerships, and a redesigned app to appeal to the time-constrained lifestyle of the target audience.
The document provides details on a proposed marketing campaign for Pizza Hut to promote their mobile app and online ordering. The campaign's objectives are to position Pizza Hut as the top choice for digitally ordered pizza and provide the best digital ordering experience. The target market is millennials aged 18-34 who do not currently order pizza online or existing customers. Research found that ensuring order accuracy is important to consumers. The proposed campaign would demonstrate how Pizza Hut's digital ordering creates a more accurate process by allowing customers to customize their order. Elements of the campaign include commercials, app enhancements, contests, digital ads, and events.
This campaign summary outlines a digital marketing strategy targeting millennials to increase online pizza orders for Pizza Hut. It introduces Rick Drizzle as the sarcastic spokesperson who will deliver messages through "Pizza Service Announcements" depicting awkward situations that could be avoided by ordering online. The strategy involves improving Pizza Hut's digital platforms, launching a "Drizzle Takeover" on social media, and implementing a multimedia advertising campaign utilizing TV, online display ads, mobile ads, email marketing and search engine marketing. The goal is to convert more millennials to digital ordering and help Pizza Hut achieve its objectives.
This document provides a campaign plan for Pizza Hut to promote their digital ordering capabilities. The objectives are to position Pizza Hut as the top choice for digital pizza orders and provide the best digital ordering experience. Research found that customers want accurate orders and control over customization. The campaign's big idea is that the mobile app allows customers to feel like they made the pizza themselves by having control over the order. The plan includes commercials, app enhancements, a contest, and digital advertising to highlight how the app provides accurate orders. The goal is to reconnect with customers and have 75% of orders placed online/mobile.
Pizza Hut is launching a new digital ordering tool called the Flavor Finder to help increase online orders. The tool asks a few questions to suggest a customized order that will satisfy any group. A campaign will target "Playmakers," people who love planning parties and events but find it difficult to please everyone's tastes when ordering pizza. Video ads will show how the Flavor Finder helps Playmakers easily deliver great-tasting pizza for any occasion. The goal is to simplify online ordering for groups and break the habit of ordering by phone.
Pizza Hut is launching a new digital campaign called "Flavor of Now" to increase digital orders by 32% by the end of 2015. The campaign aims to modernize Pizza Hut's brand and create a more relevant identity. Research found little awareness of the rebranding among consumers. While Pizza Hut has strong name recognition, it lacks a unique distinguishing factor compared to competitors like Domino's Pizza Tracker. The campaign will target both loyal digital customers as well as customers who currently order by phone or from competitors. Opportunities exist to leverage Pizza Hut's new flavors, color palette, and brand equity. However, the research identified a need for the digital experience to be more convenient and engaging than other options through rewards programs,
The document provides an overview and strategic plan for a Pizza Hut advertising campaign aimed at increasing online orders. It includes a situational analysis noting that 43% of pizza orders are now digital and competitors have positioned themselves well in this area. Research findings show that millennials are the key target audience for digital ordering. The creative strategy is to position Pizza Hut as a fun, hip, and relevant brand by showing "a world of endless pizzabilities" rather than typical pizza advertising. The multi-channel campaign uses colorful digital ads, video, social media, and partnerships to spark customers' imaginations and showcase endless customization options. The goal is to increase Pizza Hut's online order share and generate brand relevance for millennials.
The document outlines a campaign to position Pizza Hut as the top choice for digital ordering by creating excellent digital experiences that increase orders through Pizza Hut's digital system to 75% of total orders. Research found that confidence is crucial for motivating Millennials to use Pizza Hut's digital ordering, which consists of personalization, convenience, and trust in the system. The campaign will target 18-34 year olds through executions highlighting the features and usability of Pizza Hut's online ordering system.
This document provides background research and insights into developing a marketing campaign targeted at "time-starved" millennials. It profiles three subgroups within this target audience: students, young professionals, and parents. Research found that they value convenience due to busy schedules and see time as a precious commodity. The document recommends positioning Pizza Hut as the top choice for digital orders and creating the best digital ordering experience. It analyzes competitors and proposes tactics like mobile/online advertising, partnerships, and a redesigned app to appeal to the time-constrained lifestyle of the target audience.
The document provides details on a proposed marketing campaign for Pizza Hut to promote their mobile app and online ordering. The campaign's objectives are to position Pizza Hut as the top choice for digitally ordered pizza and provide the best digital ordering experience. The target market is millennials aged 18-34 who do not currently order pizza online or existing customers. Research found that ensuring order accuracy is important to consumers. The proposed campaign would demonstrate how Pizza Hut's digital ordering creates a more accurate process by allowing customers to customize their order. Elements of the campaign include commercials, app enhancements, contests, digital ads, and events.
This campaign summary outlines a digital marketing strategy targeting millennials to increase online pizza orders for Pizza Hut. It introduces Rick Drizzle as the sarcastic spokesperson who will deliver messages through "Pizza Service Announcements" depicting awkward situations that could be avoided by ordering online. The strategy involves improving Pizza Hut's digital platforms, launching a "Drizzle Takeover" on social media, and implementing a multimedia advertising campaign utilizing TV, online display ads, mobile ads, email marketing and search engine marketing. The goal is to convert more millennials to digital ordering and help Pizza Hut achieve its objectives.
This document provides a campaign plan for Pizza Hut to promote their digital ordering capabilities. The objectives are to position Pizza Hut as the top choice for digital pizza orders and provide the best digital ordering experience. Research found that customers want accurate orders and control over customization. The campaign's big idea is that the mobile app allows customers to feel like they made the pizza themselves by having control over the order. The plan includes commercials, app enhancements, a contest, and digital advertising to highlight how the app provides accurate orders. The goal is to reconnect with customers and have 75% of orders placed online/mobile.
Pizza Hut is launching a new digital ordering tool called the Flavor Finder to help increase online orders. The tool asks a few questions to suggest a customized order that will satisfy any group. A campaign will target "Playmakers," people who love planning parties and events but find it difficult to please everyone's tastes when ordering pizza. Video ads will show how the Flavor Finder helps Playmakers easily deliver great-tasting pizza for any occasion. The goal is to simplify online ordering for groups and break the habit of ordering by phone.
Pizza Hut is launching a new digital campaign called "Flavor of Now" to increase digital orders by 32% by the end of 2015. The campaign aims to modernize Pizza Hut's brand and create a more relevant identity. Research found little awareness of the rebranding among consumers. While Pizza Hut has strong name recognition, it lacks a unique distinguishing factor compared to competitors like Domino's Pizza Tracker. The campaign will target both loyal digital customers as well as customers who currently order by phone or from competitors. Opportunities exist to leverage Pizza Hut's new flavors, color palette, and brand equity. However, the research identified a need for the digital experience to be more convenient and engaging than other options through rewards programs,
The document provides an overview and strategic plan for a Pizza Hut advertising campaign aimed at increasing online orders. It includes a situational analysis noting that 43% of pizza orders are now digital and competitors have positioned themselves well in this area. Research findings show that millennials are the key target audience for digital ordering. The creative strategy is to position Pizza Hut as a fun, hip, and relevant brand by showing "a world of endless pizzabilities" rather than typical pizza advertising. The multi-channel campaign uses colorful digital ads, video, social media, and partnerships to spark customers' imaginations and showcase endless customization options. The goal is to increase Pizza Hut's online order share and generate brand relevance for millennials.
This document outlines the organizational structure of Kwerkworks, a student-run advertising agency. It lists the personnel in different units, including the executive team, account executives, creative team, media team, PR/events team, planners, social media unit, and faculty advisers. The personnel are organized by their roles, with directors, managers, and assistants listed for each area.
-Conducted primary and secondary research about Pizza Hut to assist the National Student Advertising Competition team
-Led focus groups, surveys and interviews to discover more about the target market — millennials and famillennials
-Created a book detailing the information in the style of an integrated marketing communications plan book
-Established a strong foundation with which to work for the NSAC team as they furthered the research efforts
Pizza Hut aims to increase digital ordering to 75% of orders by end of 2015. Research included surveys, focus groups, interviews on millennials' perceptions of Pizza Hut and competitors. Key findings were that millennials see Pizza Hut as low quality, expensive with a complicated website. Domino's was seen as having better deals and easier ordering. The research provided suggestions on how to improve brand perception and digital experience.
Insights from 2,000 American consumers explain - How retail stores could safe...imogenkw
A survey of 2,000 American consumers suggests how retail stores can safely reopen for business as the Coronavirus lockdown eases. Three key insights demonstrate how Covid-19 will change retail for now and in the future.
Report by retail technology Qudini: Provider of appointment booking and virtual queuing software.
(Apologies for the low resolution, the file is high res until uploaded. Feel free to get in touch for the high res file: info@qudini.com)
Pizza Hut aims to increase digital orders to 75% of total sales through an integrated marketing campaign. The campaign will engage millennials through social media and increase brand loyalty via a rewards program. Research found that millennials prefer ordering pizza based on price, convenience, and taste. The campaign will rebrand Pizza Hut's image, promote its new app and ordering features, and incentivize digital orders through a "More Slices, Less Dough" loyalty program. Creative assets include commercials, print ads, and social media promotions to increase awareness and drive customers to order online.
This document provides an executive summary and table of contents for a marketing campaign plan for Pizza Hut. It summarizes research conducted by dividing team members into four groups to study consumer insights, digital media, brand history, and internal/external relations. Through focus groups, surveys, taste tests and interviews, the research uncovered that while consumers like Pizza Hut's pizza, its branding and digital ordering processes are not distinguishing it from competitors and many consumers remain unaware of new options. The document outlines three target audiences segmented by ordering behavior and proposes strategies to incentivize each group to increase digital ordering, including exclusive promotions, an enhanced app experience, and a loyalty rewards program.
The document provides a digital marketing plan for HeyHoney, a chatbot that recommends cafes and bars in Melbourne based on user preferences and location. It analyzes the market structure using Porter's Five Forces and SWOT analysis. HeyHoney operates in the growing conversational search industry which is oligopolistic. The plan targets millennials and aims to solve decision paralysis when choosing food locations. Marketing strategies include SEO, PPC ads, social media, viral content, and audio/video. The financial model is free but generates revenue from ads. Key metrics to track include active user rate, retention rate, and monthly searches within six months. A limitation is HeyHoney's inability to have information on all cafes and bars
This document discusses convenience shopping trends in Vietnam. It finds that Vietnamese consumers want convenience due to busy lifestyles. Common consumer types are students, first jobbers, working moms, and housewives. These groups frequent convenience stores (CVS) and minimarts for quick, affordable meals and snacks. While CVS are more prominent in Ho Chi Minh City, the convenience landscape is more blurred in Hanoi. The document advocates for tailored convenience offerings based on consumer demographics and location.
The document discusses how function analysis, a core component of value methodology, is able to effectively solve problems. It does this by focusing analysis on the functions of an item rather than the item itself. This allows alternative solutions to be identified that can fulfill the necessary functions at a lower cost without reducing performance. The document also outlines the origins and development of function analysis, including how it was pioneered by Lawrence Miles at GE after WWII to reduce costs through identifying unnecessary expenses. It was further developed through the creation of the Function Analysis System Technique (FAST) diagramming method to clarify functional relationships and build team consensus.
Whistleblowing is a mechanism that allows individuals to report concerns about serious malpractice that they have witnessed. It involves an employee reporting suspected wrongdoing at work to the relevant authorities within an organization. Workers are permitted to blow the whistle on issues that could endanger health and safety, damage the environment, involve criminal offenses, or violate the law. Whistleblowers are protected under law from retaliation so they can safely report wrongdoing that is in the public interest. Organizations also benefit from whistleblowing through increased transparency and accountability.
Este documento presenta el menú y productos de una panadería/catering para las fiestas de fin de año, incluyendo canastas con diferentes opciones de comidas y bebidas, platos principales de carne como peceto y lengua, ensaladas, pan dulce, bocaditos, tartas, pancitos y una felicitación por las fiestas de la familia que atiende el negocio.
This document outlines the organizational structure of Kwerkworks, a student-run advertising agency. It lists the personnel in different units, including the executive team, account executives, creative team, media team, PR/events team, planners, social media unit, and faculty advisers. The personnel are organized by their roles, with directors, managers, and assistants listed for each area.
-Conducted primary and secondary research about Pizza Hut to assist the National Student Advertising Competition team
-Led focus groups, surveys and interviews to discover more about the target market — millennials and famillennials
-Created a book detailing the information in the style of an integrated marketing communications plan book
-Established a strong foundation with which to work for the NSAC team as they furthered the research efforts
Pizza Hut aims to increase digital ordering to 75% of orders by end of 2015. Research included surveys, focus groups, interviews on millennials' perceptions of Pizza Hut and competitors. Key findings were that millennials see Pizza Hut as low quality, expensive with a complicated website. Domino's was seen as having better deals and easier ordering. The research provided suggestions on how to improve brand perception and digital experience.
Insights from 2,000 American consumers explain - How retail stores could safe...imogenkw
A survey of 2,000 American consumers suggests how retail stores can safely reopen for business as the Coronavirus lockdown eases. Three key insights demonstrate how Covid-19 will change retail for now and in the future.
Report by retail technology Qudini: Provider of appointment booking and virtual queuing software.
(Apologies for the low resolution, the file is high res until uploaded. Feel free to get in touch for the high res file: info@qudini.com)
Pizza Hut aims to increase digital orders to 75% of total sales through an integrated marketing campaign. The campaign will engage millennials through social media and increase brand loyalty via a rewards program. Research found that millennials prefer ordering pizza based on price, convenience, and taste. The campaign will rebrand Pizza Hut's image, promote its new app and ordering features, and incentivize digital orders through a "More Slices, Less Dough" loyalty program. Creative assets include commercials, print ads, and social media promotions to increase awareness and drive customers to order online.
This document provides an executive summary and table of contents for a marketing campaign plan for Pizza Hut. It summarizes research conducted by dividing team members into four groups to study consumer insights, digital media, brand history, and internal/external relations. Through focus groups, surveys, taste tests and interviews, the research uncovered that while consumers like Pizza Hut's pizza, its branding and digital ordering processes are not distinguishing it from competitors and many consumers remain unaware of new options. The document outlines three target audiences segmented by ordering behavior and proposes strategies to incentivize each group to increase digital ordering, including exclusive promotions, an enhanced app experience, and a loyalty rewards program.
The document provides a digital marketing plan for HeyHoney, a chatbot that recommends cafes and bars in Melbourne based on user preferences and location. It analyzes the market structure using Porter's Five Forces and SWOT analysis. HeyHoney operates in the growing conversational search industry which is oligopolistic. The plan targets millennials and aims to solve decision paralysis when choosing food locations. Marketing strategies include SEO, PPC ads, social media, viral content, and audio/video. The financial model is free but generates revenue from ads. Key metrics to track include active user rate, retention rate, and monthly searches within six months. A limitation is HeyHoney's inability to have information on all cafes and bars
This document discusses convenience shopping trends in Vietnam. It finds that Vietnamese consumers want convenience due to busy lifestyles. Common consumer types are students, first jobbers, working moms, and housewives. These groups frequent convenience stores (CVS) and minimarts for quick, affordable meals and snacks. While CVS are more prominent in Ho Chi Minh City, the convenience landscape is more blurred in Hanoi. The document advocates for tailored convenience offerings based on consumer demographics and location.
The document discusses how function analysis, a core component of value methodology, is able to effectively solve problems. It does this by focusing analysis on the functions of an item rather than the item itself. This allows alternative solutions to be identified that can fulfill the necessary functions at a lower cost without reducing performance. The document also outlines the origins and development of function analysis, including how it was pioneered by Lawrence Miles at GE after WWII to reduce costs through identifying unnecessary expenses. It was further developed through the creation of the Function Analysis System Technique (FAST) diagramming method to clarify functional relationships and build team consensus.
Whistleblowing is a mechanism that allows individuals to report concerns about serious malpractice that they have witnessed. It involves an employee reporting suspected wrongdoing at work to the relevant authorities within an organization. Workers are permitted to blow the whistle on issues that could endanger health and safety, damage the environment, involve criminal offenses, or violate the law. Whistleblowers are protected under law from retaliation so they can safely report wrongdoing that is in the public interest. Organizations also benefit from whistleblowing through increased transparency and accountability.
Este documento presenta el menú y productos de una panadería/catering para las fiestas de fin de año, incluyendo canastas con diferentes opciones de comidas y bebidas, platos principales de carne como peceto y lengua, ensaladas, pan dulce, bocaditos, tartas, pancitos y una felicitación por las fiestas de la familia que atiende el negocio.
El documento describe las principales topologías de redes, incluyendo red en malla, bus, estrella, árbol y anillo. Una red en malla conecta cada nodo con todos los demás, lo que la hace altamente confiable. Una red de bus tiene un único canal de comunicación compartido por todos los nodos. Una red en estrella conecta cada nodo a un punto central. Una red en árbol se ramifica como una serie de redes en estrella interconectadas. Una red en anillo conecta cada nodo en secuencia para pasar mensajes.
The document discusses the problem of lack of knowledge about reputation management and its importance. With the rise of social media, public opinions and perspectives shared online can significantly impact the careers of public figures, politicians, and businesses. However, many are unaware of how crucial reputation is or how to effectively manage it. The document outlines key aspects of reputation management and its role in public relations. It also notes that while reputation is difficult to measure, research shows a positive reputation can greatly increase an entity's worth.
Eric Stewart is seeking a career in the Louisville, Kentucky area with over 10 years of professional experience. He has held temporary positions as an Accounts Payable Clerk at Baptist Health, Human Resources Assistant at Levy Restaurants, Accounts Receivable Coordinator at ResCare Homecare, Data Entry Clerk at JP Morgan Chase, and Transporter at Hertz. Stewart also has experience as a Video News Monitor from 2002 to 2010 where he typed summaries of news programs. He attended Clarksville High School and received his diploma in 1995.
Pizza Hut's online sales are lagging behind competitors despite being the first to offer online ordering in 1994. Team 314 was tasked with developing a campaign to increase Pizza Hut's online ordering. Through extensive research, they discovered consumers see Pizza Hut as a dine-in restaurant and want more customization options. Their solution is "User Generated Pizza" - an optimized digital experience called HutSpot that allows consumers to create their perfect pizza from two billion combinations. HutSpot will be accessible through an improved website and app with features like games, loyalty programs and push notifications. The goal is to position Pizza Hut as the top choice for digital ordering.
Pizza Hut aims to improve its digital ordering tools and process to provide the best customer experience. The campaign will create a personalized digital experience through an intuitive app and website that seamlessly integrate with customers' digital lives. This will position Pizza Hut as the top choice for digital ordering by making the process fast, friendly and remembering customer preferences.
This document provides a marketing campaign proposal for Pizza Hut to increase its online sales. It recommends a partnership with Netflix where Pizza Hut would be featured on Netflix's platform, allowing users to easily order pizza for delivery. The campaign would include TV, print, radio, and social media advertising to promote the collaboration. It would also hold pop-up concerts in major cities where attendees could get pizza and drink vouchers if they download the Pizza Hut app. The goal is to increase online orders from 43% to 75% by getting more customers, especially millennials, to associate Pizza Hut with convenient digital ordering.
This document outlines the organizational structure and personnel of Kwerkworks, a student-run advertising agency. It lists the executive team, including the President, Account Executive, and directors of various departments. It also lists the names and roles of other staff members in areas such as project management, media, PR/events, creative, social media, and design. Faculty advisers are also named.
This document outlines the organizational structure and personnel of Kwerkworks, a student-run advertising agency. It lists the executive team, including the President, Account Executive, and directors of various departments. It also lists the names and roles of other staff members in areas such as project management, media, PR/events, creative, social media, and design. Faculty advisers are also named.
Pizza Hut aims to increase digital orders to 75% of total sales through an integrated marketing campaign. The campaign will engage millennials through social media and increase brand loyalty via a rewards program. Research found that millennials prefer ordering pizza based on price, convenience, and quality. The campaign will rebrand Pizza Hut's image, promote its new app and ordering features, and incentivize digital orders through a "More Slices, Less Dough" loyalty program. Creative assets include commercials, print ads, and social media promotions to increase awareness and drive customers to order online.
Ohio University's NSAC Pizza Hut campaign 2015Autumn Cooper
Ohio University competes in the National Student Advertising Competition every year against other schools. Last year, the client was Pizza Hut. We were asked to develop a full campaign that would increase their mobile and digital orders.
This document provides a summary and analysis of research conducted for a Pizza Hut digital ordering campaign. The research found that consumers are frustrated by inaccurate orders and prefer accuracy over their current preferred ordering method of phone calls. The campaign aims to position Pizza Hut as the top choice for digital ordering by guaranteeing accurate orders. Target segments are digital millennials and families looking for convenience. Primary research found most would switch to digital ordering for incentives and accuracy assurances. The "big idea" is that the Pizza Hut app allows customers to take control of their order for a pizza that is "so perfect, it's like you made it yourself."
Pizza Hut aims to increase its market share in the pizza industry by focusing on mobile ordering through personalized digital experiences. The campaign will target Millennials ages 18-34 to improve and promote Pizza Hut's mobile ordering experience. Research found that Millennials prefer convenience, speed, ability to track orders, and rewards programs in a mobile app. The campaign objectives are to position Pizza Hut as the top choice for digital ordering and provide the greatest experience, reaching 75% of orders online/mobile by end of 2015.
Pizza Hut aims to increase digital orders from Millennials by developing a mobile app. Research found Millennials view Pizza Hut negatively and prefer calling over apps due to reliability concerns. However, they are open to apps if convenient, trackable, and offer rewards. The document outlines research methods, objectives to make Pizza Hut the top digital choice and reach 75% online/mobile orders. It analyzes Millennials' technology usage and creates persona segments - a budget-conscious student, busy mom, and reward-seeking graduate. The campaign will target Millennials and change their perception of Pizza Hut through an engaging digital experience.
Team 151 was tasked with increasing Pizza Hut's online ordering from 43% to 75% by the end of 2015. Through research, they found that Pizza Hut is perceived as a commodity brand lacking distinctiveness. Many customers still prefer ordering by phone because they feel it is quicker, ensures the order is right, and provides incentives. However, people consider pizza to be more than just food - it's a shared experience of fun and satisfaction. To drive online ordering, the team developed a campaign called "Making the Most of NOW" to tap into the idea that people crave shareable fun. The campaign aims to reach 90% of non-digital orders and convert 63% of them to online ordering through compelling messaging that creates an
Pizza Hut's goal is to increase online ordering from 43% to 75% by the end of 2015. To achieve this, the campaign "Making the Most of NOW" was developed to position Pizza Hut as the place to enjoy fun no matter the occasion. The campaign builds on Pizza Hut's "Flavor of Now" campaign by adding the element of fun and introducing Sophia, a fun-loving millennial spokesperson, to help make digital ordering faster, easier and more fun.
The document outlines a plan to increase Pizza Hut's online ordering from 43% to 75% by the end of 2015 by developing a campaign called "Making the Most of NOW" that positions Pizza Hut as the place to enjoy fun no matter the occasion in order to emotionally connect with customers and move beyond its perception as a commodity brand. Research showed that people order pizza to satisfy cravings and have fun, so the campaign will build on Pizza Hut's "Flavor of Now" campaign by adding the element of fun.
The document outlines a plan to increase Pizza Hut's online ordering from 43% to 75% by the end of 2015. It identifies Pizza Hut's main challenges as lacking unique digital features and being perceived as a commodity brand. Research found that people order pizza to satisfy cravings or share fun, but 34% still prefer ordering by phone for reassurance and incentives from employees. The plan is to develop a new "Making the Most of NOW" campaign promoting pizza as a fun, shareable experience to appeal to millennials and Hispanics aged 18-34 in order to boost online ordering.
This document provides a summary of Pizza Hut's proposed digital marketing campaign targeting Millennials. The campaign aims to increase Pizza Hut's online orders by 32% by the end of 2015 by focusing on rewarding Millennials for their digital behaviors. Extensive primary and secondary research was conducted on Millennials' relationships with pizza, social media usage, and response to rewards/instant gratification. The proposed campaign would involve digital advertising, public relations, sponsored events, and focus on integrating Pizza Hut into Millennials' daily digital lives to encourage online ordering.
Pizza Hut wants to increase digital orders among millennials. Currently, many search online but still call to order. Research found most order the same pizza and are loyal to ordering methods, not brands. The proposal is to modify Pizza Hut's app to emphasize ordering one's "usual" pizza in 15 seconds. The first app pages would focus on usual order options rather than customizing. This directly addresses research finding that speed matters most. The app would also include an automatic loyalty program, Hut Bucks, to reward repeat purchases and habituate users to digital ordering. The goal is to position Pizza Hut as the top choice for digital orders by addressing preferences for speed and rewards.
The document provides an overview of Pizza Hut's strategy to promote digital ordering. It summarizes Pizza Hut's history as the first company to offer online pizza ordering in 1994. It then discusses Pizza Hut's new challenge to convince existing customers to order digitally. The rest of the document outlines the campaign objectives of positioning Pizza Hut as the top choice for digital orders, providing the best digital experience, and reaching 75% of orders online/mobile by 2015. It also includes sections on research insights, competitive analysis, strategies and tactics, and proposed creative assets like advertisements. The overall summary is that the document presents a digital marketing campaign created by a student group to help Pizza Hut increase its online and mobile ordering rates.
The document outlines a marketing plan presented by Team 230 to Pizza Hut. It begins with an introduction noting the challenges of reaching customers in the competitive pizza industry. It then describes the results of research conducted on Pizza Hut's target market of "Modern Comfort Cravers" ages 18-35, which revealed low awareness of Pizza Hut's mobile app despite many customers ordering food online. The plan aims to increase Pizza Hut's online and mobile orders from 43% currently to 75% through new advertising tactics centered around the creative strategy of "Instant Pizzafication" and the tagline "Make Memories, Not Dinner." The tactics will utilize websites, apps, social media, and other online platforms to better connect with customers on their
Pizza Hut is facing declining sales and needs to differentiate itself from competitors to reposition as an innovator. Research found consumers see Pizza Hut as outdated and are not loyal to any brand, switching based on convenience. While competitors offer similar products and services, they can be differentiated by unique "triggers" that attract customers. Pizza Hut's "Flavor of Now" campaign aims to update its image but lacks triggers emphasizing variety, incentives, and convenience. The proposed solution is a campaign featuring "Danny the Delivery Guy" to humanize the brand and promote new digital features that exceed customer expectations, such as a GPS delivery tracker, expanded topping options, and a loyalty program, positioning Pizza Hut as a leader in "Ultraser
3. 3
Executive Summary:
Research Brief SPARKNOTES
This report provides an analysis and evaluation of the current and
prospective state of the Pizza Hut Corporation and the following areas
concerning the corporation: productquality, company productivity, customer
satisfaction, growth with technology change, etc.
Methods of analysis include trend research, customer survey, horizontal and
vertical analyses. Results of data analyzed show that Pizza Hut is in an
intense competition with other contenders in the Pizza industry and is falling
behind due to lack of technology integration. Customer retention is
decreasing in correlation to lack of orders in technological categories of
service.
The report finds the prospects of the company in its current position are
neither positive nor negative. The major areas of weakness require further
investigation and action by management. Recommendations discussed
include: Conduction of more research studies, creation and implementation
4. 4
of loyalty programs, increase of brand awareness, further development of
ordering experiences and creation and dispersion of more economic
discounts. The report also investigates the fact that the analysis conducted
has limitations. Some of the limitations include: biased survey research and
limited data along with the fact that not enough information is provided or
enough detail.
5. 5
Introduction:
The NEED TO KNOW BASIS
The U.S. pizza market is a multi-billion dollar industry. Pizza is one of
America’s favorite foods, and the average American enjoys close to 50
slices of pizza a year. The category of pizza consumerism continues to
increase greatly, and with that growth comes behavioral changes in
consumers and in the patterns of how they patronize.
The questions the research study aimed to resolve was:
Why is Pizza Hut lackingin onlineorders and smartphone app orders?
What measuresshould be taken to stimulate and increase productivity
in the areas where Pizza Hut is displaying low performance?
Everything is about experience; the consumers want an unforgettable pizza
experience along with appealing and easy access to the food that they love.
The most noteworthy game changer in the pizza industry has been the
6. 6
development of technology and the transformation of generations of
consumers. The way pizza is ordered and the specificity that it is ordered in
has changed dramatically forcing many pizza franchises, chains and
corporations to get on board in order to stay afloat and thrive as healthy and
competitive businesses.
The largest change has occurred in the way consumers order pizza or other
pizza-related products.
Instead of solely entering an establishment physically, customers have opted
to order their products online, by telephone and via applications available on
smart phones, laptops and other more efficient technology systems.
In the past, the Pizza Hut Corporation was the top national brand in the pizza
industry and is presently the largest pizza corporation nationally. It was a
household name that most families patronized when a desire for pizza and
pasta products would arise. However as time and technology have
transformed and grown, Pizza Hut has been left behind and is struggling to
regain control in the industry of pizza products.
Their main competitions are two other renowned pizza corporations,
Dominos Pizza & Papa John’s. These two companies have created new
7. 7
reputations and high brand awareness causing their success rate to quickly
increase and continue to flourish.
The primary issue that plagues this corporation (Pizza Hut) is the lack of
online orders and the lack of orders being placed via smart phone
applications. While almost half of Pizza Hut’s orders are digitally accounted
for, the company struggles with keeping up with the competition in the area
of online orders and is behind in appealing to it’s target audience in the
competitive realm of technological ordering of pizza.
The shortage of online orders and the orders being placed through service
apps is a major issue because it hinders the productivity of the Pizza Hut
Corporation in the growing digital age. The Yum! Brand’s mission statement
for Pizza Hut aims to be best pizza for every pizza occasion and to be
accountable for growth in customer satisfaction. They aim to achieve this
mission by achieving a high recognition rate of the product for their market;
presently the company is failing to fulfill the aim of their mission and needs
to improve upon their failures by reassessing the target audience that holds
the key to it’s success.
8. 8
DETAILS, DETAILS, DETAILS…
Details about:
What will entice customers to make online orders
and use Pizza Hut ordering apps?
How Can Pizza Hut outshine other competition?
What type of online experience does the average
consumer desire to have?
10. 10
Participants were taken from 9 different zones in the United Stat
Methodology:
The Process of the Research
In order to find viable solutions and campaigns to solve the digital
adaptation problem Pizza Hut is dealing with, the following methods were
used:
Contents of Survey
The survey that was used was a 19 – point Survey distributed through
the Internet.
Survey was distributed via Survey Monkey.
Open-ended questions allowed for Qualitative answers.
Multiple Choice questions allowed for Quantitative answers.
Likert scale was used.
Recruitment
The study was administered in various ways such as texting, Facebook, e-
mail, and on rare occasions face to face.
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Privacy
Opt out
An Opt-out answer was added to the first question. This question
read:
o “How often have you purchased restaurant-style pizza in the
last three months?”
The Opt-out answer read: “I have not ordered pizza in the last three
months.”
10.27%of the participants choseto Opt-out.
Names of participants
The names of the participants remained confidential throughout the course
of the research study.
Collectionof IP addresses
During this study, the IP address of each participant’s computer was
gathered through Survey Monkey.
Time Parameters
The survey was completed during: The 4th
Quarter of the Year 2014
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Convenience Sample
A total of 1013 participants took the survey, 90 percent of these willing
participants attempted, completed or partially completed the survey. As far
as the context of research, this particular study that was conducted did not fit
into the context of any other research.
A restriction that occurred during the study was that the population was
based off of a Convenience Sample. A convenience sample is when the
participants of a research study were not selected through random sampling
but chosenor selected based on personal relations to the surveyors. This
limits the diversity of the data because the population is a biased
demographic.
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Results:
What Was LEARNED
The results yielded by the 19-point
online survey concerning the pizza
experience and consumer
preferences were broad and
generalized. The results affirm that
the Pizza Hut Corporation is still
highly recognized by consumers,
however the results also showed
that the corporation had other
pizza chains to compete with.
From Papa John’s and Domino’s
to Little Caesar’s Pizza and small
mom and pop pizza companies, the
quality pizza and quality
experience competition is evident.
Concerning the issue of the low
number of orders online and via
smart phone apps, the population
group that was surveyed varied.
The method of ordering pizza was
strong in the area of online
purchases and physically going
into the store. Majority of the
study contributors said that they
did not use mobile apps to order
pizza, this outcome correlated with
the results that indicate that
consumers have special
preferences for the experience of
ordering pizza. From the price and
quality of the pizza to the
restaurant ambiance/cleanliness
and employee friendliness, the
customers surveyed strongly favor
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being physically inside the pizza
restaurant or being able to get a
full experience of the pizza chain
via the various avenues of ordering
pizza products.
GRAPH 1.1 is a representation of the pizza brands that the survey participants
prefer. Based on this information Pizza Hut is still highly preferred; but it has strong
competition.
Papa John's
27%
Pizza Hut
25%
Papa Murphy's
6%
Cici's Pizza
3%
Little Caesar's
6%
Dominos
17%
Other
16%
Preferred National Pizza Brands
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Graph 1.2 is a representation of the different methods of ordering for pizza
consumers. This graph expresses the preference of the consumers and will help
Pizza Hut to improve its services in these areas.
Chart 1.1
Price Quality Restaurant
Ambiance
Cleanliness
Promotional
Discounts
Specialty Pizza
Options
Broader Menus
(more than pizza)
Employee
Friendliness
Phone
Restaurant
Computer/Tablet
Smart Phone App
Hulu
Xbox
Other
0 10 20 30 40 50
Phone Restaurant
Computer/T
ablet
Smart Phone
App
Hulu Xbox Other
Series1 46.89 23.2 22.59 6.11 0.24 0 0.98
Ordering Methods
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Online Ordering
Ability
Downloadable App Order Recall Ability Carryout Service
Delivery to
Specified Location
Convenience Restaurant
Reputation
Third-Party Online
Reviews
Chart 1.1 is a collection of the important features of a pizza brand, based on
the answers that the research participants provided. This chart will enable
Pizza Hut to further develop its brand in these areas while maintaining and
increasing its consumer retention.
17. Discussion:
Result Interpretation & Recommendations
Based on the research study and the results yielded from it, it is clear that the
Pizza Hut Corporation is doing average when it comes to customer
satisfaction. However what is truly evident is that Pizza Hut has strong
competition and needs to reinforce or reconstruct its brand. The pizza
industry is changing due to the growth in technology and consumer patterns.
In order for Pizza Hut to thrive and control the success of the pizza industry,
they have to make major changes and implement recommendations from
marketing and consumers relation specialists.
Recommendations are as follows:
Conductmore research studies
Create are loyalty programs
Increase brand awareness
Further develop ordering experiences
Implement more economic discounts