![]() Someone from the industry, living in Poland, who (in the best case) can also speak Polish and Russian. Maybe it will be a restaurateur, chef, or prospective franchisee. Now we realize that we need to find a food expert. Its food culture, job market, real estate, marketing trends, construction, law, taxes-everything related to QSR operations might be valuable. And next in line: Poland.īefore launching in Poland, we need to gather as much data about this new market as possible. Pretty soon, we’ll be open for business in Belarus. Our company is already the number one chain in Russia, and our chain also works in China, the US, the UK, Romania, Lithuania, and Estonia. It’s growing so rapidly that sometimes we can hardly believe it. It’s the ability to share the risks with the company and invest.Dodo Pizza is growing. Compensation with stocks is our faith in the future. I’ve also suggested that all of the managing company’s team members could think about lowering their salaries for the next three months and receive the difference in global Dodo Pizza stocks at a discount (that’s the company that owns everything-the Dodo IS, all the trademarks, the franchise in every country, our company-owned pizza shops, and all new concepts this company will eventually file for IPO). Our future is more important than our present. That’s a gesture of solidarity and an example for our partners. I know that right now, in our pizza shops, to survive and keep the teams together, people are giving up bonuses, and pizza shop investors are giving up dividends. The CEO’s salary is a small sum comparing to all of the managing company’s expenses, but it’s an important symbolic gesture. We will be acting ahead of it to deal with the complications, meet our big goals, bring value to our partners, and simply not disappoint thousands of people who closely watch our company. We’re an independent company created in a small Russian town, and we don’t have a lot of money or government support. We probably entered this crisis in the best financial state in our history, and we are feeling much better than many other players in our market, but there’s a valley of uncertainty ahead of us. These past one and a half years, we’ve been having a positive cash flow and have built a serious margin of safety. These aren’t hourly wages, of course, like in pizza shops, but a fixed sum that’s independent of the chain’s sales. Our main expenses are salaries for programmers, marketing consultants, designers, and R&D managers. And the managing company is less flexible than the retail business. ![]() Royalties are 3.5% to 5% of pizza shop revenue. The managing company receives income as royalties from franchisees. That company develops the Dodo Pizza franchise, the core of which is our own digital IT system. And we’ve got many more ideas on how our pizza shops should survive this crisis.īut our chain also has a managing company. We’ve stopped nationwide advertising to save money. ![]() Big props to them for understanding! We’ve introduced contactless delivery. We are successfully renegotiating rents with our landlords. We’ve optimized the retail chain after the quarantine started-41 out of the 508 Russian pizza shops are temporarily closed, and their delivery areas are distributed between working pizza shops. We’re now promptly rolling out this solution across the whole chain. This test has already brought good results. We’ve launched hot beverages, milkshakes and even basic necessity goods delivery in some pizza shops around Moscow. We’ve already made a great many efficient decisions in our retail business. Of course, we’re not even thinking about giving up. Obviously, our revenue will continue to decline in the near future. Delivery revenue increase couldn’t make up for the dent in our sales made by our closed restaurants. The quarantine enactment and the prohibition of restaurant work have taken their toll. ![]() This past weekend our chain’s sales in Russia-that’s close to 90% of our business right now-have fallen by more than 30%. ![]()
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