Domino’s has two extensive “Code of Ethics” documents on its website: one statement for its employees and one statement for its executives. The documents outline matters such as: conflicts of interest, how to report unethical conduct, fair dealing with all employees, compliance with laws, proper way to use company assets, and much more.
In addition to Domino’s Code of Ethics statements, the company is noted for its corporate citizenship record in particular with St. Jude Children’s Research Hospital. Since 2006, Domino’s has donated more than $12 million to St. Jude and has hosted pizza parties for patients and its families on St. Jude properties.
In 1986, Domino’s launched its Pizza Partners Foundation with a mission of “team members helping team members.” The foundation is 100-percent funded by team member and franchise contributions and has disbursed nearly $12 million to aid team members facing crisis situations such as fire, illness, or other personal tragedies.
As CEO Doyle and his management team contemplate the future direction of Domino’s, it has much to consider. Should the firm continue its aggressive market development strategies and accept the risk associated with expanding into markets it has little expertise operating within? What new geographic locations or regions should Domino’s focus? Should Domino’s simply follow Pizza Hut’s international rollout of stores? How would this expansion affect the corporate structure of Domino’s? Would restructuring by geographic division and thus establishing offices in Asia, the Middle East, and South America better enable them to manage these more risky environments? Can Domino’s afford this financially? Should Domino’s consider offering salads or a line of healthy menu options? Should Domino’s purchase trucks to deliver its products rather than incurring such heavy leasing expenses?