Chris Kempczinski

Q3 Results Show Domino’s Hungry for MORE Strategy is working!  We’ve just announced our third quarter results, and once again, our Hungry for MORE strategy is resonating! When we introduced our Hungry for MORE strategy back in December, we knew consumer spending would be pressured this year and that the company that offered the strongest value would win. We knew that leaning into our long history of providing Renowned Value would be key to our success, and in the U.S., we are doing just that. Through the first three quarters of the year, our U.S. retail sales are up 6.6% in a QSR pizza category that is growing at less than 2%.   For the fourth straight quarter, we delivered profitable order count growth in the U.S., highlighting that our strategy continues to drive positive outcomes including market share gains and best in class economics for our Franchisees. Internationally, we remain on track for a remarkable 31st straight year of international same stores sales growth, even in the face of macro-economic pressures.  Our incredible team members and Franchisees are pushing us toward achievement of our Hungry for MORE goals. Here are the highlights: • MORE Sales: Excluding FX impacts, global retail sales grew by 5.1% in Q3. We are one of the only QSRs growing order count in the U.S.! Additionally, U.S. same-store sales were up 3.0%, while international comps came in at 0.8%.   • MORE Stores: We added 24 net new stores in the U.S., and Internationally, we added 48 net stores, growing our total global count to over 21,000.   • MORE Profits: Income from operations increased a robust 8.6% through Q3, excluding the impact of FX. Looking to Q4 and beyond, Domino’s will give customers what they are demanding … MORE!  In September, we opened the quarter with our MOREflation deal and launched Mac & Cheese, and earlier this week, we went back on air with Emergency Pizza. This year Emergency Pizza will be in more places than ever as we launch a series of new brand partnerships to elevate the campaign in innovative and engaging ways!  In the 16 years I have been at Domino’s, we have always been in the business of creating our own tailwinds and driving share growth. That has been…and through our Hungry for MORE strategy will continue to be…how we drive best in class results and continue to grow and win for all our stakeholders.  Huge thanks to our team members and Franchisees for driving these results!  #Dominos #HungryforMORE 

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Diageo doubles down on non-alcoholic spirits with the acquisition of Ritual Zero Proof & now owns three of the five world's largest non-alcoholic spirit brands Ritual Zero Proof was founded in 2019, and became the #1 non-alcoholic spirits player in the US after joining Diageo’s accelerator program in 2020. Five reasons why this deal makes sense: 1) Fast growing: The US non-alcoholic spirits has been the fastest growing category with +31% L5Y CAGR. 2) Incremental: 94% of non-alc buyers in the US also purchase alcoholic beverages, spending on avg $292 more than households exclusively purchasing alcohol demonstrating the incrementality of the category to beverage alcohol. 3) High Right-to-Win: Ritual is already a #1 non-alcoholic spirits player in the US, with a strong market position and tailwinds 4) Synergistic: being a #1 player globally in both alcoholic and non-alc spirits Diageo is well positioned to build on Ritual’s current success and scale it up further leveraging its GTM muscle and category expertise 5) Close to the Core: being a part of Diageo’s accelerator (Distill Ventures) since 2020, Ritual already knows what it takes to make cooperation with a spirits giant successful, limiting risks of integration challenges Exciting times for Diageo 𝗔𝗯𝗼𝘂𝘁 𝘂𝘀: FF&A solves the most complex strategic problems of the world's largest FMCG companies across Corporate Strategy, Organic Growth, Digital RTM (eCommerce, DTC, and eB2B) and M&A. 14 out of the world's 20 largest FMCG companies are repeat Clients 𝗧𝗼 𝗸𝗻𝗼𝘄 𝗺𝗼𝗿𝗲, 𝗰𝗳. 𝗼𝘂𝗿 𝗹𝗮𝘀𝘁 𝗙𝗠𝗖𝗚 𝗠&𝗔 𝗽𝘂𝗯𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗯𝗲𝗹𝗼𝘄: https://lnkd.in/efD5RNWX 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg #mergersandacquisitions https://lnkd.in/dXAZQ242 Pernod Ricard The HEINEKEN Company AB InBev Carlsberg Group Campari Group William Grant & Sons The Coca-Cola Company PepsiCo

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Domino’s Hungry for MORE strategy drives strong Q1 Results 🚀 As we announced this morning, our first quarter results continue to demonstrate that our Hungry for MORE strategy is working, and our incredible team members and franchisees are delivering on our promise to drive MORE sales, MORE stores, and MORE profits.  Key Highlights: • MORE Sales: Excluding the impact of foreign currency, global retail sales grew 7.3%, driven by strong U.S. and Intl. comps and global net store growth. In the U.S., our same store sales rose by 5.6%, driven by both delivery and carryout, up 2.9% and 9.5%, respectively.    • MORE Stores: We added 20 net new stores in the U.S., bringing our U.S. system store count to 6,874 stores. Our international store count increased by 144 net stores in the first quarter, bringing our system store count to over 20,700 stores at the end of the quarter.   • MORE Profits: Our new and improved Domino’s Rewards loyalty program drove outsized comp performance and flowed through to our income from operations, which increased 19.4% (excluding FX). Our unit economics remain strong, and we remain on track to achieve our target of $170k or more in average U.S. franchise store profit for 2024. We made a number of key strides in the quarter to deliver against our Hungry for MORE strategic pillars. In the first quarter, we were on air with Pan Pizza for the first time since 2014, showcasing our Most Delicious Food and the variety of crusts that we have to offer. We continue to see benefits from our service initiatives that we rolled out in prior periods against our Operational Excellence objective. In Q1, we delivered more pizzas than we did in Q1 of last year, and at improved delivery times. We've always been known as a premier value player, but Renowned Value is not about having just the lowest price in the market, it’s about providing value that is innovative and memorable. Our Emergency Pizza campaign broke through the ‘sea of sameness’, performing better than any ‘BOGO’ I’ve done in my career. This innovative campaign drove active Domino’s Rewards member growth, particularly among new, lapsed and light users. This, in turn, helped to drive increased order counts in the U.S. across all income groups in both our carryout and delivery segments! Everything we do at Domino’s is Enhanced by our Best-in-Class Franchisees, and I can’t wait to host them at our Worldwide Rally next week. They were the inspiration behind Hungry for MORE and I’m looking forward to bringing our strategy to life across our global system. I could not be more excited about 2024 and beyond for Domino’s Pizza. Our first quarter results clearly show that our strategy is resonating with customers. This gives me great confidence in our ability to deliver against our short and long term Hungry for MORE goals and drive significant value creation for Domino’s franchisees and investors. #Dominos #HungryforMORE

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Super interesting take on the Food industry. Having worked in both public amd private companies, I agree. Being shielded from quarterly earnings with access to working capital is a significant benefit in today’s environment to grow brands the right way for the long term.

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Constellation Brands Inc. saw its stock climb during premarket trading on Thursday following an upward revision of its adjusted fiscal 2025 profit forecast, surpassing analyst predictions. The company also reported a robust fourth-quarter profit, driven by the stronger-than-anticipated performance of its beer division. CEO Bill Newlands highlighted the beer business's consistent volume growth over 56 quarters, coupled with impressive margins, although wine and spirits sales experienced a decline. https://lnkd.in/ggNU_G9r Constellation Brands Bill Newlands Branded Hospitality Ventures #Technology #Business #Innovation #AI #investing #venturecapital MarketWatch

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Since my talk at IFT, I've been seeing ashwaganda EVERYWHERE, even more so than what I did before. Could it be the next ingredient in our longevity toolkit? This article says yes! Review reveals benefits of ashwagandha on 'inflammaging' https://buff.ly/4c8V97E

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At Groceryshop 2024, it was great to sit down with John Carroll, President of Digital Commerce and Advanced Analytics at Acosta Group. In our conversation below, John breaks down the top themes he saw at this year's show, and what he expects in 2025 for the #retail and #grocery sector. #retailmedianetworks #artificialintelligence #foodretail #consumerinsights #digitalapps, #cpg, #marketingstrategy, #salesstrategy, #food, #beverage Pensa Systems, Sue Sorensen Lee, Michael Smith, Brian Wynne

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Check out this insightful interview with Richard Schenkel in the latest Food Service Director Online podcast episode. A quick and interesting listen!

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Have you heard about PepsiCo program to help black owned restaurant concepts launch and thrive? “Our mission is to give Black-owned restaurants the resources they need to build and grow. We provide support to overcome foundational challenges, resources for digital optimization and programs to raise the visibility of Black-owned restaurants.”

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Thank you to The Wall Street Journal for highlighting the significant costs incurred by brands to get products to shelf! In today's highly competitive retail landscape, the journey from production to shelf is fraught with significant costs for suppliers. From new item setup and slotting fees to processing and distribution, these expenses can quickly add up. It's crucial for brands to build these factors into their Cost of Goods Sold (COGS) model and negotiate whenever possible. By understanding and managing these costs, businesses can better navigate the complexities of the supply chain and protect their bottom line. IntelliCucina Here are a few tips to help you manage these fees: -Negotiate Setup and Slotting Fees -Optimize Distribution Channels -Reduce Introductory Allowances -Improve Inventory Planning -Leverage Long Term Relationships -Streamline Production SKUs -Review Contracts Regularly -Pursue Alternative Distribution Channels (DTC, Regional Distributors) -Factor Distributor Costs into Pricing Reach out if you want more tips or guidance! https://lnkd.in/ePZX5SYY #SupplyChain #Retail #COGS #SupplierCosts #Negotiation #BusinessSuccess

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These statistics on alcohol consumption in the U.S. are quite revealing. The top 10% of consumers are responsible for over 70% of total drinks consumed, with the top 20% consuming more than 2 drinks per day. Conversely, 60% of consumers average less than 1 drink per week. With impending updates to guidelines on safe alcohol consumption levels in the U.S., it will be interesting to observe how this distribution evolves. Where do you fall on this consumption chart? Thanks for bringing to my attention Tim Perreira Tim Barnes Darren McKee #AlcoholConsumption #USStatistics #HealthGuidelines

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What an incredible couple days at The Beverage Forum! It was a privilege to hear from industry giants like Gavin Hattersley; game changing retailers (Tom Brennan of Casey's, Jesus Delgado-Jenkins of 7-Eleven, and Phil Markert of Albertsons Companies to name just a few); and inspiring brands like BeatBox, poppi, The Equitea Co., and so many more. There were a few recurring insights across the panels that resonated with what I've seen launching a new beer brand: 1. The importance of authenticity. This has to go beyond just the brand message and must be reflected in how the brand shows up at retail, how it makes its product, and how it speaks to consumers, regardless of channel. 2. The need to meet your consumers where they are. We're all busy, and convenience is key. If it's too hard to get a product (it's chronically out of stock, it's not in the expected channels, the packaging makes consumption too hard), fans, no matter how rabid, will opt for substitutes. 3. The increasing pace of innovation. Consumers are demanding variety and retailers are shifting their models to provide that. New brands have ever smaller windows to prove they have a right to stay. 4. Packaging is paramount! We learned this the hard way at EIGHT Brewing Co. As a new brand, your packaging has to work hard at retail - not only invoking the brand, but communicating your value proposition to potential consumers quicky and effectively. Thanks to the entire LA Libations team for putting on such a great event. I'm already looking forward to next year! In the meantime, here's Robert Downey Jr., co-founder of happy™, commenting on the mind-blowing competitiveness of the beverage industry.

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Q2 Results AGAIN Demonstrate that Domino’s is Delivering on our Hungry for MORE strategy! 🚀 We announced our second quarter results this morning, which demonstrated, once again, that our Hungry for MORE strategy is driving positive results. For the second straight quarter we drove strong U.S. comp performance through positive order counts in both our delivery and our carryout businesses…and again we did this across all income cohorts! We also drove positive order count growth internationally.  I am so excited to share how our team members and franchisees are delivering on our promise to drive MORE sales, MORE stores, and MORE profits.  Key Highlights: MORE Sales: Our key metric, global retail sales, grew 7.2% (all metrics exclude the impact of foreign currency), driven by positive U.S. and International sales. During Q2, same store sales for the U.S. business increased 4.8%. We also continued to see solid improvement in our international business, with same store sales accelerating to 2.1% in the quarter.  MORE Stores: We added 32 net new stores in the U.S. Our U.S. store pipeline is strong, and we remain on track to open our 7000th store in the U.S. by year-end. Our international store count increased by 143 net stores in the second quarter, bringing our system store count to over 20,900 stores at the end of the quarter. MORE Profits: Our strong start to the year has resulted in ~10% growth in income from operations vs. H1 2023. We are also on track to achieve our target of $170K or MORE average U.S. franchise store profit for 2024.   Congratulations to our team members and franchisees for these strong results and embodying what it means to be Hungry for MORE! These results continue to show that our strategy is resonating, giving me great confidence that we can continue to drive value for all stakeholders for many years to come.  #Dominos #HungryforMORE

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A fresh new Health Trends report by Numerator highlights three key areas on interest for consumers: Digestive Health, Simplicity and a move towards retail. I'm very proud to see Fermented Food Holdings (FFH) and our brands leading the way in these fronts. We are working hard to improve diets in Nort America, attacking our health crisis with natural and simple foods that improve people's lives. Be it with Bubbies, wildbrine, or any of our other brands, we're out there with the leading fermented foods in the natural and conventional channels. No need to sacrifice taste or take pills. Just have some sauerkraut, kimchi or fermented pickles. If you are in the food business and would like to know more about how to stay ahead of these trends, lets talk. #healthtrends #healthydiets #betterfood #fermentation #fermented Mila North Matt Reynolds, MBA Jess Magno Abigail Milton Chris Warren Ren Lawrence Patricia V. Keller, MBA Bernardo Dantas Myke Bartholomew Aspen Madrone

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🍾 NEW WEBINAR for non-alcoholic beverage + #CPG brands: Breaking into Retail: A Roadmap for Emerging Brands w/ SPINS and the Adult Non-Alcoholic Beverage Association (ANBA). For a growing brand, succeeding in physical retail stores is the key to scale. In the USA, there are over 2,500 natural grocery stores, 110,000 conventional grocery, mass, drug and club outlets, and over 100,000 convenience stores. In this webinar, Benji Fitts from SPINS will teach you strategies on how to pick the perfect retail partner that aligns with your needs and mission, and divulge tips and tricks to craft a smartly tailored pitch to curious category managers. If your goal in 2025 is succeeding in the retail marketplace, don't miss this important webinar. RSVP & REGISTER AT: https://lnkd.in/eekgh59s ~~~~~~~~~~~~~~~ ♻️ #Repost if you like this content and follow me, Marcos Salazar 🍺🍷🥃 , for more content like this. ~~~~~~~~~~~~~~~

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This deal has the potential be an interesting one. On the surface, Mars acquiring a snacking business like Kellanova makes strategic sense— complementary, fast(er) growing snacks category with nice margins for food; however, on the surface, Kellanova appears dilutive to Mars on growth and margin, so there need to be significant synergies to make a deal work. Here's a hypothesis…  Mars will spin out Kellanova’s cereal business, returning it to WK Kelloggs. The Kellanova portfolio still derives ~25% of global sales from Cereal outside North America. Cereal has slower growth and lower margin than Kellanova’s snacks portfolio; however, Kellanova depends on Cereal for scale operations outside the US where it accounts for ~45% of sales. Under a scenario where Mars acquires Kellanova, the scale problem is solved and cereal is no longer needed. For WK Kelloggs, re-integrating the international cereal business would restore the synergies lost (R&D, ops, innovation, brand management—it’s a long list) when the portfolio was split by the creation of Kellanova. There is value here. I remain critical of Kelloggs’s transition to Kellanova + WK Kelloggs. It’s nothing more than financial spin that damages the brands and brings no value to consumers. If this Mars play is perhaps the endgame that the Kellanova architects had in mind, then I may owe them an apology. If not, then it’s a fitting end to the short and unremarkable chapter that was Kellanova. www.avenirstrategies.net https://lnkd.in/eVipvXFF

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The National Restaurant Association Show this year had a clear and major theme – easy, impactful changes to minimize labor costs and maximize consumer spending. The shift in focus from high-end aspirational changes and million-dollar equipment to practical, cost-effective solutions seems indicative of a shift in operator needs. Innovation at its Simplest: This year's show featured more startup equipment suppliers showcasing ingenious, homemade solutions. From mop cleaners made from five-gallon buckets to devices for slicing bar garnishes, these inventions were not only affordable but also offered significant labor savings. The absence of sleek, expensive robots highlighted a critical reality: operators need to reduce labor costs but can't afford high upfront investments. If last year was the year of the robot, this year was the year of the five-gallon bucket. Doing More with Less: Cooking demonstrations pivoted from creating complicated new dishes to upskilling labor. They showcased how fewer kitchen staff could still produce high-end meals through cross-training, simple equipment solutions, and simplified recipes. The focus was on practical inspiration, like rotating garnishes and sides to keep menus fresh without needing new techniques. Enhancing Customer Experience: Bartending mixology demos shifted from crafting complex cocktails to boosting sales through simple techniques. One standout tip was for bartenders to shake a cocktail shaker full of ice water early in the evening. The sound of ice being shaken creates a vibrant ambiance, encouraging customers to order more cocktails. It's a small hack with a big impact on sales. The foodservice industry's ability to quickly pivot and address operators' needs continues to impress me. This year's NRA trade show demonstrated the industry's resilience and adaptability, showcasing relevant product offerings and sales strategies that meet current demands. The speed at which this industry evolves is truly remarkable. #foodservice #nationalrestaurantassociationshow #peergroup

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This article positions Wegmans as a frontrunner in shaping the future of the grocery industry. Their dedication to exceptional customer service, employee well-being, and top-notch products appears to be key to their success. I'm particularly intrigued by their focus on culinary exploration, not just providing groceries but offering an experience.  Their innovative store designs and commitment to sustainable practices definitely stand out in the crowded grocery landscape. Overall, Wegmans is a company that is ahead of the curve by catering to evolving consumer demands with a focus on fresh, prepared foods, and unique offerings.  This strategy has positioned them as trendsetter in the grocery industry. A crucial part of this strategy involves their collaboration with food manufacturers and suppliers.  These partners need to provide Wegmans with fresh, prepared food solutions that align with consumer preferences for healthy, clean-label, easy-to-prepare, and great-tasting meals.  This approach addresses the needs of time-starved consumers who seek convenient options without compromising on quality, taste and value. By partnering with suppliers who can offer such solutions, Wegmans can enhance its in-store operational efficiency while providing their customers with a consistent experience and navigate labor challenges more effectively.  This approach allows them to maintain high standards for product quality and customer service while adapting to the dynamic landscape of the grocery industry. In essence, Wegmans' success is partly enabled by their ability to anticipate consumer needs and collaborate with partners who can help them deliver fresh, convenient, and high-quality food solutions.  This forward-thinking approach not only sets them apart from competitors but also positions them as a leader and innovator in the grocery sector.

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