![]() In return, we give a lot of trips to DoorDash and they’re happy-we’re one of their largest customers. Once they determine we’re a brand they want to do business with, they can come into our organic channels and get a better deal with us than the aggregator platform. And now they’re starting to enjoy Papa John’s. Customers come through those channels-they’re folks we may otherwise not have gotten. We see that as very incremental business. As people know, it’s not every day a major pizza chain hooks up with third-party vendors to deliver its product. We couldn’t be more excited about bringing new customers into the brand. That growth is coming from new customer acquisition. And 22 million loyalty members who are ordering from our brand and we’re able to market to them and send them offers and promotions. Our loyalty program has gone from 12 million in 2019 to 22 million today. We’ve continued to leverage that and bring in new customers.Īnd how have you built on that once they’re through the funnel? It’s been a really important building block. We know stuffed crust customers are the most valuable pizza customers in the industry. So it’s been extremely positive for us and it’s helped us go out and get a lot of stuffed crust customers, whereas before we didn’t offer that. It’s become a new part of our business versus just an LTO or some temporary blip on an incremental volume. We’ve been able to sustain that for the balance of the year. ![]() It brought in new customers and traded current customers up. I mean, it really took our business up significantly. ![]() We launched Epic Stuffed Crust in January of 2021 and it set a new, ongoing customer sales level. Then, we were lapping all of that in 2021. Probably more than any other pizza brand. Throughout the balance of 2020, we grew our new customer base significantly. READ MORE: Can Papa John’s Be as Big as Domino’s? We launched no-contact delivery and I think that really resonated with both our current customers as well as a lot of customers who were trying to figure out how to get food to their house while they were quarantining. Obviously, every brand saw that, but we were really able to leverage that situation. People who had never come into the brand before were starting to order delivery pizza. And we started seeing a lot of new customer acquisition. It was really around us launching some new innovation and getting our current customers to trade up to those new products. We started on this path back in 2019 and started seeing a little momentum in Q1 of 2020. Otherwise, the only way you’re going to grow is by charging your current customers more, right? Or getting them to come back more. I think the objective of every company and every brand is to continue to bring in new customers. How much of this past 19, COVID months has opened that up? What role is third-party delivery playing? You mentioned much of Papa John’s aim today concerns bringing in new customers as much as it is inspiring repeat business. Lynch caught up with QSR following the brand’s Q3 report, which saw company revenues increase 8.4 percent to $512.8 million, and global systemwide sales lift 11.2 percent to $1.2 billion.Īs noted, though, it’s just the beginning. ![]() From third-party delivery to the “stuffed pizza crust rivalry,” these past 19 months have been one wild ride. Instead, Papa John’s accelerated everything. Those fundamental plans didn’t take a detour. So what happened when COVID hit? Not much, Lynch says. CEO Rob Lynch set a plan in motion when he took the role in 2019 that centered on a few pillars: product innovation growth franchisee profitability technology chief among them. And it’s a well-worn story by now just how far the brand had to climb. The “Big 4” pizza chain’s third-quarter same-store sales of 6.9 percent gave it a 30.7 percent two-year stack. ![]()
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