Domino's Initiates Half a Million Dollar Snow Plowing Grant Program

Domino's has revealed that it plans to offer $500,000 in grants for snow plowing to ensure that carryout customers can still access their pizza chain during harsh winter weather. Interested consumers can apply for a grant by submitting their zip code, with the chain ultimately distributing $25,000 to 20 different cities throughout the season.

The "Plowing for Pizza" program is already in effect in Erie, Pennsylvania, Marquette, Michigan, and Manhattan, Montana. In addition to the financial assistance, the winning cities will also receive winter hats, scarves, and other branded merchandise, along with $200 in Domino's gift cards.

Domino's latest marketing campaign focuses on making carryout and delivery as convenient as possible for customers. This new initiative, "Plowing for Pizza," is a successor to the "Paving for Pizza" campaign from 2018, where Domino's repaired roads in various communities to ensure the safe delivery of their pizzas. We spoke with Kate Trumbull, Domino's chief brand officer, and Matt Talbot, co-founder and chief creative officer at agency of record WorkInProgress, to learn more about the development of "Plowing for Pizza" and how they manage the different priorities in the brand's ads.

This interview has been edited for clarity and brevity.

Our Website: How did Domino’s and WorkInProgress develop “Plowing for Pizza?”

KATE TRUMBULL: "Paving for Pizza" was just the beginning, this is our next move. We're dedicated to ensuring that nothing stands in the way of our customers getting their hot and delicious pizza, and we go to great lengths to make it happen. It's unexpected and truly means something to consumers. We believe that by offering the best pizza experience and taking meaningful brand-building actions, we can earn and maintain customer loyalty, even in a crowded pizza market.

People will appreciate you for your words, but they will truly admire you for your actions. This is why our work is based on the same principles as making things more convenient and easy for consumers. Carry-out consumers are willing to put in the effort to bring home the best possible meal. Our goal is to empower them and give them a sense of control in situations where they feel helpless.

MATT TALBOT: Our dedication to carry-out is unwavering. In the current landscape, plowing as a natural successor to paving demonstrates how seriously we value the experience.

Some of the ad creative was shot last winter. How usual is that long of a timeline?

TALBOT: We are always focused on balancing short-term victories with long-term planning in our creative endeavors. We embrace ideas that may take years to come to fruition, such as building a car, developing technology, or establishing new routes. This unique approach allows us to undertake more significant and pioneering projects by investing in the long term. While this concept may not be extreme, it demands substantial effort to engage with these cities. Time must be factored in, or else it becomes impossible to execute initiatives like this.

TRUMBULL: Sometimes it's necessary to engage in short-term efforts to stay current with cultural trends. However, when our goal is to take meaningful and substantial actions rather than resort to easy gimmicks, we must look beyond the short term. We cannot avoid it. While we aim to stay attuned to current cultural trends and act swiftly, there are also endeavors like Pinpoint Delivery, which require significant time and effort to develop.

What challenges do you face when messaging about these tech developments?

TALBOT: We often run 15-second spots, so sometimes it's a matter of time constraints. However, for us, it's not always about whether or not they will use the technology or if it has to be instructional to drive adoption; rather, it's about making the brand memorable and top of mind.

Instead of guiding you through the technology or its usage step by step, our focus is on directing traffic to the Domino’s website and app to give people the opportunity to learn more and conduct further research, resulting in a breakthrough for the brand.

We often adhere to the principle of "experienced by few, seen by many" in our actions, which is a valuable perspective. If we only engage in activities that are accessible to everyone, it limits our true dedication. However, there are also initiatives like Emergency Pizza that are inclusive for virtually everyone. It's always a balancing act to determine the role each of these initiatives plays on your calendar.

How have initiatives like Emergency Pizza impacted your data collection and loyalty program?

TRUMBULL: Marketers understand the significance of data in enhancing consumer marketing and driving engagement. In exchange for consumer data, it is crucial to provide them with valuable incentives. We have made significant efforts to enhance our loyalty program, unlike other programs that prioritize profitability over consumer satisfaction. Our improved program offers more rewards, ensuring mutual benefit for both the consumer and the company.

Domino’s has explored nostalgia, whether through “Stranger Things” or the return of the Noid. How does the brand approach this strategy?

TALBOT: While “Stranger Things” has nostalgic elements, we partnered with them to reach an audience that we don't typically engage with, the younger, more forward-thinking Netflix audience. Even then, it was not just about nostalgia for its own sake: it was connected to Mind Ordering. As for the Noid, it reflects our own IP and nostalgia, contrasting with something modern in autonomous delivery. We used our own nostalgia rather than borrowed equity.

We are generally cautious about relying on nostalgia and prefer to focus on the future. As a brand, we use nostalgia sparingly. Many others in our industry rely on it too heavily. However, Domino's believes in leveraging nostalgia in a meaningful way, tied to a specific action. Pizza night holds a lot of nostalgia and meaning for people, which is why we strive to provide the best value possible.