AbbVie's 2026 Pipeline and Regulatory Submission Highlights

Domino’s strategies for increasing market share in Q1 2026 (as reflected in the company’s Q1 2026 commentary)

Domino’s did not frame “Q1 2026 strategies” as a single initiative, but the transcript and remarks describe a consistent playbook aimed at (1) winning orders and (2) creating a structural advantage for franchisees—especially under value/discount pressure from competitors. Below are the specific strategy elements evidenced in the filings.

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1) Win in a “sustained value” environment via differentiated value economics (not one-off discounting)

• Management explicitly attributes Q1 performance (including order count and market share growth) to Domino’s ability to offer “compelling ongoing value while driving profit growth for … franchisees.” ¹
• The company emphasizes that its industry-leading advertising budget is a core capability that helps make the value model work profitably over time, and that competitors “simply don’t have that same capability.” ¹
• Management links this to competitive pressure on rivals’ economics, expecting that competitive matching of Domino’s value will increase store closures beyond the roughly 450 closures already announced by the two public pizza competitors for 2026. ¹

Why this is a market-share strategy: By sustaining value while protecting franchise economics, Domino’s seeks to capture demand during periods when consumer uncertainty and inflation pressure purchase decisions. ¹²

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2) Protect the top-line share gains by adjusting plans mid-year to macro/competitive realities

• Domino’s states that although it was pleased with the start of the year, “performance for the rest of the quarter did not meet our expectations,” driven by macro/consumer and competitive pressures that intensified in March. ¹
• Management says it is “very clear on the drivers” and will “do everything within our control” by “adjusting our plans in the second half of the year.” ¹
• It also states it has looked at its marketing calendar and will change what is on the calendar in response to the current environment, noting plans starting in May that were not on the calendar at the start of the year. ³

Why this matters for market share: The strategy is to keep winning orders (and share) even when the quarter has headwinds, by recalibrating promotion timing and mix to sustain demand. ¹³

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3) Leverage platform advantages in delivery by using aggregator channels to “hold serve” in downturns

Domino’s repeatedly highlights that delivery strategy is designed to reduce the likelihood of losing customers when times are tight.

• Management describes that it has “changed [its] strategy” and is “on the aggregators,” and that in Q1 it “held serve on total delivery.” ⁴
• The company contrasts this with prior periods: “in the past, domino’s would not have done [that] because of the structure of our consumers.” ⁴
• Management argues the aggregator mix provides incrementality and that “our full delivery strategy results are probably a little different than they would have been in the past.” ⁴

Market-share angle: In a quarter where consumer confidence hit very weak levels and delivery demand is often volatile, holding delivery share supports continued category and Domino’s share growth. ¹⁴⁵

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4) Focus growth runway on carryout share (where Domino’s has more room to gain)

Domino’s identifies carryout as a major market-share “runway.”

• Management quantifies shares: it has 33% share in delivery and 20% share in carryout. ⁶
• It calls carryout “about half of all of QSR pizza” and states that there is “significant runway of growth” in carryout that Domino’s can tap into. ⁶
• This support is also linked to achieving the company’s 3% same-store sales growth objective, with carryout underpenetration being “a big part of how we actually look at the 3% same-store sales growth objective.” ⁶

Market-share angle: When carryout share is meaningfully below delivery share, improving carryout conversion and frequency can expand Domino’s footprint in a large segment of QSR pizza. ⁶

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5) Use operational and product innovations to sustain repeat behavior and order conversion

Domino’s describes innovation both as a marketing lever and as an operational execution lever that increases customer satisfaction through accuracy and “in-time” delivery.

• It describes a multiyear product innovation strategy and funnel, with pizza innovation being used to “inflect any kind of negative externalities” from macro conditions; some innovation is “moved up in the calendar … or didn’t even exist on our calendar before.” ⁷
• Management also highlights “product innovation … in the second half of the year” beyond the original plan, aimed at elevating the brand. ⁸
• On operations/execution, Domino’s highlights:
  • a new app with a modernized pizza tracker that has tracked “more than 2.5 billion orders since 2008,” with more precise ready time using AI and live activities. ⁹
  • a back-of-house DomOS orchestration agent intended for “in-time pizza making,” including alerts to hold orders until a driver is back in time. ⁹

Market-share angle: Better promise-accuracy (ready time, production orchestration) reduces friction and should support repeat orders—an important ingredient for market share growth during competitive value pressure. ⁹

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6) Maintain a “more sales, more stores, more profits” algorithm to drive share over time

Domino’s frames market share as the downstream result of a business algorithm.

• Management says it has taken 11 points of market share over the past 11 years in the U.S. ⁸
• It claims the mechanism is: more sales, more stores, more profits—with same-store sales averaging “more than 5% annually,” “more than 2,000 net new stores,” and average franchisee profits increasing by “almost $80,000 per store.” ⁸
• It emphasizes that Domino’s system earns “$740 million more in profits than it did just 11 years ago,” and links that scale to competitive advantage. ⁸

Market-share angle for Q1 2026: Even in a tougher macro quarter, management reiterates that it kept running the play and continued taking share; it notes it gained share even while seeing short-term pressure from stepping-up competition. ⁵

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Putting it together: how these strategies map to Q1 2026 market share outcomes

• In Q1 2026, Domino’s reported positive order count and market share growth in the U.S. ¹
• Management attributes share gains to sustained value execution supported by large advertising and franchise profit power. ¹
• It also points to delivery resilience via aggregator-based strategy (“held serve”) as a support for order continuity when consumer uncertainty rose sharply. ⁴¹
• Finally, it highlights carryout underpenetration as a key structural reason for continued market share ambition and for where growth can be “tapped” going forward. ⁶

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