Aggregator Platforms Vs. In-House Delivery: A Strategic Sustainability Lens on Domino’s India’s Omni-Channel Growth

Abstract

Domino’s Pizza India has emerged as a digital leader in the quick-service restaurant (QSR) sector by balancing its own in-house delivery platform with third-party aggregators like Zomato and Swiggy. This paper examines Domino’s India’s omni-channel growth through a strategic sustainability lens, focusing on how digital transformation and marketing strategies align with economic, social, and environmental objectives. Using secondary data from the past decade, we analyze key digital initiatives (e.g. mobile app development, platform partnerships), a timeline of sustainability measures, and compare Domino’s proprietary app features with aggregator platforms. We also evaluate how Domino’s corporate social responsibility (CSR) efforts align with aggregators’ environmental, social, and governance (ESG) agendas. A thematic content analysis of public disclosures and brand messaging reveals that Domino’s emphasizes technology-driven convenience, value, and community welfare, while aggregators stress variety and scale alongside sustainability commitments. A SWOT analysis from a sustainability perspective highlights Domino’s strengths in digital innovation and supply chain control, weaknesses such as reliance on single-cuisine appeal, opportunities in greener operations and partnerships (like the Open Network for Digital Commerce), and threats from high aggregator commissions and evolving consumer expectations. The findings suggest that Domino’s India’s strategic dual-channel approach – leveraging its own delivery infrastructure for efficiency and brand loyalty, while cautiously engaging aggregators – has thus far supported both its competitive growth and sustainability goals. The study provides insights into how QSR brands can integrate omni-channel strategies with sustainable business practices in emerging markets.