PATENT OWNER
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`PATENT OWNER
`EXHIBIT 2018
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`EXHIBIT 201 8
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`At 1:23
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`FS/TEC Awards 2009
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`Rob Grimes: Ok So let’s hand out some awards to we can get down to the nitty gritty with this year’s winners.
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`The FS/TEC 2009 project excellence award goes to Church’s Chicken. The Atlanta based
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`Church’s is being recognized for the deployment of purchasing, and invoice management
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`software in all 260 company operated quick service restaurants. The roll out Church’s IT leaders
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`said streamline unit level purchasing processes through electronic invoicing and automation of
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`certain previously manual tasks, including data entry. The result was improved order accuracy
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`and delivery management while cutting the time individual store managers spent on such
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`functions by from 1.5 to 3 hours weekly, depending on their unit level and skill set. Other
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`benefits brought about by the software and the integration with the electronic systems of 6
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`distributors included accelerated auto reconciliation, centralized control of unit invoice
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`payments, when needed, to net discounts for on time payments. Accepting on behalf of Church’s,
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`is Alan Stokalski.
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`At 2:55
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`Alan
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`Stokalski:
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`Ok, I guess I have to say a few words. Most of my team’s already gone home, but I guess that’s
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`really who deserves all the credit. Team director of restaurant systems, David Taylor, Heather
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`Carpenter, director of restaurant systems money management, and then really our providers from
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`an IT standpoint, Aerostream, who provided our supplier chain software and invoicing
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`integration software, and did all the dealing with our distributors and making sure our interfaces
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`came in on time every day by 8 in the morning, and got the data to the store and into our POS
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`system with radiant and blue cube red prairie. So, thank you guys, and thanks everybody.
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`Music, clapping.
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`At 3:55
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`MC:
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`The recipient of the 2009 FS/TEC team excellence award is Darden Restaurants, Inc., parent of
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`the Red Lobster, Olive Garden, and Longhorn Steakhouse chains, among others. The 170
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`member Darden IT team is being recognized for the Darden’s application for service and
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`hospitality initiative, DASH, as it was known in shorthand, was the fastest POS rollout in Darden
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`history, covering 1300 restaurants in 21 months. But DASH isn’t the only achievement
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`contributing to Darden’s award winning recognition. Also a feather in its cap, the company’s IT
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`team is the rapid integration into core systems of the Longhorn chain and its sister concept, and
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`achievement expected to contribute to a 7-figure savings from synergies going forward.
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`Accepting on behalf of Darden is Patty Rally-White, the company’s senior vice president, and
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`chief information officer.
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`Music, clapping.
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`At 5:09
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`Patty Rally-
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`White:
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` Thanks, Alan and Rob. Let me say on behalf of the talented members, 170 talented members, of
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`my organization, who I had the privilege of leading, thank you for this award. We would not be
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`receiving this award without the support and contribution of nearly 180,000 employees of
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`Darden restaurants, and I want to take this opportunity to thank them for allowing me to
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`represent their achievements as well. Our successful integration of rare hospitality was really a
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`highlight of my career. We integrated rare’s business into Darden’s application in 10 months,
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`leading to a significant portion of the 40 million dollars cost synergies that Darden expects to
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`realize this fiscal year. It truly was a rewarding project. So too was our point of sales system
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`project, fondly called DASH, as Alan mentioned, which stands for Darden’s Application for
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`Service and Hospitality. In the span of 21 months, our team successfully rolled out DASH to
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`1300 restaurants across the country. When I stop and look back at that project in particular, I’m
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`reminded about the strong partnership we have in IT with our operating companies. The team
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`grew to love looking forward to Monday mornings, when the employees of up to 40 restaurants
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`would come in and start using the new system. Two of Darden’s core values are teamwork and
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`excellence. I’m proud to say our organization lives those values each and every day, and this
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`award is a testament to the commitment of our organization to those values. Thanks again.
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`Music, clapping.
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`At 7:06
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`MC:
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`Dave White is the senior vice president, and the chief information officer of the McDonald’s
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`corp. He is also the FS/TEC 2009 distinguished career achievement honoree. During his 11 year
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`tenure with McDonald’s, Mr. White has overseen numerous projects, including development of a
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`global point of sales system, expected to be in 25000 restaurants within 3 years, and the rollout
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`of technology supporting credit and debit payments in all 13000 US restaurants in less than 18
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`months. The McDonald’s IT department has become more global in makeup and perspective
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`during his tenure, as has 31000 plus unit McDonald’s chain, which now has more restaurants
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`abroad than at home. On Mr. White’s watch, the software and the silicon systems that some of
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`the CIO’s might view partially and primarily as a means to facilitate transactions and control
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`costs, have accomplished much more. McDonald’s president and chief operating officer Ralph
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`Alvarez said of his CIO, “He has been instrumental in leveraging the power of technology to
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`improve our restaurant operations, and ultimately enhance our customers’ experience. And I
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`might add from my own interactions with others in food service IT, Dave White is a respected as
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`any person and innovator outside as well as inside of McDonald’s”. Please join me in applauding
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`our 2009 FS/TEC distinguished achievement honoree, Dave White.
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`Music, clapping:
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`At 9:00
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`Dave White: Thank you Rob, and Alan…[…] Thanks to FS/TEC and Acuvia and Nation’s Restaurant News
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`for the award. Clearly it’s an honor to win a personal award, but I’ll tell you that my core belief
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`is that any award or any individual or any degree of success that an individual achieves is
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`because of the people that surround them, and the environment. And McDonald’s is an
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`organization that allows us to contribute to improving the proposition we offer our customers,
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`the experience we offer them, and offer superior restaurant operations, but they give us the
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`chance to bring technology to the table, and I think that’s one of the things that makes us able to
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`make a significant contribution. And then secondly, as others have said, I believe that the people
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`around me are the ones that bring things to life. You know, it’s the (gullible?) IT team we have
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`folks that work for us, and whether they’re in Vienna, Austria, or Sidney, Australia, or Chicago
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`or wherever they are, they’re the ones that help bring our ideas and strategies, and concepts to
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`life, and I thank them because it’s certainly through them that we’re able to achieve these things.
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`So, it’s great to work for a company that gets it, it’s great to have a fabulous team around you,
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`and I appreciate them and they’re the ones this award is really for, so thanks everybody. Have a
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`great one.
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`Music, clapping.
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`At 10:33
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`MC:
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`Anyone who’s ever wondered what restaurant chains might do to take advantage of new media
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`marketing, web 2-0 such as social networks, or the proliferation of cellular phones and internet
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`capable mobile devices, need look no further than the big three pizza players. In recognition of
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`their knockdown, drag out battle for supremacy within these new channels and environments, the
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`2009 FS/TEC innovation awards are simultaneously being presented to Domino’s Pizza Inc.,
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`Papa John’s International Inc., and Pizza Hut Division of Yum Brands Inc. From development of
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`mobile device ordering platforms to interfaces with social networks to mobile coupons to
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`proprietary widgets, the IT teams of these chains often in collaboration with marketing, E-
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`commerce, or other departments, are leaving no customer facing technology stones unturned in
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`their quest to become the easiest and the most fun to use pizza purveyor. That’s really an effort
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`in this part of these players, being fun and easy to use. We’re just glad there’s plenty of glory to
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`go around because we wouldn’t want to have to make a single choice in this category. Accepting
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`for Pizza Hut is Delaney Bellingers, CIO of Yum Brands, Inc. Glen West, senior vice president
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`of information systems and electronic commerce is accepting for Papa John’s, and Domino’s
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`chief information officer Chris McLaughlin is accepting on behalf of that organization. Please
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`join me in applauding the achievements of this group, as they make their way to the stage.
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`Music, talking.
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`Delaney?
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`No.
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`No?
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`(_____) all the babies
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`Yes
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`Let’s see, (____)
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`Nope, got it backwards…..Ok, so…
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`Don’t wanna mix ‘em up
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`MC:
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`?:
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`MC:
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`?:
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`MC:
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`MC:
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`At 12:29
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`Delaney
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`Bellingers
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`(female):
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`Let’s keep them separated so we don’t get into a big tussle up here. Um, Baron Concourse is the
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`CIO for Pizza Hut, and he was unable to be here today, so I’m delighted to accept the award, and
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`it’s really for the achievements of the Pizza Hut IT team as well as the Pizza Hut marketing
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`team, who just made tremendous progress in the last 18 months with social networking
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`interfaces, widgets, mobile and text ordering, and it’s been a long time coming. As I look back in
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`the late 90s, we really made a run at this and it wasn’t successful, so I’m also really happy that
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`the Pizza Hut senior team was able to say, “Hey, that wasn’t a bad idea, it was just a bit ahead of
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`its time”. I think our customers are demanding different ways of accessing our brands and I’m
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`delighted to accept this on behalf of Pizza Hut. Thanks.
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`At 13:18
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`Glen West: Thank you. Like Delaney, I’d like to congratulate the entire team at Papa John’s, particularly the
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`information services, and E-commerce folks, on behalf of the whole organization. I’m proud to
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`accept this, and I thank Nation’s Restaurants News and Acuvia for recognizing our achievements
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`here. As Alan indicated earlier, that is something that we, as well as the other 2 folks up here,
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`really strive for, to make the pizza occasion as convenient and easy and fun as we can be, and
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`we’ll continue to go at it. Thank you.
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`At 13:50
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`Chris
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`McLaughlin: Finally, I’m Chris McLaughlin from Domino’s, and I’d like to thank Alan and Rob for this
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`award. One thing I thought was interesting coming up here was looking at Glen from Louisville,
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`Kentucky, Delaney from right down the road, with Yum, in Louisville, and I also worked in
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`Louisville for 12 years with Delaney, and kind of learned my trade there, so that’s a lot of
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`innovation coming out of one tiny corner of north-central Kentucky, so I thought that was pretty
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`interesting, right now it’s a pretty icy corner. I’d like to thank my team as well, you know it’s
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`really been a marriage of two groups, it’s been my IS department, a number of people I’m
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`accepting this award on their behalf, Jim Vitek, Chris Timrey, Lance Shinabarger, a number of
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`folks from the IS department of Domino’s, also Rob Weissburg and the precision marketing
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`team, it’s really a marriage of those two companies that, or those two departments that have
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`allowed us to go after the E-commerce opportunities. And one final thank you I’d like to do is,
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`because I didn’t get a chance to do this when I left Louisville, but I’d also like to thank Delaney.
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`I worked with Delaney for a number of years, and learned everything I really know about the IT
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`industry and how to apply technology and innovation to the fast food industry that we’re in, from
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`Delaney, and I have a ton of respect for her, learned a lot, a great mentor and a great friend, I just
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`wanted to get a chance to say thank you to Delaney as well.
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`Music.
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`MC:
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`Have a seat, we’ll mic you up.
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`At 15:21
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`?:
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`Our panel discussion involving many of the award winners, all of the award winners, will get
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`underway in just a moment. But first, let’s take time to honor two of our exhibiting companies
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`for excellence and trade show marketing, including outstanding promotion and display of their
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`products and services on the show floor. The criteria for these awards include the most dynamic
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`use of booth space, and the most effective show theme. An exhibitor’s use of graphics,
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`presentations, premiums, and pre-show marketing efforts, are also considerations when selecting
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`a winner. During the conference, a panel of judges examined every exhibitor booth for dynamic
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`use of show themes, use of graphics, presentations, and premiums, but at the same time, we took
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`a look at how the pre-show marketing was done, and the conversations and things that took place
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`on the floor. The judges results are in, and it’s time to meet our winners. The first award honors a
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`first time winner at FS/TEC. And this year’s award goes to DT Research.
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`Music.
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`?:
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`At 16:38
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`Congratulations. You can say a word if you want.
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`David Hale:
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`I’m very unprepared for this. We certainly appreciate it. This is our first time with FS/TEC, my
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`name is David Hale, vice president with DT Research. We’re a company based out of San Jose,
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`California. We’re an original design manufacturer, in many, many areas, including mobile
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`tablets, hand held displays, digital signing systems, and kiosk, all in one display tool. Our
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`partners here include Radiant, Microse.. We’re a 15 year company, and we’re very thrilled to be
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`here, and again, thank you very much for the award.
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`Taking pictures with the award
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`At 17:34
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`MC:
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`The best of show award is open to all exhibitors, and is the ultimate honor bestowed at an
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`FS/TEC exhibitor. This year’s best in show award goes to HyperActive Technologies.
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`At 18:02
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`?
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`You know, it’s a pleasure to be here, and we’ve been to, I was telling somebody, I measure my
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`career with HyperActive by FS/TECs. When I first started, I was here for the 2005 conference,
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`and we won the best first time award, so this is a nice addition to that collection. I want to thank
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`Joe Profelli for putting together, Joe’s our CEO, he put together the finest team of business
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`people and most brilliant technologists that exist on the planet. We’ve had great customers, like
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`Trip Sessions here, and Clint Cook, who’ve been willing to work with us, and develop products
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`that meet the needs of restaurants at the ground level and at the corporate level. Thanks very
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`much for this great honor, I appreciate it…
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`At 19:10
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`MC:
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`Thanks to all our exhibitors, for your support of FS/TEC, let’s give these award winners, all of
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`them, another round of applause. And now, on with the panel discussion.
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`At 19:24
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`MC:
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`(Laughing) Uh, ok…I think it says Alan and Rob moderates. Ok, I guess we’re going solo here. I
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`think it might be good to start out on, if we might, to just quickly touch on the projects or the
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`developments that were behind the awards here. So I want to ask Alan quickly, Alan, what was
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`the most challenging aspect of this restaurant automation project you had, and how did you get
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`around it?
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`At 19:56
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`Alan:
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`Um, I guess the biggest challenge was really around, we have 12 distributors, is getting all 12
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`distributors information on a regular basis every morning, into our system accurately, in the right
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`formats, and getting around all the interface issues. Once we were able to do that, it was a pretty
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`streamlined project, we were pretty successful from the get go.
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`At 20:21
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`MC:
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`Patty? What was the biggest challenge, obviously you were trying to move as fast as possible,
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`besides the speed and the pressure there, what was the biggest challenge of integrating the
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`Longhorn system?
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`At 20:31
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`Patty:
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`You know, probably the biggest challenge was really with the pace of which we were moving, to
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`a degree. But the company set up such a good structure since the beginning with the senior
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`management support, as well as making sure as issues came up or the decisions had to be made,
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`that we could have a good, quick, decision making forum. So that really helped us move, and
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`stay on schedule.
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`At 21:08
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`MC:
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`Dave, what was the most challenging aspect of your first days at McDonald’s? You had a lot of
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`experience in various industries and such, and you moved into this major corporation, what was
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`the most challenging aspect of the opening days at McDonald’s?
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`At 20:20
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`Dave:
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`Well, the early days at McDonald’s I was an outsider, I came in, I had had a long career, I had
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`been with the company now only 11 years, and our organization is one which is very
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`decentralized, and very deep with management which has long tenures. So here I was, someone
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`from the outside who didn’t know a whole lot of what people thought you needed to be
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`successful at McDonald’s, so building credibility was one of the first challenges you have, and it
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`takes a while to do that, and yeah, you work through that. And I think probably the thing I look
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`back on my first days was important to deal with, to get the right people around me. I brought in
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`a number of folks that I thought could really help dramatically improve the organization. That
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`helped build the credibility, the whole team, not just any individual.
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`At 22:08
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`MC:
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`Delaney, you mentioned that there’d been a previous attempt at Pizza Hut on some of the online,
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`and this one has obviously gone pretty well for you and your organization. What does it take to
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`get a second shot at this sort of thing, how do you get around that that?
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`At 22:23
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`Delaney:
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`Well, I think when you have a really large company with a lot of constituents you’re trying to
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`please, including the franchise community, it’s easy to overcomplicate a project like that, and
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`what we did was we went a little bit more quickly with some off the shelf solutions through a 3rd
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`party, I think that helped us get a foothold. I think it’s all about getting an early wind. Going out
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`with something pretty simple, get it out there, get some winds, and go to the next step. If you try
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`to design for the in game and after 3 years of development, you almost kind of never get there.
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`So I think that was the big learning, was just go a little faster, get some learnings with your
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`customers, we tried to put too much in the first version.
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`At 23:02
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`MC:
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`And you were out there pretty early, even if you didn’t get ambitious, that whole online ordering,
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`multi-chains was not…
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`Delaney:
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`And that was back when there were a lot of people believing that no one would order a pizza
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`online.
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`MC:
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`At 23:54
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`I recall getting some phone calls, try this site out and see what you can see, because it wasn’t
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`system wide initially, and then they tried to expand, and what happened, I recall… And Glen,
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`we’ve talked about what the IT department actually can do to be a part of this whole web 2-0
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`thing and new media marketing, and I know one of the questions I ask almost all CIOs now
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`when we do a CIO profile for tech trends is how much are you involved in web 2-0 and new
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`media marketing and the IS department, IT department, so on. We talked a little bit about what it
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`is that your team does and how it plays a roll in all this, so maybe you can recap just briefly for
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`us what the IT team does in support of all these sorts of programs.
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`Glen:
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`Well, we work very collaboratively with our marketing department and operations on all these,
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`and particularly, when you’re talking about some of the social networking things, the human
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`resource group kind of comes into play with some of the internal pieces and such as well. We’ve
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`kind of helped seek out some of the vendors that have some expertise in the space, to kind of
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`bring to the table, along with some of the internal departments and such to kind of mesh things
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`up, but to a large degree on some of those, the IT department hasn’t been really interwoven, it
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`hadn’t really required a whole lot of our resource other than some of the things like launching the
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`mobile web, then the 2D barcode project that we had back in the summer.
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`Do you have to pay much attention to security? And Chris, I’ll ask you this one too. Is security
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`an issue with web 2-0 and social networking, or is it so far removed from your regular IS
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`systems that it’s not a consideration?
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`MC:
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`At 24:59
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`Glen:
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`We pay attention to it more so maybe than some of the marketing folks or whatever do when
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`they’re thinking of some of the initiatives and everything. Once we get that call and say hey this
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`is it, we’re out there, we need to have this type of access and such, we kind of get back into it,
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`but for the most part, it has been kind of isolated and just straight through the browser, so that’s
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`kind of made it a little bit easier for us.
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`Chris, is that any different at your place?
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`MC:
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`At 25:24
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`Chris:
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`No, it’s really, the credit/debit piece is really the only piece where security and E-commerce
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`comes together, and there’s a lot of attention paid to that, and we’ve achieved PCI compliance
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`last year, and that’s something we focus a lot on, but it’s really around the payment piece. The
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`rest of it, we’re more concerned about how people use the brand when you put your brand out
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`there and viral marketing ways, how to people grab that and how do they use that, it’s more of
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`brand reputation protection than a security issue at that point.
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`MC:
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`Well let me ask you, you guys have done some fun stuff in the last year or so, so what’s the
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`genesis of the pizza tracker, I mean, what was your first reaction when this concept first floated
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`across your desk, was this something you embraced or ran away from?
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`At 26:13
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`Chris:
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`No, I embraced it, I’ll tell you, the first genesis for that idea, we’re standing actually, our
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`executives went on a retreat, and they’re visiting Nordstrom’s, and just really looking at the way
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`they pursue service excellence. And we were just standing, a couple of us by the escalator, I
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`remember the whole conversation, and we were just talking about what can we really do to break
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`through and service excellence in our industry, how is it different from Nordstrom’s, and we had
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`a guy from UPS, and the conversation just headed down the package tracking route, and just kind
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`of was born standing in the lobby of Nordstrom’s. The cool thing was, usually when executives
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`go off and have a crazy idea, you come back and tell the organization, people roll their eyes, and
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`they take some notes and then they fly like nothing ever happens, and what was really cool was
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`to see the IT and marketing, everybody just jumped on this idea and made it happen.
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`That sounds pretty exciting, because that was really a fun initiative. Patty, what are some of the
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`qualities that set your team apart, we recognized you for team excellence, what are some of those
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`qualities, pick 2 or 3 qualities that set your team apart, in your mind?
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`MC:
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`At 27:16
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`Patty:
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`I think to a large extent is how we even define the team, and I mentioned the partnership with our
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`operating companies and across the organization, the DASH point of sales system, we really
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`could not have done it without everyone, and that includes our third party vendors. So, really just
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`that approach. The other thing is, I think the team does an outstanding of staying, I think Delaney
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`used the term the in game, because we all know that you can do as great of planning as you can
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`at the time, but things happen, so how you calibrate and navigate through that is important. And
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`probably one of the things that I’m most proud about my team that I’ve seen since almost day
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`one joining Darden, is no matter what the challenge, or perhaps issue that may come up,
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`everyone really rolls up their sleeves and really just what can I do to help? And it’s just a very
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`great environment. And again, it’s one of Darden’s core values, so it’s something that we really
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`try to live each and every day.
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`Chris, what’s a quality that helps your team stand, you’ve been in a couple places so far, work
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`environments, so what is it about the Domino’s that might seem different?
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`MC:
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`At 28:23
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`Chris:
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`I’ve worked with great people, the Yum obviously is a really strong team as well. I think the two
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`things that really have made it special for me at Domino’s is, one is the partnership tension(?)
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`and the marketing and IT, I think there’s tension at the right times, in terms of new ideas, and
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`who really owns this and how do we run with it, but ultimately coming together and solving a
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`problem, I think there’s a good balance there. I think the other thing for me that been just a real
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`privilege and blessing is to have the University of Michigan right next door and the amount of
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`talent that comes through there, and really the innovation at the end of the day, you can have a
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`good idea, your spouse can give you a good idea, they come from everywhere, there’s no
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`shortage of ideas, it’s the people that execute them and turn them into a real business driver. And
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`that comes down to the quality of people implementing it, and for myself, having that influx of
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`talent from being in the university town keeps my team sharp, fresh, and really allows us to drive
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`ideas once we come up with them.
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`Glen, is there a characteristic if you had to pick one that comes to mind with Papa John’s IT
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`team?
`
`
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`MC:
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`
`
`At 29:37
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`Glen:
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`Papa John’s has got a fairly tenured for an IT shop group, they’ve been around for a number of
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`years, everybody there has got such an operational focus, the focus on the unit level economics
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`in the restaurant, to make sure that what we’re doing, how does that translate into what a
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`restaurant general manager’s going to do tomorrow and such, and there’s just tremendous
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`passion around the business there. I was extremely fortunate to come in 4 years ago, I couldn’t
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`hand pick a better team I inherited, so, fantastic group.
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`
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`

`
`MC:
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`It’s nice to inherit that. Alan, you’re a pretty lean and mean operation at Church’s, is the IT
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`department pretty lean and mean at Church’s?
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`
`
`At 30:26
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`Alan:
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`Yeah, and I was thinking of (my own stars?) as you were asking, I’ve got a very small time, so
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`for us it’s about picking the right partners, and looking at providers that can give us the best
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`point solution and at a good cost, and we’ll work well with our team. And being that it’s a small
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`team, its partners are really critical to having a good successful relationship.
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`
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`MC:
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`You’ve done a fair amount of outsourcing over the years, have you not?
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`
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`Alan:
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`Yes.
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`
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`MC:
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`
`
`At 30:53
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`About what is outsourced, can you give me an idea of what is still core at your department?
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`Alan:
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`The only piece we’ve kept in house is really restaurant systems, everything IT has been
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`outsourced, from help desk to software development to any troubleshooting and support. So the
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`restaurant systems support is still in house, we do have a few people that do manage that and
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`manage the outsourcers that do the daily effort.
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`
`
`MC:
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`
`
`At 31:36
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`Delaney, you’ve spoken a bit about your team over the course of the last two days, and you
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`obviously recognize the Pizza Hut team, but if you were having some social beverages with
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`about five people and bragging and arguments broke out, what would you say about the IT team?
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`Delaney:
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`Well, I think there’s been a big change over the last five years, and again it’s not my direct team
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`so I can’t really take credit for it, but as I’ve watched them, they’ve done a great job of being,
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`kind of the underdog, you know IT is a cost center to be managed, and something you have to do
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`to run the business to a real integral part, and how we’re going to compete going forward, and so
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`you see that energy from really talented IT people starting to recognition for the contribution,
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`how much that matters to our growth, and they had a lot of beliefs that there were some legs
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`under different customer access points, web ordering, and it’s been fun to watch them be
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`successful and move, and really take the maturity of the IT team as far as business impact.
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`
`
`

`
`MC:
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`David, you’ve talked about the culture of McDonald’s, and we’ve talked a little bit about your
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`team in some of the other session, but what’s the cultural touch point of your department, your
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`group ok if McDonald’s is known as one thing, is there anything you think your department is
`
`known for that might just be a little different, or a supplemental quality?
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`
`
`David:
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`Uh, different than within the organization?
`
`
`
`MC:
`
`
`
`At 32:48
`
`Yes.
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`David:
`
`Well, I think some of the culture of McDonald’s, to bring it up is, we are a very relationship-
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`oriented culture. So the challenge is one of, making sure you’re touching people, you’re talking
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`to people, it’s nothing, we can’t command things by email or voicemail. So a lot of it is
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`interaction with our franchisees, and the distributed pieced of our organization. I think the things
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`people would say about our IT organization are we’ve got disciplines which are necessary for
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`what we need to do for the business, and we deliver. And I think that’s probably the biggest
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`testament to the whole team, is we are very good about executing and discipline, because when
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`you have the scale that we have with the number of restaurants we’ve got, and the complexities
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`around franchisees, which I think we all have, it requires a significant amount of discipline to be
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`successful in any deployment. So, discipline and delivery, I think, are a couple of characteristics
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`of the organization I think people would point to and say IT at McDonald’s has that.
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`
`
`MC:
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`So we can hear that, among the award winners, there’s a variety of different qualities and
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`textures and skill sets that help them stand out within their own organizations, and obviously,
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`within the industry since they’re here getting awarded. Glen, tell us a little bit about the 2D
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`barcode marketing project, and what was your favorite part of that, and what was the part that
`
`pulled your hair out?
`
`
`
`At 34:19
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`Glen:
`
` Probably the aggressive timeline that we needed to respond under was the part that pulled our
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`hair out over, and we were closing in on mobile web, getting ready to launch that, and one of the
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`largest cellular carriers approached us with an opportunity to participate in a promotion, where
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`they were going to mail out postcards with a 2D barcode, and basically the recipient, if they took
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`a picture of it with their cell phone, they could translate that through a mobile order, and for Papa
`
`John’s, a free pizza. So, pulling that together as quickly as that came, coordinating the number of
`
`

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`vendors, and probably one of the challenges in that was that, not only us, but the vendor was
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`kind of new in that space too, so there was a lack of subject matter experts, we were just kind of
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`collectively figuring this out as we all went along together. But, we pulled it off in the time frame
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`we identified, and it worked pretty well for us.
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`For some who might not be aware of this promotion, they sent out postcards, direct mail cards to
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`about nearly 200000, I think it was, with a 2D barcode that specially loaded cameras could take a
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`photo of, and it would automatically hijack their web capabilities and take them to the Papa
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`John’s website for a free pizza after they registered and that sort of thing, right Glen?
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`
`
`MC:
`
`
`
`Glen:
`
`Uh-huh
`
`
`
`MC:
`
`
`
`At 36:13
`
`It’s a process and a product and a test vehicle being used by a lot of players up here right now,
`
`that McDonald’s had a similar project in Germany I believe with coupons, mobile coupons that
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`were delivered via barcode. Chris, tell me a little bit about the Tivo project, and where you
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`bumped into that if at all, did you guys actually interface with that?
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`Chris:
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`Yeah, Tivo’s been up and running for us for a couple months now, and it’s been primarily a great
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`marketing, awareness, and PR win for us. As you look at other alternative channels, and we’re,
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`everybody’s competing pretty heavily in the online channel, mobile is kind of the next place to
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`go to, and it’s always looking for that next channel, that next opportunity to capture customers
`
`that may be sitting there thinking about eating, thi