How I shipped an e-commerce site serving 25K+ visits per month, with full C-level buy-in for UX in a global franchise

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CLIENT

VFBS / IPPG

YEAR

2020-2021

ROLE

UX/Product Design Manager

TEAM

6 people (PO, BA, UX/Product designers, artists), led by me.
Partner with Bitto engineering team

IMPACT

VFBS has run and grown the site since launch.
→ Highlighted metrics:

#1

keyword “Pizza near me” in Vietnam

5+ years

live as a key e-commerce channel

1.7M visits

estimated organic visits since launch

Summary. Domino's Pizza Vietnam asked my team to revamp their e-commerce website under real constraints: global franchise brand standards, a shared backend across 40+ stores, and multi-tier C-level approval at every session. I led the full process, discovery through engineering handoff, with every deliverable signed off on time. The site launched in March 2021, averaged 25K+ organic visits a month in its first year, and has held consistent search visibility for the five years since. Here is how I managed it.

1. Context

Domino's was the largest pizza company in the world, operating across more than 90 markets under a single principle "One Brand, One System"; and built around 3 service models: delivery, carryout, and dine-in.

In Vietnam, VFBS held the master franchise for Domino's Pizza, alongside Burger King and Popeyes, under IPPG, one of the country's largest retail conglomerates.

By 2020, VFBS generated roughly US$28M in annual revenue across all three brands (at 2020 exchange rates), running its Domino's chain through a single shared system. (Source: Vietdata ↗)

At that scale, and with a global brand standard to hold, the website revamp became a strategic priority.

Domino's Pizza Vietnam: a strategic e-commerce revamp in 2020

2. Objectives

Rebuild Domino's website into a genuine sales channel, one that would reduce dependence on the third-party delivery apps capturing most of the online revenue.

The business had grown up around offline operations, and as online orders rose, they rose on platforms VFBS neither owned nor controlled.

A website built to sell would give the business a channel of its own, able to grow on its own terms. Domino's moved first; if it worked, Burger King and Popeyes would follow.

3. Constraints

1. On the business side, the website had become a strategic hedge tied directly to monthly revenue and profit. VFBS's C-level stakeholders would review and sign off on the revamp as a business decision, which meant approval could not be delegated. That placed real pressure on me as the UX manager.

2. On the product side, IPPG operated at a scale Oracle described as a "complex business structure" when the group went live on Oracle ERP Cloud in 2019. (Source: Oracle ↗)

Order processing for all 40+ Domino's stores moved through one shared system across the group. Every UX decision touching the order and payment flow had to work without disrupting that downstream system.

The journey I loved was solving for the goal within multiple constraints

An Neko

.✦ ݁2026˖ Mostly hand-coded. Generously sponsored by Cargo.Site for educators.

ngthuyan14@gmail.com

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