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1. Dodo Pizza
Corporate Presentation
August 2016

2. • Dodo Pizza is an international QSR pizza chain founded in 2011 by
Fedor Ovchinnikov in Syktyvkar, Russia
• We serve American-style pizza and snacks for delivery and for
dine-in in our branded stores
• Focus on franchising business-model with limited number of
company-owned stores and limited presence in food processing
and distribution
• We provide our franchisees with all standard services, training and
support but consider our cloud-based IT platform as our key
differentiating factor – a «digital franchise» concept
• As of 1 August 2016 out network consisted of 113 stores in 9
countries including 8 company-owned stores
• Binding franchising agreements for additional 344 stores
• Generated RUB 2.7bn run-rate system-wide sales in June 2016
(+57% vs December 2015)
• To-date we have raised RUB 172m of equity and convertible debt
from 186 private individuals
#
of
stores
RUB
m
(1)
Year-­‐over-­‐year
sales
of
Russian
franchised
stores
older
than
30
months
Dodo Pizza Today
1 1 2 8 8 12 18 28 45
74
106
0
750
1 500
2 250
3 000
0,
37,5
75,
112,5
150,
Jun-11 Jun-12 Jun-13 Jun-14 Jun-15 Jun-16
Dodo Pizza Evolution
Number of stores (LHS) Run-rate system-wide sales (RHS)
8%
4% 5% 6%
(5%)
14%
22% 22%
18%
29% 27%
31%
Jul-15 Sept-15 Nov-15 Jan-16 Mar-16 May-16
Like-for-Like Sales Dynamics (1)
Dodo Pizza 2016

3. ▪ #1 QSR pizza chain in Russia by the number of stores
▪ Chained pizza delivery is an outperforming segment of QSR
industry both in Russia and globally
▪ Like-for-like sales of mature stores above 25% in 2016YTD with
material upside due to growing brand recognition
▪ New stores openings: we expect to have 170 stores globally
by 2016 year-end and over 400 by 2017 year-end
▪ Asset-light business model with outstanding ROIC
▪ Unique ability to focus on franchising early-on due to public
profile of Mr Ovchinnikov and innovative marketing
▪ Franchisee stickiness ensured by IT-system, not by capital-
intensive distribution or real estate backbone
▪ Existing 11 international stores in CIS, Romania, US
and China; first contract soon to be signed for a
UK store
▪ Russian emigrants as a first wave of franchisees –
already multiple incoming requests
▪ Strong unit-based economics – average payback time for a Dodo
Pizza store is 2.5 years and is set to improve with increasing
brand recognition and franchisee expertise
▪ Existing franchisees account for over half of new openings
▪ Streamlined store management system
▪ Bringing online marketing tools to offline business
▪ Franchisee quality control and stickiness to the franchise
▪ Potential for big data tools and predictive analytics
Dodo Pizza 2016
National Champion in The Highly
Attractive Pizza Segment
Key Investment Highlights
Exceptional Growth Prospects
Unique In-House IT-System
Tangible International Expansion Prospects Proven Concept
Franchising-Focused Business Model

4. “Business reality show”
̶ We publish online key operational and financial stats
including monthly PL of the Group and weekly sales of
each pizzeria
̶ We stream online our weekly all-office meetings
̶ Each of our stores has web-cams which stream live
video from the kitchen where you can watch your
order being prepared
What does it give us?
̶ Massive online following – low-cost marketing of the
franchise and loyal customer base
̶ Accountability and discipline for the management team
̶ Spreading company values and strategic vision to all
employees and customers
̶ Access to capital for us and our franchisees
Total Transparency Policy
Our franchise is affordable…
̶ Concession payment of 350,000 RUB (c.$5,500),
significantly lower than market average
̶ We do not have minimal net worth requirements
̶ We do not require prior retail business expertise
… but we choose franchisees carefully
̶ We require knowledge and understanding of our
model and our values
̶ We seek enthusiasts – new franchisees must
personally go through a month-long training in our
headquarters in Syktyvkar
̶ We achieve very high franchisees engagement
making them true ambassadors of the brand
Our Franchisees We have been focusing on our “digital
franchise” concept from the very beginning
̶ In-house developed cloud-based IT-system
interwoven into every aspect of our business:
website and call centre, in-store cashier and
marketing dashboards, order tracking, delivery
management, HR and inventory management
̶ Share of online orders in sales for delivery is in
line with best in-class global peers and 2x times
above e-commerce penetration in Russia.
Moreover, our phone sales go through a
centralised call centre where orders are entered
into IT-system and flow to the relevant store
which allows real-time digital tracking of each
and every order across the network
Our Digital Focus
Public online dashboard with
live financial information
from our IT-system
Screenshot from live webcam from
kitchen in our store in Oxford, USA
Fedor Ovchinnikov on the cover of the leading
global pizza industry magazine
Dodo was featured in major global
news sources following pizza delivery by
drone in 2014
Dodo featured on Microsoft global website
among select examples of Microsoft Azure usage
case studies
Dodo Pizza 2016
What Makes Us Unique?

5. ▪ As per our investment plan we require USD 7-8m of external financing to fund
our growth by 2019
▪ Most of the investments are discretionary and can be tightly managed
▪ However, we choose to invest as we believe it will enable us to strengthen our
platform and make it scalable across formats and geographies
▪ Key uses of capital in the mid-term are:
▪ Dodo IS (IT-system) – we plan to expand our engineering and
development team from current 30 members to over 100 by 2019. The
system should be restructured to withstand the growing scale of our
business and we constantly seek the best engineering talent to
strengthen our team
▪ Company-owned network – we seek to expand our proven retail
business both in Russia and USA and we are establishing a supply and
distribution operations in the key regions of Moscow and Saint-
Petersburg
▪ Corporate needs – we are expanding our management team with the
focus on marketing analytics and finance legal and plan to invest in
legal restructuring and introduction of control and reporting practices
according to international standards
▪ Please address all your questions to Andrey Petelin a.petelin@dodopizza.com
Sources USD thousand
Cash balance as of 1 Jan 2016 770
Royalties and concession payments – Russia, CIS and
Romania
22,277
Royalties and concession payments – other international 419
Operating cash flow – company-owned stores Russia 2,550
Operating cash flow – company-owned stores USA 410
Minimum required capital injection 7,047
Total Sources 33,473
2016-2018 Indicative Sources and Uses of Capital
Uses USD thousand
Capex – company-owned stores Russia 3,112
Capex – company-owned stores USA 1,800
IT system – capex and opex 8,217
HQ opex and GA (incl. taxes) 13,377
Corporate capex including international development 6,967
Total Uses 33,473
Investment Plan
Dodo Pizza 2016

6. Year Invested amount Valuation of 100% Acquired stake Type
2012 ≈170 000 USD ≈3,4 mln USD 5% loan
2012-2013 ≈322 000 USD ≈6,45 mln USD 5% equity
2014 338 100 USD ≈16,9 mln USD 2% equity
2013-2014 ≈570 000 USD ≈16,9 mln USD 3,66% convertible loan
2014-2015 ≈2 624 000 USD ≈28,7 mln USD 8,83% convertible loan
Legal Structure
and Shareholders Overview
Raised capital
Total investment amount ≈ 4 024 100 USD
Shareholders of DP Global Group Limited
Fedor Ovchinnikov, founder of Dodo Pizza
Private investors
Employees
DP Global Group Limited
Holding company registered in
BVI. Global franchisor and
trademarks owner
100% 100%
100%Dodo Franchising LLC
Franchising company.
Russian think tank and
franchisor in Russia and CIS
countries (except Baltic
countries)
Pizza Venchur LLC
Corporate-owned
retail company
Russia, 7 stores
Dodo Pizza USA
Retail Inc
Corporate-owned
retail company
USA, 1 store
Dodo Pizza 2016
62,9%
21,3%
15,8%

7. Units Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Last 12 Months
Company-owned stores (excluding USA)
# of stores # 6 6 6 7 7 7 7 7 7 7 7 7 7
Sales - stores '000 RUB 15,539 15,889 14,710 16,480 16,134 18,159 20,011 18,254 19,252 17,381 20,137 19,359 211,304
Cash costs - stores '000 RUB (14,032) (13,833) (13,083) (15,215) (15,080) (19,227) (17,490) (15,708) (16,601) (15,013) (16,479) (16,635) (188,396)
EBITDA - stores '000 RUB 1,507 2,057 1,627 1,265 1,054 (1,068) 2,521 2,546 2,650 2,367 3,658 2,724 22,908
Stores EBITDA margin % 9.7% 12.9% 11.1% 7.7% 6.5% -5.9% 12.6% 13.9% 13.8% 13.6% 18.2% 14.1% 10.8%
EBITDA - distribution center (Moscow) '000 RUB 0 0 0 0 0 0 0 (104) (280) (328) (244) (130) (1,085)
Capex - stores '000 RUB (507) (494) (3,036) (1,640) (1,061) (645) (443) (570) (2,172) (2,834) (1,573) (3,358) (18,334)
Capex - distribution center in Moscow '000 RUB 0 0 0 (20) (956) (402) (1,070) (572) (353) (67) (1,536) (443) (5,419)
Franchising and headquarters
# of stores # 41 45 51 59 63 67 71 78 83 90 93 98 98
Concession payments '000 RUB 3,957 4,170 12,119 4,685 10,502 7,348 7,545 6,500 10,332 10,864 9,941 24,258 112,221
Royalties '000 RUB 2,606 2,909 3,328 3,980 4,277 5,095 5,839 6,073 6,982 7,652 8,986 9,190 66,918
Other revenue '000 RUB 12 7 37 180 110 133 162 138 182 159 181 197 1,498
Total revenue '000 RUB 6,575 7,086 15,484 8,845 14,889 12,576 13,546 12,711 17,496 18,675 19,108 33,645 180,637
Franchising support and development '000 RUB (2,868) (2,866) (3,412) (4,320) (3,749) (4,717) (4,111) (3,984) (4,907) (5,219) (4,778) (5,466) (50,397)
GA '000 RUB (860) (926) (1,051) (2,246) (1,409) (1,608) (2,145) (2,330) (1,467) (1,640) (1,617) (2,174) (19,473)
VAT '000 RUB (896) (1,073) (2,349) (1,305) (2,227) (1,817) (1,984) (1,855) (2,566) (2,587) (2,802) (4,808) (26,269)
EBITDA '000 RUB 1,951 2,221 8,672 974 7,504 4,434 5,306 4,542 8,556 9,229 9,911 21,197 84,498
Capex - DoDo IS (IT-System) '000 RUB (3,078) (3,121) (3,011) (4,305) (5,003) (4,023) (4,331) (4,470) (4,184) (4,295) (4,452) (5,595) (49,867)
General capex '000 RUB (3,831) (3,844) (2,664) (735) (396) (674) (156) (737) (1,014) (446) (273) (523) (15,293)
Total (excluding USA)
EBITDA '000 RUB 3,458 4,278 10,299 2,239 8,558 3,366 7,827 6,985 10,927 11,269 13,325 23,791 106,322
Capex '000 RUB (7,416) (7,459) (8,711) (6,700) (7,416) (5,744) (6,000) (6,349) (7,723) (7,642) (7,834) (9,919) (88,913)
Cash end of period '000 RUB 20,628 27,312 30,364 49,510 50,749 48,959 50,562 50,140 48,613 43,066 48,847 62,947 62,947
Key Financials
Source:
unaudited
management
accounts.
Dodo Pizza 2016

8. Dodo Pizza 2016
Business Overview

9. Source: Euromonitor, companies’ disclosures.
Number of locations in Russia
(0,6%)
0,7%
1,3%
4,7%
Consumer
Foodservice
Fast food/ QSR Pizza QSR Chained Pizza QSR
Russia Market CAGR 2015-2020
Share of takeaway and delivery in total QSR market
18,1%
8,0%
USA Russia
155
95 88 86
71
44 36
0
40
80
120
160
200
Dodo Pizza
year-end
Dodo Pizza
1H 2016
Sbarro Tashir
Pizza
Papa Johns Dominos Pizza Hut
National Pizza Champion with Ample Room for Growth
Dodo Pizza 2016
Dodo Will Be #1 QSR Pizza Chain in Russia
By Far By the End of the Year
Dodo Operates in the Fastest-Growing Segment of the Market
Pizza Is the Most Unconsolidated Large QSR Segment
118
45 44
27
11 10
0
30
60
90
120
150
Burger Coffee/Bakery Pizza Chicken Middle
Eastern
Ice Cream
Independent Chained
Russia QSR market size by segment in 2015, RUB bn
And Will Also Benefit From the Wider
Adoption of Food Delivery

10. 2011, April – first store opened in Syktyvkar
2012, June – first franchised store
2013, February – official start of franchising programme
2014, October – store opened in Romania becoming the
first Dodo Pizza international location
2016, March – first US store opens in Oxford, MS
2016, June – launch of the first Chinese Dodo Pizza in
Yantai, Shandong province.
As of August 1st, 2016, 113 pizzerias are operating in 9
countries: Russia, Kazakhstan, Uzbekistan, Kyrgyzstan,
Romania, Lithuania, Estonia, China and the USA.
Dodo Pizza’s presence as of August 1st, 2016
2011 2012 2013 2014 2015 2016
1
8
12
28
74
113
65
178
Store count growth
Store count
under development
operating
178 pizzerias will be operating by the end of 2016
History of Network Growth
Dodo Pizza 2016

11. Operating Stores Under
development
(franchise agreements
signed)TOTAL
Dine-in
Delivery
Delivery
Take-away
Food court Pizza coffee
Syktyvkar, Komi Republic, Russia 6 3 2 1
Moscow Saint-Petersburg regions, Russia 1 1 18
Oxford, Mississippi, USA 1 1
Total company-owned 8 4 1 2 1 18
Franchised stores
Moscow 1 1 44
Moscow region 17 15 2 24
Saint Petersburg and Leningradskiy region 5 4 1 3
Samara and Samara region 7 7 3
Rostov-On-Don and Rostov region 5 5 7
Smolensk and Smolensk region 3 2 1
Other Russia 57 49 7 1 229
Total franchised, Russia 95 83 9 3 308
Total franchised, Kazakhstan 2 3 17
Total franchised, Romania 2 1 1
Total franchised, Estonia 1 1
Total franchised, Lithuania 1 1
Total franchised, Uzbekistan 1 1
Total franchised, Kyrgyzstan 1 1
Total franchised, China 1 1 1
Total network 113 96 10 6 1 344
Current Network
Overview

12. Source: company data.
Average Check Dynamics of Russian Franchised Stores
73%53% 80%
Average Sales Profile of a Russian Franchised Store
RUB / month
Delivery Sales Channels in 1H 2016
0
23
45
68
90
113
0
1 000 000
2 000 000
3 000 000
4 000 000
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43
Number of observations Average monthly sales
Month of operation
# of stores RUB / transaction
1
0
0
1
0% 25% 50% 75% 100%
Sales
Orders
Delivery Eat-in
0,56
0,44
Online
Telephone
200
350
500
650
800
Jul-17 Nov-17 Mar-18 Jul-18 Nov-18 Mar-19 Jul-19 Nov-19 Mar-20
Total Delivery Eat-in
Sales Profile Review
Dodo Pizza 2016
Dine-In vs Delivery in 1H 2016
44%
56%

13. Store Formats
Delivery Pizza Restaurant
Our mass market format is Delivery Pizza Restaurant with the menu centered around pizza.
The business model is delivery-oriented with a delivery time guarantee within the designated
zone. Our concept is similar to that of international chains such as Domino’s, Telepizza, Papa
John’s.
The success of the delivery model is evidenced by worldwide proliferation of companies that
specialise in pizza delivery. Around the delivery model, without undermining its efficiency,
Dodo Pizza has developed a dine-in format that strengthens the entire business through
diversification and extra revenues and helps to promote the brand. A Dodo Pizza store with
a dine-in area doesn’t have waiters and orders are served in disposable packaging. Great
emphasis is placed on ambiance, interior design and customer service. Items like coffee,
house-made milkshakes and uniquely marketed pizza slices are only available on the dine-in
menu. Customers are offered fresh-out-of-the-oven pizza slices while our information
system Dodo IS displays exactly how long each slice has been sitting on the counter. Dine-in
sales can account for 30-70% of sales depending on location and various other factors.
Development of dine-in
Several sub-formats have been built around the single production model so as to meet the
demands of different markets, locations with different traffic and renting costs. This approach
allows a degree of flexibility while maintaining consistency and uniformity. The main format is
based on delivery but sites with high traffic and costly rent are developed so as to generate
high dine-in sales. Low-traffic locations either have no dine-in area at all or have kids rooms
and larger tables for children's parties in order to attract family audiences.
Flexibility and uniformity
Dodo Pizza is developing 5 restaurant sub-formats around
the single production model
Dine-in Delivery Delivery Take Away
Food Court Street Food
Small town
• Delivery and dine-in area
with sit-down tables
• Total area 80-250 sq m
• Only delivery and takeout.
No dine-in area.
• Total area 60-120 sq m
• The food court format for
malls
• No delivery
• Total area 50-70 sq m
• Format for locations with
high pedestrian traffic
• Pizza by slice, pizza to go, no
delivery
• Total area 50-70 sq m
• Dine-in Delivery for small
towns, simplified menu
• Total area 120-250 sq m
Dodo Pizza 2016

14. Product Management
• The Dodo Pizza menu caters to the mass consumer and focuses on
delivery. Its foundation is a selection of pizzas. Besides pizzas, the menu
includes snacks, ready-to-eat desserts, cold and hot beverages. Several
menu items were introduced specifically for dine-in customers:
milkshakes, coffee, pizza by slice. Depending on the pizzeria’s format,
pizza generates 60-70% of sales.
• The menu is continuously evolving. New products are introduced as we
explore new formats and new markets. The company operates an RD
lab for developing new products, testing equipment and new
technologies. Since launching in the US, Dodo Pizza has started
collaborating with leading American pizza technologists and dough
experts John Arena and Tom Lehman.
• By combining new technologies with our information system we
launched an innovative model of selling pizza slices. The information
system forecasts sales volumes and automatically initiates pizza
production. Fresh-out-of-the-oven pizza is offered by slice for up to 60
minutes. During the first 45 minutes slices are sold at regular price. Then
they are offered for 15 minutes at a substantial discount. If not sold after
60 minutes, slices are written off. The information system informs
customers of exactly when each slice was taken out of the oven. This
ensures transparency and higher appeal for the customer. This way, pizza
slices offered at Dodo Pizza are always fresh and write-offs are
minimised through accurate forecasting.
Pizza accounts for 60-70% of sales
Pizza by slice
Dodo Pizza 2016

15. Product Management
Dodo Pizza 2016
• Seasonal offers are a crucial element of Dodo Pizza product marketing
strategy. As part of this initiative we release a seasonal pizza once every
three months. Each seasonal release is accompanied by a separate
marketing campaign. Seasonal products help maintain brand awareness
and let customers try new flavours and combinations. Seasonal
products are created by the Product department. They are mandatory
for every pizzeria throughout the relevant region.
• The Product department initiates certain programs to meet specific
marketing objectives. An example of this is the launch of the “combo”,
a product category aimed specifically at value-conscious customers and
allowing them to choose among sets with 2 or more pizzas and a
beverage at a special price. Key suppliers also participate in many of our
marketing programs.
• System-wide supply volumes in Russia allow us to negotiate the best
prices and terms for our franchisees. Manufacturers produce and
package products specifically for us. For example, Mozzarella cheese is
manufactured and packaged in Russia specifically per our requirements.
Most ingredients used in Dodo Pizza kitchens are strictly controlled to
ensure consistency of taste and quality.
• Promo photos of Dodo Pizza menu items are created at our photo
studio using real products. We don’t use digitally enhanced
photographs.

16. Marketing
At the moment, national promotion of the brand is
conducted primarily through social media. More
sophisticated national marketing campaigns will commence in
2017.
National marketing
Local marketing is handled by franchisees with support of the
head office. Dodo Pizza educates franchisees about effective
local marketing techniques, customer acquisition and
retention.
• Franchisees have essential knowledge of local markets,
local culture and support of local communities. Combined
with global expertise of Dodo Pizza, they form a fail-proof
marketing strategy for individual stores.
• Local marketing targets and objectives are set by the
franchisee. The head office provides ready solutions as
per specific requirements of individual local marketing
projects.
• Real-life marketing experience accumulated by both the
franchisee and the corporate marketing department can
be used subsequently for development in similar markets.
Local marketing
Dodo Pizza’s marketing efforts can be broken down into
local marketing and national marketing. National marketing
is focused on promoting the brand and product and its
direction is governed by the corporate head office. Local
marketing is a set of activities aimed at attracting
customers in individual local pizzerias.
Dodo Pizza runs a system-wide customer loyalty program.
Customers are awarded 5% value of every purchase in bonus
points. They can then use the bonuses to pay for orders partially
or in full.
The system only requires association with a client’s phone
number - no need to carry extra plastic around in the wallet.
Alternatively, customers pay with bonuses through QR code that
is automatically generated in their account on the Dodo Pizza
website.
The loyalty program allows to very closely and scrupulously
study customer behaviour. Based on relevant data, we intend to
develop statistical models and a CRM system that will become an
integral part of Dodo IS.
Customer loyalty program
Marketing mock-up from the Dodo Pizza
online Knowledge Base
Customers
Delivery Dine-in
Young people
Families
All population
Average income
Main marketing channels:
• social media
• direct marketing / direct mail
Dodo Pizza 2016

17. • The headquarters are in Syktyvkar (Komi Republic, Russia). We have a
separate Dodo IS development office in Moscow and two more
development teams in Nizhniy Novgorod and Kolomna (Moscow region).
• Dodo Pizza grows at a rapid pace requiring flexible, continuously evolving
organizational structure.
• Each functional unit at Dodo Pizza is treated as a separate “enterprise”
inside the company with its own “product”, business metrics and targets.
Each unit sets goals that can be quantified and measured. The chief metric
reflects the current strategy. For example, in 2016 the main company
metric is the increase in year-over-year same-store orders in mature
stores.
• The entire head office takes part in the development of Dodo IS, the
company’s information system. The Dodo IS project teams are comprised
of managers from various departments and software developers. Dodo IS
helps corporate managers reach their business objectives.
• The company’s rapid growth attracts talented managers and professionals
from all over Russia and abroad. In 2016 the company launched “The
Managers’ School”, an extensive internal training program / internship to
prepare highly skilled corporate office managers.
Headquarters
Headquarters in Syktyvkar (Russia):
agile style office, RD lab, training center
900 sq. meters
89 Head office employees 30 Dodo IS staff

18. Organizational structure
Head office
The entire complex of entities participating in the transnational Dodo Pizza network can be viewed
as a structure with three functional levels — corporate head office, master franchises and local
franchise chains. The corporate head office is responsible for business system development and the
Dodo Pizza brand in general. A master franchise is a company that has the rights for distribution of
the franchise (also known as sub-franchise) within a certain territory. Dodo Pizza master franchises
are corporate owned. Local franchise chains are companies that own and operate one or several
pizzerias. They are directly involved in restaurant operations, meaning they run the kitchens, order
supplies and sell pizza to end customers. They can be independent or owned by other companies,
including master franchises and the head office.
development of business system
and Dodo Pizza brand
development of regional franchise
system in a specific territory
Master franchise
development of pizzerias
in a specific area
Local chains
The head office develops the brand, business system,
Dodo IS and domestic franchise chains. Currently the
head office also acts as the Russian master franchise,
which in the future, will be transformed into a separate
functional division.
Current structure
Future structure
US
chain
The company owns and operates two local chains:
7 pizzerias in Russia and 1 in the USA. They have
separate operations management and finance.
Corporate owned units help accumulate essential
first-hand business operations experience. For the
company, they represents a strategically significant
direction. Nevertheless, the primary focus is
franchising. In the future, the corporate owned chains
will be merged into one division.
Head office
Corporate owned local chains
Russian
chain
Russian
master franchise
Franchises
International
master franchise
companies
Head office
Franchises
International
master franchises
Head office
International
corporate owned chain
Franchises
Dodo Pizza 2016

19. Standards and
information
division
Financial dep.,
Accounting
CEOCompany structure
June 2016
New units
division
Supply chain
division
Analytics
division
Control
division
Training
center
Product
Department
Product
division
Dodo University Franchising
Department
HR
department
Russian
contact center
Legal
department
Dodo IS development
department
Corporate owned local chains
Russian chain US chain
International
development
division
Marketing,
Communications
Common for all
companies in the
group
• Menu, pizzeria concepts
and formats, kitchen
production model – RD
• Product marketing,
seasonal products
• New unit development
— kitchen floor plans,
interior design
• Unit development system
– project office
• Development of thesupply
chain - ingredients,
implements, and equipment
• Development. of
operations management
system.
• Development of effective
tools to drive sales and
profits.
Monitoring of operations and
quality control, product and
standards ratings.
• Knowledge base
management,
communication with
franchisees, best
practices and
standards.
Training of franchisees and
pizzeria staff
• Franchise
distribution, network
development,
resolving
disagreements, MA.
Three key departments of the
company answer the three key
questions: what? how? and who?
The Product Department
answers the “what” questions. What do
we offer the market and restaurant and
delivery customers? What is the Dodo
Pizza experience, product, service,
pizzeria, menu, and brand?
Dodo University answers the
“how” questions. How to build a
sustainable pizza business? How to
manage a pizzeria? How to produce
high-quality product every day?
The Franchising
Department answers the “who”
questions. Who will be our
franchisees? The Franchising
Department reviews and selects
future partners, ensuring dynamic
growth of the store network.
Dodo Pizza 2016
Development and
maintenance of the
information system
Dodo IS

20. Fedor Ovchinnikov, 35 years old; entrepreneur; founder and
СЕО of Dodo Pizza. In 2006-2010 he launched and headed the
largest regional book store chain,. In 2011 he started Dodo Pizza.
Andrey Petelin, 34 years old; director of franchising; at
the company since 2011; supervises finance and legal
department. Prior to his career at Dodo Pizza, Mr Petelin
worked in banking, retail and manufacturing.
Dmitriy Vyazov, 39 years old; financial director; with the
company since 2013. Before Dodo Pizza, Mr Vyazov worked at
Sberbank and VTB Bank.
Valentina Kadulina, 52 years old; chief accountant, at the
company since 2013. Prior to joining Dodo Pizza, Ms. Kadulina
had been employed at several companies as chief accountant for
15 years.
Semyon Belousov, 33 years old; chief counsel; at the
company since 2012; worked as head of legal departments since
2009.
Marsel Ziganshin, 28 years old; head of Analytical, training and
quality control center (Dodo University); with the company since
2014. Prior to joining Dodo Pizza, Mr Ziganshin worked as a
business analyst and restaurant business consultant. He also worked
at McDonald's for 7 years.
Ilya Zomba, 33 years old; head of Product, New unit
development and Supply chain; joined the company in 2016. Prior to
his employment at Dodo Pizza, Mr Zomba occupied executive
positions in a number of international companies operating in Russia.
Andrey Morevsky, 34 years old; head of software development
and Dodo IS architect, joined the company in 2013. Before Dodo
Pizza, he was a leading developer at the Federal Tax Service and
system architect for Rapid Soft where he was involved in projects
for Svyaznoy Bank, Svyaznoy-club and VTB.
Ilya Farafonov, 26 years old; head of the Russian corporate owned
chain; at the company since 2013. Ilya Farafonov is a former Dodo
Pizza franchisee. Before he joined Dodo Pizza, Mr Farafonov had
managed a catering business for 2 years.
Alyona Tikhova. 26 years old; СЕО of Dodo Pizza USA; joined
the company in 2014. She is a former Dodo Pizza franchisee in
Khimki. Prior to her joining the company, Ms Tikhova worked in
marketing and sales; was in charge of working with key customers
at “Baltika”, and worked as a sales manager at Hilti Russia.
Key management Yuliya Belyavskaya, 29 years old; head of HR; at the
company since 2011: head of contact center and quality control,
store manager. Before joining the company Ms Belyavskaya
headed a local branch of the newspaper “Telesem”.
Dodo Pizza 2016

21. Store Economics
Dodo Pizza 2016

22. Average EBITDA Margin(1) of Russian Franchised Stores(2)
(1) EBITDA after royalty
(2) Russian franchised stores older than 2 years
Breakeven Point in Russia
Payback period
▪ First store in a city/town. Building a solid customer base, conducting aggressive
marketing campaigns. Sales grow gradually. Payback period is usually 2-3 years.
▪ Subsequent pizzerias. Sales grow rapidly. A store usually starts generating
operating profit in 2-3 months. Payback periods for such units rarely extend
beyond 1,5-2 years.
Lower income regions
(low rent, low incomes)
1-1,5 million RUB monthly sales
Higher income regions
(high rent, highh incomes) 1,5-2,5 million RUB monthly sales
EBITDA Margin(1) of the Velsk-1 Store
Velsk is a small town in the Arkhangelsk region, Russia
with a population of 23,000.
The pizzeria opened on 16 April 2016.
Dodo Pizza can be as successful in small towns as in
large and medium size cities.
Unit-Level Economics
A pizzeria’s key success factors
Expenses % of sales
Cost of Sales (Food, Paper, Freight and Cartage) 30-40%
Labor Cost 20-25%
Utilities 2-3%
Advertising 2-3%
Occupancy Costs 5-10%
Royalty 4,1-5,9%
Misc. Expenses 2-5%
EBITDA 10-25%
* Cost of sales at a specific
pizzeria depends on
distribution of sales between
delivery and dine-in. The
higher the delivery sales, the
lower the Cost of sales.
Because delivery orders
contain mostly pizzas, which
have higher margins. Yet,
pizzerias with dining rooms are
more profitable overall due to
additional sales.
*
Consistent quality of product
and service
Local marketing
Cost management
Customer retention
Customer base expansion
New customers
Increasing productivity
Minimising losses
Management
Management is a crucial
factor of success. Pizzeria
location is not as important
because delivery generates
50-60% of sales.
Dodo Pizza 2016

23. • The process of opening a new store is systematised, which allows to work
simultaneously on multiple projects. Currently, we are able to handle over
100 ongoing development projects at once. The Startup department is
responsible for new unit development. Kitchen floor plans are produced
internally while restaurant interior design is provided by a long-term
contractor design studio.
• Each franchisee attends a 21-day training program and internship at the Dodo
Pizza Training Center in Syktyvkar.
• Over 50% of new pizzerias are opened by existing Dodo Pizza franchisees.
Their previous experience allows for higher efficiency in planning and
executing subsequent pizzeria launches. Best timing for opening a full-scale
restaurant has so far been 60 days, for a food court location - 32 days. Both
projects were managed by experienced franchisees.
• A list of verified reliable contractors allows to open quickly and smoothly.
Suppliers of essential kitchen equipment (ovens, coffee machines,
refrigerators) maintain stock specifically for our needs to further accelerate
development. We deal directly with manufacturers of equipment and our
franchisees are given bulk discounts.
• Every launch is preceded by a thorough examination of the entire pizzeria,
including its kitchen production, furniture and signage placement etc. This
examination, conducted by the Control department, ensures brand
consistency and compliance with quality standards.
Systematic approach
to opening new stores
The main stages of development
Average budget for a full-fledged
restaurant with dine-in area -
10 200 000 rubles (c.$150k)
Cost of launching a standard pizzeria
Dodo Pizza 2016

24. Two-stack oven XLT 3240.
Retail price in Russia - 35 306 USD, for our franchisees- 26 833 USD
XLT is one of leading global manufacturers of
conveyor pizza ovens. The oven is the “heart” of
a pizzeria. That’s why we opted for the best and
most reliable solution.
Coffeemaker Thermoplan BW one.
Retail price in Russia - 9 930 EUR, for our franchisees- 7 547 EUR.
Interest-free payment plan available for existing franchisees..
Thermoplan is the “Mercedes-Benz” of
coffeemakers. Their patented cold foam technology
ensures superior quality of product. These machines
are also used by Starbucks and Costa Coffee.
Estimated cost of
equipment for standard full-
scale pizzeria – 4 484 000
RUB
Distribution of equipment by
origin in a standard estimate
Equipment expenses structure
Dodo Pizza 2016

25. Cost structure for average 3-4 years old pizzeria. Percentage of sales.
Costs ≈85%
Controllable
≈32%
Non-controllable
≈20%
• Costs are broken down into COGS, controllable and non-controllable
expenses.
• The main controllable expenses include staff wages, advertising, utilities
and repairs.
• Controllable expenses for a 3-4 year old pizzeria are around 32% of
sales. These are expenses that can be controlled through various
management initiatives.
• Non-controllable expenses are rent payments, call-center payments,
banking services and royalty payments. They normally amount to roughly
20% of sales.
• Sore management is always challenged to optimise controllable expenses.
The two key areas for optimisation are the minimisation of shrinkage and
optimisation of staff payments
• Dodo IS allows store managers to identify stages of production where
most losses occur and take action to eliminate them. It also helps to
manage inventory in the most efficient way minimising working capital
requirements
• Dodo IS has an interface for detailed shift scheduling. Before scheduling a
shift the store manager checks the integrated orders forecast. Based on
this, the manager can optimise employees’ schedules so that the pizzeria
isn’t understaffed or overstaffed at any time.
Cost of goods sold
≈33%
Opex Structure and Efficiency
Dodo Pizza 2016

26. Schedule in Dodo IS
• With the help of Dodo IS the store manager optimises budgets and improves profitability.
• Staff payments. Optimised schedule - expenses reduced by 5-7%.
• An average shift at a store consists of 6 staff members: a shift manager, a counter, 2
pizzamakers and 2 delivery drivers. All employees come in at times indicated in the
schedule agreed in advance.
• We offer employees a flexible schedule. Each employee fills out an availability calendar in
the personal account interface indicating days and shifts when she or he can come in to
work.
• By analysing previous orders data Dodo IS forecasts how many pizzas and other items will
need to be prepared at any given hour during a shift.
• The system factors in variability of demand and employees’ availability and recommends an
optimised schedule. The “no orders - no staff” principle helps to avoid overstaffing.
• If necessary, the store manager makes final adjustments of the schedule manually.
• Losses. By minimising losses, a pizzeria’s expenses are reduced by 3-5%.
• A store maintains a constant supply of various stock items. So in order to efficiently
monitor and control stock levels, Dodo IS features an integrated inventory management
interface.
• Shift managers register incoming stock, write-offs and stock movements inside the pizzeria
in the system and optimise inventory based on the analysis of historical data
Relocation of ingredients in Dodo IS
Opex Structure and Efficiency
EBITDA 12% → 24%
Dodo Pizza 2016

27. Dodo IS
IT-System Overview
Dodo Pizza 2016

28. Dodo Information System
Dodo Pizza is in a sense an IT company that makes pizza. We develop our own web-
based software that manages operations of a single pizzeria as well as the entire
chain. This software, the information system Dodo IS, is the core of our franchise.
With the use of the Internet and IT, Dodo Pizza creates a highly efficient pizzeria
model. Dodo IS enables online control over operations and quality throughout the
restaurant chain in real time. What differentiates Dodo IS from systems used by
other chains? There are two main factors:
1. Combination of competencies. Dodo Pizza is simultaneously a pizzeria chain and
an IT company that since its inception in 2011 has been developing its own
software. This approach enables integration of software with business operations
to an extent unprecedented in the industry. Not only are traditional processes
optimised but also entirely new, more efficient production and administration
systems are developed. Software development is an interactive continuous
process that is fully integrated with other company projects.
2. The Internet. Dodo IS is a website. Even POS terminals at our pizzerias operate
through a browser. The Internet allows to unite all pizzerias, tablets in the
kitchens, delivery drivers’ phones, apps on customers’ smartphones, employees’
accounts, the website for placing orders and call-center into one system.
The Internet provides opportunities for innovation. The information system allows to
break new ground in automatisation. Production in a kitchen equipped with tablets or
other mobile devices becomes fully transparent. Meanwhile, the set-up is simple
because we only need a browser and Internet connection. The Internet also provides
flexibility and rapid system-wide implementation - improvements and updates are
affected instantaneously throughout the chain comprising thousands of pizzerias.
Franchise as a web-service
Pizzerias
Customers
Franchises
Managers
Quality
control
The Internet
Web sites
Call centers
Head
office
Dodo Pizza creates something similar to the “smart house” concept. Only it’s
“smart pizzeria”. Franchisees access the system from anywhere through any
Internet browser. It’s a simple and functional solution. Yet all this is just the
beginning. The system aggregates large amounts of data. Its analysis has enormous
business potential.
Smart Pizzeria
Dodo Pizza 2016

29. Production
management
since
2011
Dodo IS is developed
in-house
30software
developers
in June 2016
future: 120
software
developers
by 2019
Dodo IS – franchise as a web service
Store management • Website for customers
Mobile apps
• Customer loyalty program
• CRM system
Dodo IS combines stores into an integrated network,
allows instant access to operational data from each unit
separately or from all regional, national or international
units, enables analysis and comparison of real-time business
stats, which results in more efficient data-driven decision-
making.
Pizzeria network management
• Regional network
National network
• International network
• International head office
Quality control
Pizzeria production management system
• Tracking - order fulfillment
• Shift motivation system
• POS module
• Board-menu control
• Delivery management
• Dough management
Shift management system
Pizzeria management system
• Shift management - work time control,
consumption of supplies, inventory management,
orders processing, delivery, operational
documents
• Staff management - hiring, scheduling, payments,
staff turnover management
• Ingredients consumption - cost control, stock
management
• Local marketing - promotions management,
customer database analysis
Employee’s personal account
Personal work schedule management,
calculation of payments, motivation of
employees
System that manages the
international network of pizzerias
and provides essential analytics
for the global corporate head
office.
Knowledge base
Digital learning and instructions at pizzerias
System-wide quality control relies on ojective operational
data from Dodo IS as well as reports of mystery shoppers
and corporate staff, customer reviews on the website and
in social media.
The main components of the system
Dodo Pizza 2016

30. How Dodo IS works. Case-study: Order preparation speed
Dodo Pizza not simply
automates conventional
business processes. Dodo
Pizza software developers
actually undergo regular
kitchen practice, manage
pizzerias and based on real
operations experience invent
new ways for pizzerias to be
more efficient.
The Tracking
kitchen tablet
Game-like kitchen motivation screen
Store manager’s interface –
comparing pizzerias’ speed
How do you make your kitchen team prepare pizza
as quickly as they change wheels at Formula 1 pit
stops?
• All Dodo Pizza kitchens are equipped with
tablets that communicate the necessary
information about orders, products and
tasks. Each work station has its own
interface. Not only do kitchen line
operators receive information through the
system but they also interact with it by
registering every stage of order fulfillment.
• Preparation times are registered in the system. But
how to motivate staff to work faster? Our
experience indicates that long term motivation is
ineffective for this particular problem. Instead,
Dodo Pizza kitchens use positive and negative
reinforcement in combination with “game”
motivation. If a product is prepared within the
required time the system plays a “cheering” sound,
if not - a “booing” sound. There are special
motivation screens in the kitchens. If preparation
took too long a red octopus appears on the
screen, if it was on time - a green one. All this
motivates the team to work faster.
• Store managers, regional division
managers and corporate office
managers can view and compare
average preparation speed at any
pizzeria online. Comparing their
results against those of other
units motivates store managers
to reach new targets.
Dodo Pizza 2016

31. How Dodo IS works. Case-study: Hiring and staffing
Dodo IS lowers staff turnover
and increases productivity by
optimising employees’ schedules.
Performance metrics at all
pizzerias are monitored online by
the corporate head office.
The hiring manager receives applications,
reviews them, invites prospects to be
interviewed and monitors performance - all in a
single interface in Dodo IS. Dodo IS allows to
conduct recruitment entirely in the system.
Average application response time is reported
as well as how many employees quit during the
first 2 weeks. The head office can easily spot
pizzerias that have turnover problems.
Applications
An employee enters her availability schedule
into the system. Based on this information, the
store manager will assign hours in shifts.
Employees can plan their work hours well in
advance. This feature proved to be a significant
factor in attracting new employees and
retaining the existing ones.
Dodo IS performs statistical analysis and
forecasts work loads and hourly order
quantities. It advises the manager on the optimal
schedule for maximum efficiency, when to
schedule more people and when - less.
Employees can check their confirmed work
schedules and positions. If for some reason they
can’t work on a given day, the system will help
to find a replacement.
Availability Scheduling shifts
Dodo Pizza 2016

32. ▪ Dodo IS manages all pizzeria’s business processes out of box.
▪ Dodo IS is web applications and services hosted in the Microsoft Azure
Cloud and distributed via SaaS-model –
no local deployment and administration required.
▪ Dodo IS provides strong SLA to our franchisees
due its use of cloud power – Load Balancing,
On Demand Scaling, High Availability, sharding
for terabytes of data.
▪ Dodo IS serves over 100 pizzerias world-wide 24x7 and processes about
1000 orders per hour.
▪ Dodo IS development proceeds in collaboration and partnership with
Microsoft.
Dodo IS Technical Overview
Neil Leslie
General Manager
Developer Evangelism
Microsoft and Fedor
Ovchinnikov
founder of Dodo Pizza
DodoPizza2016

33. Dodo IS is continuously evolving - currently
we are building the new Service Oriented
Architecture
▪ It’s more reliable and secure
▪ It’s less coupled and less complex
▪ It’s more predictable for high loads
▪ It correlates with business
department structure
▪ It allows to serve over 4000 pizzerias
worldwide 24x7 in 2025
▪ ASP.NET MVC, React, jQuery at frontend
▪ .NET and RabbitMQ at backend
▪ MySQL Percona Cluster to persist
operational data
▪ MongoDB to shard data (such as client
profiles, etc)
▪ Redis for caching
▪ ElasticSearch for logging
▪ TeamCity for Continuous Integration
▪ dotTrace for profiling
▪ ...and many others for other purposes
Technology Stack
Dodo IS High Level Architecture
Dodo Pizza 2016

34. Investing in Dodo IS
Store
Management
12 people
Dodo IS Team Expansion Plan
Client
Services
8 people
Product teams
Network
Management
5 people
Technical
Team
5 people
2016 2018
Product teams
Client
Services
14 people
Network
Management
16 people
CRM
System
9 people
Kitchen
Production
11 people
Technical
Team
11 people
Quality
Control
10 people
Store
management
34 people
• Reporting
• Staff
Drivers
• Local
marketing
Knowledge
Base
5 people
2016 — 30 employees
2018 — 120 employees
Architect – 1 person CTO, architect, head of QA, design and UI – 5 people
increase by a
factor of 4
Investment plans:
• Recruiting of highly skilled
developers, analysts, and
CTO
• Moscow-based Dodo IS
office
• System refactoring;
improving the architecture
and fault tolerance
• Development of a high-
quality mobile app for
customers and employees.
Development of Dodo IS commenced upon opening
the first Dodo Pizza in 2011. At first, the IT team
consisted of only 3-5 people. Today, we have a team
of 30 engineers but at the current network growth
rate we need to expand it rapidly. The system
requires refactoring and a new architecture. The
system’s capacity must be accommodating of
thousands of pizzerias all over the world. At the first
stage, we need to increase the number of product
teams, developers and recruit highly-skilled IT staff.
How does Dodo IS set the
business up for success?
• Full transparency and control over
restaurant operations for maximum
efficiency
• Integration, transparency and management
efficiency for regional divisions
• Efficient management of global operations,
menu and the brand
• Higher competitive appeal of the Dodo
Pizza franchise model
• Advanced monitoring of franchise
performance helps control quality
Dodo Pizza 2016

35. Company-Owned
Network
Dodo Pizza 2016

36. Sales, RUB m
2011: Corporate-chain network established when Fedor Ovchinnikov opened
his first store in Syktyvkar
2013: first production and distribution center in Syktyvkar
2014: first food court store opened in Syktyvkar
2015: acquired the Khimki store, first company-owned store outside of
Syktyvkar
2015: opened experimental Dodo Pizza Coffee store in Syktyvkar
2016: first Dodo Pizza store completely redesigned and converted into a new
format targeted at city centers with high-traffic
2016: ongoing construction of the production and distribution centre in
Moscow to supply growing chain in Moscow and Moscow region
2016: flagship Dodo Pizza store to be opened in the Moscow city centre by
the end of the year
Corporate Chain Overview
20 810 031
14 129 120
• Network expansion with the focus on Moscow
and Saint-Petersburg
• Development of production and distribution
centres in Moscow and Saint-Petersburg
• Development and optimisation of new formats
and products
• Development of best-in-class management
practices that can be spread across the system
Experimental format:
Dodo Pizza Coffee
First Dodo Pizza store,
Syktyvkar
Corporate Chain Strategy

37. Sales
In April of 2015, the Khimki-based franchisee decided to leave the restaurant
business. The corporate-owned chain acquired the store. At the time the store
had been operating for 6 months with monthly sales of 1.6 million RUB and
negative profits. All the major global industry players were already operating in
Khimki: Pizza Hut Express, Domino’s, Papa John’s. In 6 months after the
acquisition the store started generating profit. By May 2016, monthly sales
reached 3.4 million RUB with 17% EBITDA margin.
EBITDA margin(1)
RUB per month
acquisition
(1) after acquisition by the corporate-owned retail division
Case-study: Khimki, Moscow region
• By improving management we achieved consistency and high-quality
product and service.
The team
• Experienced store manager from Syktyvkar
• New staff motivation system
• Implemented a new recruitment system
Cost optimisation
• Waste and shrinkage reduced
• Increased productivity of labor through optimised scheduling
Marketing
• Direct Mail - systematic customer acquisition
• Effective campaigns in social media
The Khimki case demonstrates the corporate-owned chain’s main
competence - systematic improvement of business efficiency and
profitability in competitive markets. The division’s strategy accounts for
eventualities where franchisees decide to exit the business. In such cases,
acquisition by the corporate-owned chain will be considered.
How was this accomplished?
Dodo Pizza 2016

38. Franchising Overview
Dodo Pizza 2016

39. Initial fee (one unit) – 350 000 RUB + VAT
Royalty - 3.5% of sales + VAT in year 1, 5% of
sales + VAT starting in year 2
Once the store count in Russia reaches 400, an
additional marketing fee of 1% of sales will be
introduced (with an option of subsequent
revision).
Store operations support:
complete list of equipment and supplies;
pizzeria layout and interior design;
Instructional materials, manuals, technical information,
kitchen processes etc;
three-week training program at Dodo Pizza headquarters.
quality control system
The information system Dodo IS:
automatisation of processes;
website and mobile app for online orders;
Effective marketing:
menu, seasonal products;
marketing materials and mock-ups;
customer loyalty program.
Dodo Pizza Franchise
The franchise package includes:
Franchising terms in Russia and Kazakhstan:
• Franchise fee (for every unit) – 7 000$;
• Royalty (on net sales) – 5-7%;
• Marketing fee (on net sales) – 3-5%.
Some unique features:
• All franchisees must complete the training
program in Syktyvkar.
• Current franchisees participate in “tenders” to
obtain “exclusivity” in large cities.
• Owners of pizzerias with quality problems are
prevented from developing new units. Quality
must be fixed first and foremost.
• Agreements with franchisees that systematically
fail to meet quality requirements are terminated.
• Contracts for exclusivity in a territory necessarily
contain a development schedule, failure to
comply with which will result in contract
termination.
International franchising -
projected terms:
Dodo Pizza franchisees after
successfully completing
studies at the Training
Center
Dodo Pizza 2016

40. Select Dodo Pizza franchisees
Dodo Pizza 2016
Dmitry Troyan
franchisee since 2012
Denis Grinev
franchisee since 2013 Sergei Gritsenko
franchisee since 2013
Cities: Samara, Novokuibyshevsk, Orenburg,
Tolyatti, Nizhny Novgorod, Bor, Kstovo,
Dzerzhinsk, Penza, Saint Petersburg
“In four years, our team has managed to open 5
pizzerias in my hometown Samara and 3 more in
other cities. Our monthly sales are approaching 30
million RUB. There are things we still need to work
on. But what we have already accomplished is
inspiring. In my opinion, success is a consequence of
perseverance and teamwork. Besides, we operate in
large cities where the delivery and dine-in model
appeals strongly to the needs of the market.”
Cities: Taganrog,
Rostov-on-Don,
Voronezh
“Dodo Pizza is a unique company with a great future
ahead. With my own eyes I’ve seen this company’s
drive for success and what it’s based on: talented
passionate people and leadership, vision, strong
company culture, focus on innovation and aspiration
to be the best in the business. This is all that’s needed
for long-term success. And this is why I am part of
the Dodo team.”
Cities:
Oktyabrskiy (Bashkortostan),
Saint Petersburg
“When I decided to get into the restaurant business I
saw that the Russian market was still largely
undeveloped. I was interested in working with a
scalable model. And this is what Dodo Pizza is
especially good at. It is a fast-growing chain with many
competitive advantages that I can be a part of. It’s a
great team that completes the most ambitious
projects and works in full harmony with their
franchisees. This is a winning approach that is not as
deeply felt with some other franchises out there.”
Former Head of Sales in
Henkel Ukraine and Moldova

41. ● The story of the Samara chain started in 2012, when two brothers Dmitry and Yury
Troyan opened their first Dodo Pizza. Today their franchise network consists of 8 units of
different formats operating in 4 cities.
● All pizzerias exhibit stable growth of sales overtime with each new-unit’s initial growth
rate exceeding analogous figures of previously opened units. The first store had been
operating for 10 months before its monthly sales reached 1.13 million rubles. The second
one took three months to match the same monthly figure. The third one brought 1.6
million in sales in the first month of operation.
● The pizzeria Samara-5 set a record of 2 969 003 rubles sales just 2 months after launching.
● The increasingly impressive growth rates of newer units can be explained not just by
increased brand awareness but also by increased experience and expertise of
management. The Samara team has set up a local training center to improve efficiency of
kitchen staff and management. New managers are recruited in part through a social media-
based blog, which currently has around 4000 subscribers. The blog focuses on business-
related subjects, pizzeria operations, best practices and team members’ personal stories.
Pizzeria Age
Sales, first month.
rub..
Sales in June
2016. rub.
Average EBITDA
margin in 2016, %
Samara-1 2 y. 6 m. 336 985 4 567 591 26,11%
Samara-2 2 y. 786 150 5 258 452 25,82%
Samara-3 1 y. 8 m. 1 637 734 5 040 134 21,92%
Samara-4 11 y. 4 m.4. 2 875 466 5 624 613 32,34%
Tolyati-1 5 m. 1 014 859 3 770 173 28,53%
Samara-5 2 m. 1 638 873 2 875 659 16,78%
Novokuibyshevsk-1 2 m. 1 405 783 2 382 253 19,77%
The Samara Dodo Pizza
franchised chain
Restaurants: 8
Sales: 30 MM rub. a month
Share in system-wide sales: 15%
Dodo Pizza 2016
Samara-1
Samara-2
Samara-3
Samara-4
Tolyati-1
Samara-5
Nizhny
Novgorod
Novokuibyshevsk-1
Jan 2013 Jul 2013 Jan 2014 Jul 2014 Jan 2015 Jul 2015 Jan 2016
Total revenue, RUB

42. Age
Sales, first month.
rub.
.
Sales, June
2016. rub.
Average EBITDA
margins in 2016, %
2 y. 5 m. 795 847 5 543 659 25,86%
● The first pizzeria outside of Syktyvkar where the company is headquartered
opened in Ukhta in 2012. The Ukhta franchisee Evgenia Petelina recently opened
her second location in a food court.
● With a population of 100 thousand, Ukhta is a fairly small city by Russian
standards. In spite of this, sales in Ukhta are growing at an impressive rates.
● Likewise, the restaurant consistently scores high in monthly system-wide quality
control reports. The 2016 Ukhta-1 average weekly quality score is currently at
89%.
Pizzeria Age Sales, first month. rub.
Sales, June 2016.
rub.
Average EBITDA
margins in 2016, %
Ukhta-1 4 y. 1 323 380 6 860 0621 15,54%
Ukhta-2 3 m.. 1 129 381 1 498 909 14,00%
Dolgoprudny and Ukhta
● Stanislav Semionov opened a pizzeria in Dolgoprudny, a suburban
town near Moscow, in February 2014. Currently, he owns the first
Dodo Pizza restaurant in Moscow and 4 more Moscow units are
under development and construction.
● Despite substantial competition in the market, the restaurant’s sales
grow at a steady rate.
Dodo Pizza 2016
Dolgoprudny Ukhta
Revenue Ukhta, RUB
Revenue Dolgoprudny, RUB

43. Quality rating
Product qulity rating
● At Dodo Pizza it’s not just about pizza but rather the overall customer
experience. Details are of paramount importance: ambience at the restaurant,
immaculate sanitation, music, exceptional service and of course hot, delicious
pizza. We call this elaborate complex of goods, services, practices, designs and
arrangements our “product” - the experience. And we care passionately about
the experience being valuable to our customers. But an outstanding customer
experience cannot be entirely centrally manufactured. The “product” that keeps
customers coming back is brought to life by kitchen and management teams at
each pizzeria. Our responsibility is to put in place an effective mechanism for
ensuring consistently high quality throughout the system. So we created our
own unique quality control system.
By systematically working with mystery shoppers we compile weekly system-
wide pizzeria product ratings. The ratings are published every Monday. They
directly impact development of new sites - before being approved for
developing additional units a franchisee must meet certain criteria of the quality
control department, including maintaining a satisfactory quality rating for at least
12 consecutive weeks.
Standards Rating
● Twice a month each pizzeria is fully inspected to assess compliance with Dodo
Pizza standards regarding sanitation, storage, processes, hygiene etc. This rating
also affects approval of new site development.
Inspectors and mystery shoppers
● Mystery shoppers and inspectors are reimbursed with bonus points that can be
used to pay for orders at Dodo Pizza.
Product
rating
Standards
rating
Regulation of franchisees
85 3,5 Allowed to open new pizzerias
75-85 2,4-3,5 Not allowed to open new pizzerias
85 2,4 Contract termination if cannot be fixed
Quality control Current chain results:
Quality Rating: 88/100
Rating of Standards: 4/5
Dodo Pizza 2016

44. Strategy and Development
Plan Overview
Dodo Pizza 2016

45. Dodo Pizza‘s long term goal is building a global pizzeria chain and mass consumer
brand. At the moment, two broadly-defined directions of development can be
identified — the already well-positioned rapidly-growing domestic network of stores
(in Russia and some neighbouring markets), and “venture” projects in the USA, China,
and the UK. In 2016—2018 we will expand our network in Russia, Kazakhstan,
Romania and the Baltic region. Simultaneously we will be getting ready for penetration
into other foreign markets starting from 2018. We will develop localised scalable
models for the US, China, and Great Britain, improve the company’s management,
and the information system Dodo IS.
Dodo Pizza Key Development
Markets in 2016-2018
Russia and CIS
China
USA
UK
Investments in 2016-2018
• Scaling and rapid growth
• Development of sustainable model;
preparing for scaling
Russia and adjacent markets
• Scaling of the proven model: rapid expansion
in Russia, Kazakhstan,
Romania, and the Baltic region.
Russia
• Extensive growth in Moscow,
Saint-Petersburg and other major cities.
• Improvement of logistics, dough production
centers and training centers for sustainable
growth.
• Promoting the brand on the national level.
• New formats and markets — improving food
court and street food formats, developing in
small towns (population from 20,000).
• Assist franchisees in raising capital for new
unit development through the company-run
investment program.
The USA, China, and the UK21
Medium Term Strategy and Investment Plan
• Getting ready for scaling — building and
testing viable and competitive business
models; local team building and growth;
infrastructure reinforcement.
• Moderate growth
Three Focuses of the Medium Term Strategy
Corporate team, Dodo IS, franchise3
• Recruitment of talented specialists and
top-managers; testing and improving the
learning program for corporate managers;
preparing to expand in foreign markets in
2018.
• Parallel work on Dodo IS: creating new
interfaces , updating and improving the
system.
• Recruiting highly skilled corporate
staff.
• Enhancement of Dodo IS.
• Infrastructure reinforcement:
dough production centers;
logistics and training centers.
• American, Chinese and British
offices.
• Dodo Pizza brand development.
• Global promotion of the Dodo
Pizza franchise.
• Improvement of management
system.
• Transition to optimised legal
structure and IFRS.
Dodo Pizza 2016

46. Country 2016 2017 2018
Russia 160 356 564
Kazakhstan 9 27 50
Belarus 0 3 9
Uzbekistan 1 2 3
Kyrgyzstan 1 2 4
Romania 2 3 7
Estonia 1 2 3
Lithuania 1 3 6
United Kingdom 0 1 3
China 2 7 33
USA 1 3 7
Other countries 0 0 0
Total 178 409 689
• At the moment, franchising agreements
for development of 344 new pizzerias
have been signed with new and current
franchisees. A clause in the agreement
specifies the development schedules for
each project. Failure to meet store
opening deadlines would result in
suspension of the franchisee’s exclusive
right to develop in the reserved city. In
such instances, franchise fee payments will
not be refunded.
• Negotiations are in progress to sign
agreements for 184 more stores in Russia
and 16 in Kazakhstan by the end of 2016.
• In 2016, we signed agreements with
franchisees in the United Kingdom and
Belarus. The first pizzerias will commence
operations in 2017.
• The Russian market will be developed
through 4 pizzeria formats: medium and
large city pizzeria (population 50 thousand
and up), small city pizzeria (population
under 20-50 thousand), street food mini
pizzeria and food court pizzeria.
Development plan up to 2019
Dodo Pizza on the food court
Coresi Shopping Mall, Brasov, Romania
www.coresibrasov.ro
Dodo Pizza – Dine-in Delivery
Ukhta, Russia
Dodo Pizza 2016

47. Cities with population
over 1 million
Population
Target store
count
Moscow 12 184 015 105
Saint Petersburg 5 197 114 43
Novosibirsk 1 547 910 12
Ekaterinburg 1 412 346 11
Nizhny Novgorod 1 263 873 10
Kazan 1 190 850 9
Samara 1 172 348 9
Chelyabinsk 1 169 432 9
Omsk 1 166 092 9
Rostov-on-Don 1 109 835 8
Ufa 1 096 702 8
Krasnoyarsk 1 035 528 8
Perm 1 026 477 8
Volgograd 1 017 985 8
Voronezh 1 014 610 8
2011
2015
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Dine-in Delivery
62 155 334 516 618 681 736 766 788 808 823
Small-town
2 8 30 55 84 109 131 153 175 197 219
Food court
3 4 11 23 40 61 88 119 163 215 273
Street food
2 2 8 20 37 57 84 115 159 209 266
Total
69 169 383 614 779 908 1039 1153 1285 1429 1581
Russia and Kazakhstan detailed development plan
• Similarly, Saint Petersburg was divided into 11 sectors,
with estimated minimum capacity of 43 pizzerias, of which
26 have been reserved.
• Besides dine-in delivery, food court and street food
pizzerias will be opened in cities with population over 150
000. By 2026 we project to open 1 of each (street food
and food court) per every 150 000 inhabitants, which is
half of the estimated capacity.
• The Dodo Pizza network will also extend into towns of
20-50 thousand inhabitants. We intend to operate dine-in
delivery stores in every second small town in Russia and
Kazakhstan by the end of 2025.
• By the end of 2025, we plan to have 1581 dine-in
delivery, food court, street food and small town pizzerias
working under the Dodo Pizza brand in Russia and
Kazakhstan.
• As of August 1, 2016, all cities in Russia and Kazakhstan
with population over 1 million, except for Moscow and
Saint Petersburg, have been reserved. As per signed
agreements, 1 pizzeria will be opened for each 125
thousand inhabitants. Thus, in the near future, 265
pizzerias will be opened in major urban centers.
• Moscow was divided into 35 sectors with an estimated
capacity of 105 stores. Among them, 55 have already
been reserved.
Dodo Pizza 2016

48. International development strategy
• In 2018, we will actively venture into new
foreign markets. We will primarily consider
entering well-developed and flourishing
pizza delivery markets with presence of
leading industry players: Domino’s Pizza,
Papa John’s, Pizza Hut, Telepizza.
• The main competitive advantage of the
Dodo Pizza franchise is the information
system Dodo IS. It optimises pizzeria
operations, enhances efficiency and makes
the business streamlined and transparent.
The Dodo Pizza international strategy relies
on direct franchising. We don’t intend to
work with external master franchises. For
smaller territories (countries) we will offer
exclusive rights to develop a country-wide
network. In larger territories (countries), we
will distribute the franchise to multiple
franchisees through our subsidiaries in the
respective territories.
Direct franchising Why direct franchising?
• Direct franchising will allow direct
communication between the head office
and franchisees. It will also help preserve
the company culture, brand consistency
and enable effective quality control.
• Franchising directly will eliminate
unnecessary elements and inefficiencies in
the system. Franchisees will pay less in
royalties and the head office will earn
more than if there were an intermediary
present. This makes Dodo Pizza an even
more attractive offering on the franchising
market.
What makes it possible?
Direct franchising that transcends national
borders is made possible by effective remote
management and control over performance,
operations and quality enabled by Dodo IS.
Kitchen processes, customer satisfaction,
popularity of menu items, even “moods” of
kitchen staff all over the world can be
monitored online.
The deciding factor in securing the right prospects is
confidence of the public in the Dodo PIzza business model,
promoted through success stories of franchisees. As per the
company’s policy of total openness and transparency, monthly
sales of every pizzeria that is part of the network are
accessible to general public online. We are going to build a
franchising website where anyone will be able to monitor sales
of every pizzeria in real time. Entrepreneurs from all over the
world will have all the tools to determine whether Dodo Pizza
is right for them. In exchange for publicity, we will offer
incentives for franchisees in new markets - a royalty-free start-
up period of several years. Their success will become the basis
of further proliferation of the franchise.
Promoting the franchise internationally
Dodo Pizza’s international
development timeline
2011 2012 2013 2014 2015 2016 2017 2018
Russia Romania
Kazakhstan
Lithuania
Uzbekistan
Estonia
USA
China
Kyrgyzstan
United
Kingdom
Dodo Pizza 2016

49. § First Dodo Pizza store (delivery + carryout) in the USA was launched in March, 2016
in a college town Oxford, MS (population – 28,000 people)
§ The store has a unique business model for the US market: super narrow
menu (7 pizzas with classic recipes, one-sized + sodas), limited customization’s
options, online ordering only (no phone orders), focus on quality of the
ingredients and their freshness
§ USP: pizza of the restaurant quality delivered home fast and fresh
§ Essence of the business model: cutting off all the elements having no direct
impact on quality in order to deliver better tasting product and increase kitchen
efficiency with help of Dodo IS
§ The main marketing channel in the US is social networks. The average
Facebook customer reviews’ score of Dodo Pizza in Oxford is 4.9 (out of 5,
based on 175+ reviews with 3,500+ page likes). The customers highlight the
exceptional quality of Dodo Pizza, friendly customer service and fast
deliveries
$18 508
$38 228,00 $37 639,00
$30 528,00
марта.16 апр..16 мая.16 июня.16
Dodo Pizza Oxford sales
1 3 7 14 32 72
128
200
286
387
0
100
200
300
400
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Dodo Pizza USA development plan
Number of stores (LHS)
# of stores
Summer school
break
§ Dodo Pizza Oxford total investments: $375,000. EBITDA margin (based
on 4 months): 6%
§ Dodo Pizza will develop both corporate and franchising chains in the US
§ Projected monthly sales of one delivery + carryout store is $52,000
(EBITDA margin – 16%), projected monthly sales of one dine-in store is
$83,000 (EBITDA margin – 14%)
§ First franchisees are joining the company royalty-free
§ Regular franchising royalty is starting at 2% (1st year) and going up to 5%
(3rd year) as well as 3-8% applied towards national marketing efforts
§ Projected EBITDA margin of the corporate chain is 14-16%, franchising is
80-85%, commissary is 3-5%
* Opening date – March, 18th • Sales in June are equal to Domino’s
store in Oxford operating 15 years
Dodo Pizza USA
Read more about Dodo Pizza USA:
www.dodopizzastory.com
www.facebook.com/dodopizzaoxford
corporate store

50. First Dodo Pizza in China
• The first Chinese Dodo Pizza opened its
doors in Yantai, Shandong province on
June 6, 2016. First-month sales were
65 942 CNY.
• The second Chinese unit is scheduled to
open by the end of 2016 in the city of
Hangzhou, Zhejang province. The pizzeria
is currently under construction.
• Both pizzerias are franchises owned by
Russian entrepreneurs residing
permanently in China and co-financed by
Chinese partners.
• The head office together with our chinese
partners undertook a number of projects
to prepare for the launch in China:
thorough examination of the local pizza
market, brand adaptation, Chinese menu
development, packaging, marketing and
translating Dodo IS into Mandarin. The
first Chinese pizzerias will offer delivery
and dine-in service.
• At the moment, major international chains
Domino’s, Pizza Hut and Papa John’s are
successfully expanding in China. There are
also a number of Korean and domestic
pizza delivery brands running successful
operations across China. Similarly, we view
China as a market with enormous potential
for Dodo Pizza.
The first Chinese Dodo Pizza
opened in June 2016
Dodo Pizza 2016
Dodo Pizza China franchised store
www.dodopizza.cn