30 Minutes or Less: How Flawed Sales Incentive Programs Cost Domino’s $78 Million

In 1960, two brothers scraped together $900 and bought a failing pizzeria in Michigan, launching what would become a cautionary tale about sales incentive programs gone wrong. Within months, one brother traded his half of the business for a beat-up Volkswagen, leaving Tom Monaghan alone with his ambitions. By 1965, with three stores under his belt, Tom faced a naming crisis. He couldn't legally keep using the original name, DomiNick's, so an employee suggested "Domino's." The logo? Three dots, one for each store. Tom figured he'd add a new dot for every location. After opening store number five, he wisely reconsidered that plan. Because what happened next wasn't just growth—it was an explosion that would teach sales leaders everywhere a crucial lesson about the double-edged sword of powerful incentives. How One Sales Incentive Program Nearly Destroyed a Billion-Dollar Company Here's what America looked like in the early 1980s: Microwave ovens were revolutionizing kitchens, Federal Express was making overnight delivery an expectation, and Americans weren't just eating faster—they were living faster. Domino's fit perfectly into this new rhythm, but Tom Monaghan wanted more. In a move that bordered on dangerous, he made a promise so simple it would define the company for decades: "Pizza Delivered in 30 Minutes or It's Free." It wasn't just about pizza. It was about certainty. And America bought it—literally. Within a year, sales exploded. From 200 stores in 1978 to over 2,500 by 1985. Over 5,000 by 1989. Every store became a speed factory with slimmed-down menus, cookie-cutter layouts, and drivers who might as well have been sitting behind the wheel with engines already running. Competitors couldn't keep up. But here's the brutal truth about speed: you don't see the danger until it's too late. The Hidden Dangers of Performance-Based Compensation Here's what every sales leader needs to understand: Powerful sales incentives, pushed too far, create unintended consequences that can destroy company culture. This principle, that when metrics become targets, they cease to be good metrics, would prove devastatingly true for Domino's. At first, the cracks were small. A delivery driver rolling a stop sign here, a speeding ticket there. But this wasn't a system built to reward patience—it was built to reward speed at any cost. Inside Domino's stores, the pressure wasn't subtle. Drivers were expected to race the clock. If they missed the 30-minute mark, some franchises made them pay for the order out of their own pockets. The message was clear: make it fast, or make it up yourself. Rolling stops became running red lights. Neighborhood shortcuts turned into risky maneuvers through heavy traffic. What customers didn't see—and what Domino's executives refused to acknowledge—was that they'd created a ticking time bomb. Speed wasn't just a business model anymore; it had become a way of life that determined every employee's behavior, and smart sales leaders understand this connection between incentives and culture. By the late 1980s, insurance companies raised Domino's premiums by 15-20 percent. Reports surfaced of accidents tied to delivery drivers rushing to meet the 30-minute window. Then came the story that changed everything: A Domino's driver in St. Louis ran a red light, colliding with another vehicle. Inside that car was Jean Kinder, whose life was permanently changed. The jury awarded her $78 million in punitive damages. In 1993, Domino's officially ended the 30-minute guarantee in the United States. Here's what most sales leaders get wrong about incentives: they don't just shape what people do—they shape who people become. Sound familiar? It should. Because this same pattern plays out in sales organizations every single day. 5 Warning Signs Your Sales Incentives Are Backfiring Take Wells Fargo's aggressive cross-selling goals in the mid-2010s. Supervisors told bankers to open more accounts, sell more products, and hit quotas—or else. Employees did exactly what they were told, opening fake accounts and forging signatures. Wells Fargo didn't create fraudsters; they created an incentive system that made fraud feel like survival. There's a name for this phenomenon: the Cobra Effect. When a metric becomes a target, it ceases to be a good metric. Here are the warning signs your sales incentives need fixing—red flags that indicate you're prioritizing activity over results, enabling ethical shortcuts, and creating feast-or-famine revenue patterns: Team focuses on activity over outcomes - More calls and emails don't matter if they're not creating meaningful prospect conversations Short-term wins at expense of customer relationships - Discounting heavily to hit monthly numbers while sacrificing long-term value High turnover among top performers - Your best people leave because the system rewards the wrong behaviors Ethical corners being cut to hit numbers - When quotas become more important than integrity Feast-or-famine revenue patterns - Inconsistent results month to month because the focus is on quick fixes, not sustainable processes How to Design Sales Compensation That Drives Sustainable Growth The best compensation systems reward leading indicators and sustainable behaviors, not just outcomes. Domino's learned this lesson the hard way, but they didn't just bury their story—they changed course entirely. In the late 2000s, they made a stunning move, publicly admitting: "Our pizza isn't very good." They showed real customer complaints, took the hits, then got to work. Their stock climbed from $8 in 2008 to over $300 within a decade. They learned to build better incentives that reward the right behaviors and align with long-term success. Here's how to build incentives that drive sustainable success: Focus on Leading Indicators, Not Just Outcomes. Instead of only rewarding closed deals, reward the activities that create deals: thorough discovery calls, proper qualification, and relationship-building activities that compound over time. Reward Quality Over Quantity. One well-qualified opportunity built through genuine relationship-building is worth more than ten tire-kickers. Incentivize salespeople to walk away from bad fits and invest time in prospects who match your ideal customer profile. Align Short-Term Actions with Long-Term Goals. If customer retention is crucial to your business model, make sure your compensation plan doesn't punish salespeople for taking time to ensure proper onboarding and implementation. Build in Safety Valves. Create mechanisms to catch unintended consequences before they become systemic problems. Regular feedback loops and management oversight can prevent small cracks from becoming major fractures. Make Values Visible in Your Metrics. If integrity, customer success, and teamwork matter, find ways to measure and reward these behaviors alongside revenue production. The Bottom Line Whether you're running a sales team or delivering pizzas, the principle remains the same: if you want better results, build better incentives. Your incentive system is either your greatest asset or your greatest liability. The choice is yours, but the consequences—good or bad—are inevitable. As you design your next compensation plan or set your next team goals, remember the Domino's dilemma. Speed without wisdom is just recklessness with a deadline. The question isn't whether your incentives will shape behavior—it's whether they'll shape it in the direction you actually want to go. Don't just move fast. Learn when to hit the brakes. An important part of developing a high performing sales team and creating a collaborative work environment is hiring the right salespeople. Download our FREE Ultimate Sales Interview Guide and learn how to source, recruit, hire, and retain top sales talent.