FLIP FACTORY

GROUP MEMBERS

Alishba Waseem

Fatima Ashraf

Maria Haroon

Muhammad Baqir

Musa bin Salamn

SWOT

Strengths
Highly trained employees
Caters to a new segment
Increasing revenue
Increasing popularity
Opportunities So
Expansion into other regions Use popularity to expand to
New programs other cities of Canada
Weaknesses
Decreasing income
Difficulty in retaining
employees
Wo
Can expand to new markets
with new employees

Threats St Wt
Many competitors Continue finding new programs Offer incentives to employees
Many substitute fitness centers

IFE MATRIX

Internal factors Weight Rating Score

Strengths
Highly trained employees 0.2 3 0.6
Caters to a new segment 0.1 4 0.4
Increasing revenue 0.1 3 0.3
Increasing popularity 0.3 4 1.2
Weaknesses 0
 Decreasing income 0.2 1 0.2
Difficulty in retaining 0.1 2 0.2
employees
Total 2.9

EFE MATRIX

External Weight Rating Score

Opportunities
Expansion into other regions 0.3 3 0.9
New programs 0.2 2 0.4
Threats 0
Many competitors 0.35 4 1.4
Many substitute fitness centers 0.15 1 0.15
Total 2.85

IE MATRIX

Ife scores

Hold and maintain strong average weak

3-4 2-2.99 1-1.99

2.99
I Ii Iii
EFE Scores

High 3-4

Flip factory
Medium 2-

Vii viii Ix
CPM

Flip factory Altado Breat

re he

Critical Weig Rati Sco Rating Score Rati Score

success hts ng re ng
factors

Experience 0.1 3 0.3 2 0.2 3 0.3

Variety
d staff of 0.07 4 0.2 3 0.21 2 0.14
Popularity
services 0.09 3 0.2
8 2 0.18 3 0.27
Pricing 0.09 4 0.3
7 4 0.36 4 0.36
Marketing 0.09 3 0.2
6 4 0.36 2 0.18
Customer 0.11 3 0.3
7 3 0.33 3 0.33
New
experience 0.12 3 0.3
3 4 0.48 3 0.36
products 6
1 2.1 2.12 1.94
7
SPACE MATRIX

Competitive advantage Industry strength

Market share -3 Growth potential 2
Staff -1 Resources 1
Popularity -2
Avg -2 2.5
Financial position Environmental
stability
Revenue 3 Competitive pressure 4
Income 1 Risk 3
Cash flow 2 Demand changes 2
2 -3

Es average score= -3+2 = -1

Ca average score= -2 + 2.5= 0.5
Quadrant 4 means it can do diversification and joint ventures etc.

QSPM
Diversification Joint venture
Weight As Tas As Tas
Strengths
Highly trained employees 0.1 3 0.3 0
Caters to a new segment 0.2 2 0.4 0
Increasing revenue 0.05 0 2 0.1
Increasing popularity 0.1 0 1 0.1
Weaknesses 0 0
Decreasing income 0.1 2 0.2 0
Difficulty in retaining employees 0.05 3 0.15 0
0 0
Opportunities 0 0
Expansion into other regions 0.05 4 0.2 0
New programs 0.1 0 2 0.2
Threats 0 0
Many competitors 0.2 4 0.8 0
Many substitute fitness centers 0.05 0 3 0.15
2.05 0.55
 FS

CP IP

ES
Traviss has come to a point wherein she needs to sort out her priorities. The dilemma is which
aspect of her business and her life she should prioritize to get everything going smoothly as
originally planned. The top priorities for her business might come from the very basic of
starting it up. Travis’ purposes in putting up a gymnastics business should be redefined in order
for her to sort out the things that should be put first. Some of the main problems she faces are

1. How to deal with a competitive market environment, especially when more than 12
gymnastic clubs have recently been registered to operate in Calgary.
2. How to diversify the activities carried out by the coaches to keep them involved in the
program while utilizing their extensive expertise.
3. How to make Flip Factory Inc. self-sufficient which would ultimately contribute to the
company’s long-term development goals.
4. How to approach the impending lease expiration and whether or not he should continue
with her $10,000 a month facility.

Flip Factory Inc. needs to quickly figure out how to raise money for contingency purposes which
is why all decisions need to focus on improving its revenue base. An increase in profits would
mean that the company would have sufficient funds to take care of its operational needs.

Recommendations:

1. Develop a sustainable strategy where the firm carries operates within its means.
2. Maintain the prevailing quality levels while ensuring that staff members in the facility
seek to develop a rapport with the existing members.
3. Carrying out a rigorous marketing campaign that aims to attract more members to the
facility while still retaining existing members.
4. Keeping the highly skilled coaches completely occupied with a series of technical
exercise programs to ensure that they make good use of their expertise.
5. Carrying out a cost-benefit analysis to determine whether the company would be better
off purchasing property to house their facility or depending on their leased industrial
complex.