...FLIP FACTORY INC. Birgitte Grøgaard wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright © 2015, Richard Ivey School of Business Foundation Version: 2016-04-26 In June 2014, Darlene Traviss, owner and chief executive officer of Flip Factory Inc. (Flip Factory), stood in her fitness centre in a flurry of activity and excitement. Toddlers, youths, teens, and adults participated in a multitude of gymnastics-based activities throughout the 10,000-square-foot facility. Three years had passed since Traviss relocated Flip Factory from an inner city church hall to an industrial park in northeast Calgary. The business had evolved from a one-woman show with a few seasonal part-time staff to a team of more than 20 highly skilled and specialized coaches from...
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...Flip Factory Background and Problem • Flip Factory is a fitness centre located in Calgary which offers unique, noncompetitive, gymnastic based programs. They include circus arts, trampolining, demonstrative gymnastics and parkour. • Services offered focus on 3 core areas: ˗ Youth, teen and adult programs ˗ Preschool programs ˗ Bookings (birthday parties, day camps, special needs groups etc.) • More than 1,500 on site participants every week, over 450 birthday parties a year, over 2,000 participants in other on site events and more than 200 off site participants through Flip Mobile program. • $786,503 of revenues in 2013 • Darlene Traviss, owner and CEO of the company, created and developed the business based on her passion for physical fitness and gymnastics. After three years of steady growth she needs to decide what steps should be taken in order to secure successful future for Flip Factory. Options include maintaining the business as is or pursuing some form of expansion. Competitive strategy Flip Factory’s strategy is based on a unique product offering and a close, long term relationship with the customers. Traviss noticed that the fitness market favoured competitive aspect of sports and left many children without options to advance their interest in recreational gymnastics. She decided to differentiate her business by focusing on noncompetitive programs and providing nontraditional activities...
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...opdrachten binnen ASM Bij opdrachten binnen de cursus ASM, die door een docent beoordeeld moeten worden, dient u bij elke opdracht de volgende gegevens in te vullen: Beschrijf kort de strategie van Cirque du Soleil en geef beargumenteerd aan in hoeverre de strategie voldoet aan de in opdracht 1.1.1 geformuleerde criteria. Uitwerking De tien vragen/criteria die genoemd zijn in opdracht 1.1.1 worden in de onderstaande alinea’s ingevuld met betrekking to de case van Cirque du Soleil. Strategie omschrijving De strategie van Cirque du Solei is in het kort te beschrijven door te erkennen dat zij een totaal nieuwe invulling van een circusvoorstelling hebben gegeven. Dit door een mix van verschillende entertainment sectoren gezamenlijk in een show te gebruiken. Dit resulteert in een garantie dat het publiek een unieke show van hoge kwaliteit te zien krijgt. Cirque du Solei zet hiermee een goede naam neer en steeds mee mensen willen de voorstelling bezoeken wat resulteert in opbrengsten uit ticket verkoop en verschillende sponsorships. Vraag 1. Kun je de markt verslaan? Het criterium wat bij deze vraag genoemd wordt is of dat er imperfectie aanwezig is die het mogelijke verslaan van de markt mogelijk kan maken. Bradley, Hirt & Smit, (2011) beweren “For a company to beat the market by capturing and retaining an economic surplus, there must be an imperfection that stops or at least slows the working of the market” (p. 3). Uit de casestudie is mij opgevallen dat het huidige...
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