UBC Undergraduate Research

Flipside strategy plan Wang, Anquan; Liu, Jinpeng; Wolf, Max; Worifah, Nya; Huang, Regina


In July 2015, AMS launched its new student Union building called The Nest and with it came several new restaurants including FlipSide, Grand Noodle Emporium, Palate, Peko Peko, PieRSquared, The Pit, and Uppercase. In 2017 however, one particular restaurant, Flipside, seemed to be facing several issues. As a result, we were asked to create a strategic plan to address the question, “How should we solve Flipside situation of being financially unsustainable over the last year?” We approached this question by investigating what values and principles The Nest and the UBC community associate themselves with, an coming up with a strategy that highlights those value and principles while leveraging any opportunity identified in our primary analysis. Our Client: Flipside The AMS is a student run and operated organisation whose mission is to : ”To improve the quality of the educational, social, and personal lives of the students of UBC. They pride themselves on offering clubs, events venues and food/drink services for the UBC community. AMS is located in the newly built multifunctional building called AMS Nest Building. Built at a cost of nearly $108 million dollars with multiple outlets and tenanted spaces, it is a multifunctional building with kitchens that chefs dream about. Flipside, originally a restaurant predicted by the AMS to be a leading restaurant in the Nest, has been experiencing financial instability over the last due to the following issues: • Financial sustainability • Challenges in aligning the restaurant to represent the values associated with The Nest the the UBC community • Undefined Target market Decision Flipside has several advantages which give it potential to be profitable and integrate itself into the UBC dining industry as the ‘go to’ place for burgers, our team found that there were too many issues associated with the current overall business strategy which Flipside adopted. The criteria for our decision was have a restaurant that fulfilled the values and principles which we associate with The Nest and the UBC community such as: Fast serving, culturally inclusive, healthy and sustainable. As a result, our strategy of choice was to leverage the entrepreneurial spirit which UBC portrays, while still making sure that the service was Fast serving, culturally inclusive, healthy and sustainable. To achieve this, we chose to rebrand Flipside into a hot dog place called HawtDawg. The tactics which we will implement to achieve this strategy include: • Create an inclusive business • Increase Visibility and Engagement • Create a specialised R&D team for market research • Enhance Operation Disclaimer: “UBC SEEDS provides students with the opportunity to share the findings of their studies, as well as their opinions, conclusions and recommendations with the UBC community. The reader should bear in mind that this is a student project/report and is not an official document of UBC. Furthermore readers should bear in mind that these reports may not reflect the current status of activities at UBC. We urge you to contact the research persons mentioned in a report or the SEEDS Coordinator about the current status of the subject matter of a project/report.”

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