Canadian Federation of Independent Businesses Case Study

Canadian Federation of Independent Businesses - Case Study Example The company can do this by utilizing its strength of being one of its kind in the country and the strong ties with the government. However, it also needs to surpass the weaknesses mentioned above as well as the continuous threat of small market base. This report concludes with the recommendation that CFIB enhance its image through the addition of service which will enable its member to interact and help each other by the provision of an online platform. This is expected to attract new members, enhance revenue, and promotes customer satisfaction. The CFIB is a non-profit organization that represents independent companies nationwide from home-based to midsized businesses which employs hundreds of employees. CFIB offers several products besides support services which the companies can avail through annual memberships at reasonable fees. True to its commitment of representing the plight of its members, CFIB serves as the voice of these business organizations which currently numbers over 105,000. Since its establishment in 1971, CFIB has irrefutably accomplished massive victories against the government's unfair policies which has proven its loyalty to its members. Because of the ever-changing external environment, busines... What is notable in CFIB is its inability to recreate itself amidst the changes in its environment. Since its inception in 1971, CFIB strategies' remained almost unchanged. It should be credited for its aggressiveness in fighting for its members against unfair government regulations and its ability to bring about changes in some of the policies yet the conservative strategies that it utilizes in accomplishing these feats are irrefutably outdated making them unsuitable for today's business environment. CFIB failed to realize that its members' desires and need have evolved over the years. Some of the services such as sources and information that CFIB is offering can now be acquired and are readily available elsewhere. Previously, the major concerns of members are knowledge on issues such as taxation, banking and regulations. Yet, it is increasingly becoming apparent that members are now well-equipped with these information and are looking for something more. Thus, CFIB should recreate i tself in order to cope with these changes and serve the emerging needs of customers. In addition to this, there are some loopholes in the organization's operation. Because it is the nature of its objectives that CFIB is fighting for small businesses as a whole, it cannot fight for each member individually. Thus, CFIB services are not limited to its members but are extended to non-members as well. The point is, there are no incentives for nonmembers to join, as their rights are being fought for whether they became members or not. CFIB should answer this question convincingly: "Why would a small business join our organization" The incentives should be logical and it needs to give reasons that can