sacramento zoo strategic analysis
DESCRIPTION
This presentation can be adapted to any non-profit organization seeking to increase revenues. This was a project I created as a final assignment to a business strategy course.TRANSCRIPT
Sacramento ZooColorado State UniversityBus 621 Fall 2010Christine Bui
Zoo Industry
Over 6,000 zoos and aquariums in the world
278 zoos in the USA
223 are accredited by the Association of Zoos and Aquariums (AZA)
67 million visitors to zoos and aquariums annually
Purpose is for public education and conservation
Non-profit Organizations www.aza.orgSugaya, Hiroshi World Focus No 58
Why is AZA Accreditation Important?
Public Trust and Credibility Develops public confidence
by means that an institution meets or exceeds current professional standards
Provides a publicly recognized badge signifying excellence in, and commitment to, such things as animal care, conservation and education
Distinguishes AZA-accredited zoos and aquariums from "roadside zoos”
Participation and Benefits from AZA Programs Increases eligibility for grants Participation in Animal
Exchange For loan and breeding
purposes Participation in Species
Survival Plan Animal Conservation
Program Promotes industry excellence Opportunities for
collaboration and education for staff
www.aza.org
Who is Sacramento Zoo?
Opened in 1927 on 4.2 acres of land; today it’s 14.3 acres
AZA accredited since 1975
Society run since 1997
90 employees in 7 departments
Mission: Inspire appreciation, understanding, and respect for all living things through stimulating education, wholesome recreation, and innovative species management.
Target Audience is families with young children and people who love animals
~500,000 visitors annually; 9,000 of which are members
Over 500 animals; 124 species (37 of which are endangered/threatened and/or Species Survival Program)
www.saczoo.comMembership Coordinator Email Interview
Why the Zoo?
•Species are becoming extinct at an alarming rate (one species every 20 minutes)•There is a need for education to protect global biodiversity through conservation of species and habitats•The industry constantly struggles with the financial means to complete their mission at a successful rate•Previous employer
www.iucn.org www.waza.orgMazur, Nicole A. and Clark, Tim W. “Zoos and Conservation: Policy Making and Organizational Challenges”.
Sac Zoo’s Product Mix and
Market
Major Product and Service Lines
•Animal Breeding Programs (Species Survival Plan)•Research and Support for Conservation Programs •Public Education
Financials and Major Trends•Decreasing revenue for the past 3 years with increasing expenditures•Increased exhibit renovation due to old age
www.saczoo.com
Industry Competitors
Santa Ana Zoo
20-acres Comparable in size to
Sacramento Zoo
215 animals
City run
Must maintain at least 50 Primates as part of an agreement when land was donated to the City for a park
Oakland Zoo
525-acres
Over 660 animals
Society run
Local Zoo competitor 90 miles away
www.santaanazoo.orgwww.oaklandzoo.org
Revenue Industry Comparison 2009
52%
19%
9%
20%
Santa Ana Zoo
Visitor Services*MembershipsRestricted Donations & GrantsUnrestricted Dona-tions
30%
28%
16%
4%
5%
15%
1%
Oakland ZooAdmissions
Concessions
Membership & Annual Fund
Events & Sponsorships
Education Support & Revenue
Government Support
Other Revenue & Interest Income
35%
7%
11%
21%
3%
4%10%
1%8%
Sacramento ZooAdmissions
Concessions
Memberships
Contributions & Spon-sorships
Special Events
Education
City of Sacramento
Bequests
Other Revenue & Visitor Services
Admissions is the top revenue generator for zoos.
Other revenue generators depend on the individual zoo.
www.santaanazoo.orgwww.oaklandzoo.orgwww.saczoo.com
Expenditure Industry Comparison 2009
33%
31%
6%
5%
4%
8%
13%
Sacramento ZooAnimal Care
Capital Improvements
General & Administrative
Fundraising
Promotion & Public Rela-tions
Education
Visitor & Member Services
29%
30%
21%
6%
14%
Oakland Zoo
Animal Care, Educa-tion & ConservationPark OperationsAdministration & MarketingFundraising & MembershipFacilities, Main-tenance & Sup-plies
24%
19%
12%
17%
20%
8%
Santa Ana Zoo
Capital Im-provements
Support Services
Marketing
Education
Community Outreach
Other
Animal Care and Facility Maintenance/Operations are the two largest expenditures for zoos.
www.santaanazoo.orgwww.oaklandzoo.orgwww.saczoo.com
Executive Summary:Our 5 Main Points
The Sacramento Zoo is not generating the revenue needed for capital improvements and exhibit renovations
Expanding the customer demographic will increase attendance
Offering additional experiences and increasing partnerships with local attractions will attract and maintain customers
Increased investor loyalty can be accomplished through value added
Revenue streams can be strengthened through customer diversification, enhanced customer experiences, and investor loyalty retention
Problem Statement
The Sacramento Zoo is not generating the revenue needed for capital improvements and renovations.
Why this problem?
Many zoos face this same problem Easily affected by the economic status
Improvements are needed to keep AZA accreditation Accreditation is evolving higher standards for exhibits
Better housing and exhibits will increase ticket sales and enhance animal well fare
Financial stability will allow Zoo to focus on education and conservation efforts
Tools to Help Solve the Problem
Detected the Problem - Loyalty Map• Cash Flows
Developed the Macro-Hypothesis – Logic Tree
Observed Sub-Hypothesis 1 – BMG Canvas & EFAS• Illustrates current strategy
Examined Sub-Hypothesis 2- Activity Map, EFAS/IFAS, • Current position and fit SWOT/TOWS, Value
Added • Strategy formulation
Studied Sub-Hypothesis 3 – Loyalty Map & Value Added• Improves value proposition
The Problem
Raises, conferences,promotions
GrowthInspiration, appreciation,
understanding, and respectfor all living animals
Zoo Keepers w/2+yrs experience
Zoo Keepers who remainat Zoo for 5+yrs
Wild Providers andCorp. Sponsorship
Corp and Fam/Indiviwho fund exhibits
Cash for CapitalImprovements
Donation
Superior animalcare and public edu.
Profits
Families/Individualswho like animals
Fam/Indivwho are members
The Problem as a Logic Tree
Macro-HypothesisSacramento Zoo can strengthen revenue streams by increasing
value to the customer experience in order to keep up with needed improvements.
Sub-Hypothesis 1
Expanding target customer
demographics will increase the
attendance rate.
Sub-Hypothesis 2
Offering additional experiences will
strengthen existing customer
relationships.
Sub-Hypothesis 3
Special appreciation programs for
investors will retain their loyalty and
support to the Zoo.
Sub-Hypothesis 1
Sub-Hypothesis 1:
Expanding target customer demographics will increase the attendance rate.
Sources:
Sac Zoo WebsiteCompetitor WebsitesSac Zoo Employee Interview Annual Reports
Sacramento ZooSanta Ana ZooOakland Zoo
US Census Bureau
Analysis Method:
BMG CanvasEFAS
Data Types:
Industry TrendsStatistical Data
VALUE PROPOSITION
CHANNELS
RELATIONSHIPS CLIENTS
REVENUE STREAMS COST CENTRES
KEYPARTNER
KEYRESOURCES
KEYACTIVITIES
Families with young children (<12 yrs)
Customer RetentionFacebook CommunityUC Davis Veterinary SchoolCity of SacramentoAZA
Direct MailRadio/TV/Print AdsInternet WebsiteSocial Media Outlets (Facebook, Twitter, Four Square)Word of Mouth
Knowledgeable Animal and Veterinary Care StaffAnimalsZoo WebsiteUC Davis Vet School PartnershipCorporate Sponsors
Family Oriented
Recreation
Education
Animals
Accessible
Corporate Sponsors (Target, BofA, Wells Fargo, US Bank)
City of Sacramento
AZA
Individual families (Fowler, Mower, Chappell)
UC Davis Veterinary School
AnimalsCapital Improvement/ MaintenanceWages
Admissions Special Events Train RidesCarousel Rides ConcessionsDonations Gift Store Giraffe FeedingsEducation Programs
Educational ProgramsRecreational OptionsAnimal ExhibitsBreeding ProgramConservation Support and ResearchCommunity Outreach
Business Model Canvas
Current Zoo Visitor
Demographics
Women/Mothers
Age 25-352 out of 3
adults visit a zoo with a child
www.aza.org
External Factor Weight
Rating
Weighted Score
Comments
Opportunities:
Land Expansion 0.1 3 0.3 Annual meeting held about the topic
Animal Acquisition 0.1 3 0.3 Constant surveying and thought of mixed species exhibits vs. single species
Petting Zoo 0.1 1 0.1 Mixed feelings fr management
Partnership w/ Museums
0.05 1 0.05 Does 1 free admission day coordinating with 3 local museums
Technological Advances
0.05 2 0.1 Social media outlets and medical enhancements
Threats:Local competitors 0.1 1 0.1 Larger Zoos have larger variety and sized
animals. Prioritization of recreation level among customers
New Entrants 0.05 1 0.05 Difficult industry to enter without capital
Economic Status 0.3 2 0.6 Financial position easily influenced by economy
Animal Death 0.05 3 0.15 1/3 of animals are at or near the geriatric stage
Dull Visitor Experience
0.1 2.5 0.25 Little change over time, no older age demographic specific experiences
Totals 1.0 2.0
Local Competitors/Attractions
Over 20 Museums, Parks, and Science Centers in the Sacramento Area 12 are located within a 10 mile radius of the Zoo
Local attractions also are targeting the same demographic as the Zoo Families with children
Two larger zoos are within a 2 hour drive from Sacramento Oakland San Francisco is also a major tourist city
Sacramento Zoo is priced in between attractions
Demographics of Sacramento County
8%
26%
55%
11%
Age (Years)
Under 5 6 to 18 19 to 64Over 65
83% of people over 25 years old have a High School degree
25% of those people have a Bachelor’s degree or higher
Median Household Income $56,882The largest age group of
individuals living in Sacramento are between 19 and 64 years old. US Census
Bureau
What are the Demographi
cs Doing Now?
• Teens and Young Adults like to “hang-out” with
friends• At Home• At Movies, Mall, or
Game Centers• Grab a bite to eat• Hike• Other Social Events
• They’re looking for cheap and easy
entertainment where they can hang out together
How do we Target the New Demographics?
Emphasize the Zoo as a “Hang-Out” spot as a form of outdoor entertainment Market Special Events for age groups through Social
Media Networks or Fliers at School Singles or Date Night Wii Bowling Night Movie at the Zoo Mini Concert Series of local bands Ice Skate Rink
Student Admission Rate
Discount on Food/Snacks with Student ID
VALUE PROPOSITION
CHANNELS
RELATIONSHIPS CLIENTS
REVENUE STREAMS COST CENTRES
KEYPARTNER
KEYRESOURCES
KEYACTIVITIES
Families with young children (<12 yrs)
Students and Young Adults
Customer RetentionFacebook CommunityUC Davis Veterinary SchoolCity of SacramentoAZA
Customer Acquisition
Direct MailRadio/TV/Print AdsInternet WebsiteSocial Media Outlets (Facebook, Twitter, Four Square)Word of MouthSchool/University connections
Knowledgeable Animal and Veterinary Care StaffAnimalsZoo WebsiteUC Davis Vet School PartnershipCorporate Sponsors
Family Oriented
Recreation
Education
Animals
Accessible
Group Oriented
Corporate Sponsors (Target, BofA, Wells Fargo, US Bank)
City of Sacramento
AZA
Individual families (Fowler, Mower, Chappell)
UC Davis Veterinary School
AnimalsCapital Improvement/ MaintenanceWages
Admissions Special Events Train RidesCarousel Rides ConcessionsDonations Gift Store Giraffe FeedingsEducation Programs
Educational ProgramsRecreational OptionsAnimal ExhibitsBreeding ProgramConservation Support and ResearchCommunity Outreach
Business Model Canvas
Expanded Client Base leads to customer acquistion
New Value Proposition of group oriented fun and recreation
Increased attendance rate from new demographics
Findings & Analysis 1
Sub-Hypothesis 1:
Expanding target customer demographics will increase the attendance rate.
Sub-Hypothesis 1 is TRUE!
What did we discover from using the BMG Canvas and EFAS?
• Local competition is attracting the same customer demographics as the Zoo
• Zoo can expand their customer demographic to include students and young adults
• New value proposition will be cheap, group recreational fun, and entertainment
• This will result in an increased attendance rate
Sub-Hypothesis 2
Sub-Hypothesis 2:
Offering additional experiences will strengthen existing relationships.
Data Types:
Industry TrendsStatistical Data
Sources:
Sac Zoo WebsiteCompetitor WebsitesSac Zoo Employee InterviewLocal Attraction Websites
Aerospace Museum
CA State RR Museum
Crocker Art Museum
Analysis Method:
Activity MapEFAS/IFASSWOT/TOWSValue AddedTrade OffsBMG Canvas
Current Activity Map
Education Conservation
Animal Care
Recreation
Docent Tours
Kid’sSummer Camp
Cell Phone Safari
Zoo Mobile
Seasonal Shows
Enrichment
Behavioral Training
VeterinaryCare Staff
Access toMedical Eqpt
Partneredw/ UCD Vet School
Animal Care Staff
Giraffe Feeding
Train
Special Events
Parties
Carousel
Local/Global Support
Local Research
Member ofAssociations
Green Team
Wedding
Corporate
Partneredw/ Jiffy Lube
Birthday
Annual Trip
Animal Exhibits
External Factor Weight
Rating
Weighted Score
Comments
Opportunities:
Land Expansion 0.1 3 0.3 Annual meeting held about the topic
Animal Acquisition 0.1 3 0.3 Constant surveying and thought of mixed species exhibits vs. single species
Petting Zoo 0.1 1 0.1 Mixed feelings fr management
Partnership w/ Museums
0.05 1 0.05 Does 1 free admission day coordinating with 3 local museums
Technological Advances
0.05 2 0.1 Social media outlets and medical enhancements
Threats:Local competitors 0.1 1 0.1 Larger Zoos have larger variety and sized
animals. Prioritization of recreation level among customers
New Entrants 0.05 1 0.05 Difficult industry to enter without capital
Economic Status 0.3 2 0.6 Financial position easily influenced by economy
Animal Death 0.05 3 0.15 1/3 of animals are at or near the geriatric stage
Dull Visitor Experience
0.1 2.5 0.25 Little change over time, no older age demographic specific experiences
Totals 1.0 2.0
Future Activity Map
Education Conservation
Animal Care
Recreation
Docent Tours
Kid’sSummer Camp
Cell Phone Safari
Zoo Mobile
Seasonal Shows
Enrichment
Behavioral Training
VeterinaryCare Staff
Access toMedical Eqpt
Partneredw/ UCD Vet School
Animal Care Staff
Giraffe Feeding
Train
Special Events
Parties
Carousel
Local/Global Support
Local Research
Member ofAssociations
Green Team
Wedding
Corporate
Partneredw/ Jiffy Lube
Birthday
Annual Trip
Animal Exhibits
Behind the scenes tour
Keeper Talks Partner w/
Schools
Other AniFeeding
Graduation
Volunteers
Teen Activity
Podcasts
Overnights
Animal Acquisition
Guest Appearance
Petting Zoo
External Factor Weight
Rating
Weighted Score
Comments
Opportunities:
Land Expansion 0.1 3 0.3 Annual meeting held about the topic
Animal Acquisition 0.1 3 0.3 Constant surveying and thought of mixed species exhibits vs. single species
Petting Zoo 0.1 1 0.1 Mixed feelings fr management
Partnership w/ Museums
0.05 1 0.05 Does 1 free admission day coordinating with 3 local museums
Technological Advances
0.05 2 0.1 Social media outlets and medical enhancements
Threats:Local competitors 0.1 1 0.1 Larger Zoos have larger variety and sized
animals. Prioritization of recreation level among customers
New Entrants 0.05 1 0.05 Difficult industry to enter without capital
Economic Status 0.3 2 0.6 Financial position easily influenced by economy
Animal Death 0.05 3 0.15 1/3 of animals are at or near the geriatric stage
Dull Visitor Experience
0.1 2.5 0.25 Little change over time, no older age demographic specific experiences
Totals 1.0 2.0
Internal Factor Weight
Rating
Weighted Score
Comments
Strengths:
Distribution/ Media Channels
0.1 3 0.3 Use of all social and local media channels for announcements/events
Animal/Vet Care Knowledge & Training
0.1 4 0.4 Low turnover rate, 5+ yr experienced staff, lots of CE opportunities
Community Outreach 0.05 3 0.15 Functions for elementary, elder, disabled, low-income groups
Educational Programs 0.1 3 0.3 Variety of programs offered for visitors (on/off grounds)
Maintenance Department
0.05 4 0.2 Knowledgeable staff, In-house vs. Outsourced labor
Weaknesses:
Employee/Department Relations
0.1 1 0.1 Employees in one dept don’t know employees in another dept. Some dept have bad relationship resulting in high turn over rate.
Funding 0.15 2 0.3 High Corporate Sponsors only stay for about 2 yrs
Customer Experience
0.15 3 0.45 Visitor Service League was created to enhance customer experience
Financial Position 0.1 2 0.2 Increasing expenses with decreasing revenues
Breeding Program Success Rate
0.1 3 0.3 Animal and exhibit resource dependent. Use to breed a lot of birds, but now it’s rare.
Totals 1.0 2.7
IFA EFA
Strengths Weaknesses
Opportunities •Use media channels to notify customers of zoo news, programs, deals, partnerships w/ museums•Send Keeper staff to CE for training on new species to be acquired
•Add petting zoo and acquire multi-species animals to increase customer experience and stabilize financial position
Threats •Further develop educational and community outreach programs to increase visitor experience and keep local competition/new entrants at bay•Provide Keeper talks/behind the scenes tour to offer a different experience than local competition
•Create customer/investor/employee loyal by increasing value added to reduce financial strain
SWOT/TOWS
Value Added
Willingness to payCostCurrent
Current Price
Value captured by Zoo
Value captured by customer
Cost Willingness to pay
New Current Price
Value captured by Zoo
Value captured by customer
Offering Additional ExperiencesAdds value to current customer experienceStrengthens current customer relationships
Trade OffAdditional costs maybe required to offer the additional
experiences
IncreasedSame
VALUE PROPOSITION
CHANNELS
RELATIONSHIPS CLIENTS
REVENUE STREAMS COST CENTRES
KEYPARTNER
KEYRESOURCES
KEYACTIVITIES
Families with young children (<12 yrs)
Students and Young Adults
Customer RetentionFacebook CommunityUC Davis Veterinary SchoolCity of SacramentoAZA
Customer Acquisition
Direct MailRadio/TV/Print AdsInternet WebsiteSocial Media Outlets (Facebook, Twitter, Four Square)Word of MouthSchool/University connections
Knowledgeable Animal and Veterinary Care StaffAnimalsZoo WebsiteUC Davis Vet School PartnershipCorporate Sponsors
Family Oriented
Recreation
Education
Animals
Accessible
Group Oriented
Special experiences
Multi-Attraction Discounts
Corporate Sponsors (Target, BofA, Wells Fargo, US Bank)
City of Sacramento
AZA
Individual families (Fowler, Mower, Chappell)
UC Davis Veterinary School
Local Attractions
AnimalsCapital Improvement/ MaintenanceWages
Admissions Special Events Train RidesCarousel Rides ConcessionsDonations Gift Store Giraffe FeedingsEducation Programs
Educational ProgramsRecreational OptionsAnimal ExhibitsBreeding ProgramConservation Support and ResearchCommunity Outreach
Behind the Scene Tours Guest AppearancesPetting Zoo
Business Model Canvas
Increased value through new activities
Increased customer retention
Increased revenue
Increase partnerships
Findings & Analysis 2
Sub-Hypothesis 2:
Offering additional experiences will strengthen existing relationships.What did we discover from using the Activity Map, EFAS/IFAS, SWOT/TOWS, and Value Added?
• Customers are willing to pay for additional experiences
• Adding a petting zoo and partnering with local attractions for discounts will strengthen current relationships as it adds value to their experience
• This will increase admission and revenue sales• These added activities will differentiate the Zoo from
local attractionsSub-Hypothesis 2 is TRUE!
Sub-Hypothesis 3
Sub-Hypothesis 3:
Special appreciation programs and perks designed for investors will retain their loyalty and support to the Zoo.
Analysis Method:
Loyalty MapValue AddedBMG Canvas
Sources:
Sac Zoo WebsiteCompetitor WebsitesSac Zoo Employee Interview Annual Reports
Sacramento ZooSanta Ana ZooOakland Zoo
Data Types:
Statistical Data
Loyalty Map
Raises, conferences,promotions
GrowthInspiration, appreciation,
understanding, and respectfor all living animals
Zoo Keepers w/2+yrs experience
Zoo Keepers who remainat Zoo for 5+yrs
Wild Providers andCorp. Sponsorship
Corp and Fam/Indiviwho fund exhibits
Cash for CapitalImprovements
Donation
Superior animalcare and public edu.
Profits
Families/Individualswho like animals
Fam/Indivwho are members
Future Loyalty Map
Raises, conferences,promotions
GrowthInspiration, appreciation,
understanding, and respectfor all living animals
Zoo Keepers w/2+yrs experience
Zoo Keepers who remainat Zoo for 5+yrs
Wild Providers andCorp. Sponsorship
Corp and Fam/Indiviwho fund exhibits
Cash for CapitalImprovements
Donation
Superior animalcare and public edu.
Special Programs
Families/Individualswho like animals
Fam/Indivwho are members
Value Added
Willingness to payCostCurrent
Current Price
Value captured by Zoo
Value captured by Investors
Value captured by Investors
CostWillingness to pay
New Current Price
Value captured by Zoo
IncreasedSame
Offering Special Programs to Investors
Adds value to their support to the Zoo
VALUE PROPOSITION
CHANNELS
RELATIONSHIPS CLIENTS
REVENUE STREAMS COST CENTRES
KEYPARTNER
KEYRESOURCES
KEYACTIVITIES
Families with young children (<12 yrs)
Students and Young Adults
Customer RetentionFacebook CommunityUC Davis Veterinary SchoolCity of SacramentoAZACustomer AcquisitionCorporate Sponsors
Direct MailRadio/TV/Print AdsInternet WebsiteSocial Media Outlets (Facebook, Twitter, Four Square)Word of MouthSchool/University connections
Knowledgeable Animal and Veterinary Care StaffAnimalsZoo WebsiteUC Davis Vet School PartnershipCorporate Sponsors
Family Oriented
Recreation
Education
Animals
Accessible
Special experiences
Corporate Sponsors (Target, BofA, Wells Fargo, US Bank)
City of Sacramento
AZA
Individual families (Fowler, Mower, Chappell)
UC Davis Veterinary School
AnimalsCapital Improvement/ MaintenanceWages
Admissions Special Events Train RidesCarousel Rides ConcessionsDonations Gift Store Giraffe FeedingsEducation Programs
Educational ProgramsRecreational OptionsAnimal ExhibitsBreeding ProgramConservation Support and ResearchCommunity Outreach
Tours Guest AppearancesPetting Zoo
Business Model Canvas
Increased financial support (donations)
Strengthen Sponsors relationship/loyalty
Increased value gained through special experiences
Increased number of Sponsors
Findings & Analysis 3
Sub-Hypothesis 3:
Special appreciation programs and perks designed for investors will retain their loyalty and support to the Zoo.
What did we discover from using the Loyalty Map and Value Added?
• Decreasing profits is deterring investors from their support
• Special appreciation programs and perks will increase their value gained
• Sacramento Zoo will be able to retain investors’ loyalty and continue receiving funding for capital improvementsSub-Hypothesis 3 is TRUE!
Conclusion: Summary of Findings
Expanding customer demographics will increase attendance and therefore revenue
Offering additional experiences will strengthen existing customer relations by providing a higher valued experience
Special programs geared towards investors will strengthen their relationship with the Zoo for continued support
Conclusion: By expanding the customer demographics and offering additional experiences to customers and investors, Sacramento Zoo will strengthen their revenue streams in order to fund their capital improvements.
Recommendations
Create a strategy to target students and young adults Market the Zoo as a “Hang-out” place: cheap, group fun,
entertaining
Offer experiences that will make visiting the Zoo more memorable and valuable Add Petting Zoo, tours, special guest appearances Offer multi-local attraction discount passes
Design special programs and perks for investors to strengthen their loyalty and value gained for their continued support Reservations to annual events and trips abroad Investor related tours/programs
Risks and Impacts of Recommendations
Recommendation 1
Create a strategy to target students and young adults
Market the Zoo as a “Hang-out” place: cheap, group fun, entertaining
Pros Increased customer base and admissions/revenue Special events will increase brand recognition
Cons Can be difficult to move away from family oriented value proposition Can be difficult to target teenagers Events are in the evening/night
Major Risks May loose family oriented atmosphere and current customers Effort put into special events may backfire for the demographics
Risks and Impacts of Recommendations
Recommendation 2
Offer experiences that will make visiting the Zoo more memorable and valuable Add Petting Zoo, tours, special guest appearances Offer multi-local attraction discount passes
Pros Increased customer base, admissions, revenue, partnerships, brand recognition, and
community image
Cons Requires additional staff and resources (finances and animals) to make it happen May not benefit local attractions enough to participate in partnership Targets current demographics Can be difficult for new demographics to see the value if partnered with other family
oriented attractions
Major Risks Costs associated with additional experiences can offset revenue gained for Zoo May not result in increased admissions/revenue for the Zoo if customers choose to
go to the other better attractions
Risks and Impacts of Recommendations
Recommendation 3
Design special programs and perks for investors to strengthen their loyalty and value gained for their continued support Reservations to annual events and trips abroad Investor related tours/programs
Pros Will retain investors for longer durations Will have the support to complete capital improvements and exhibit
renovations
Cons Costs associated with paying staff overtime or hiring additional staff for the
programs
Major Risks Special programs may not be high enough value for investor retention
Decisions Requested by Management for
Success Strategically weigh the pros/cons of each recommendation
See that there is value to be gained by each one for increasing revenue
Pursue targeting other age demographics
Develop strategies to retain investors for longer periods of time
Commit budgets and resources for implementation of new strategies
Persuade local attractions of benefits gained through partnerships
Make it happen!
Executive Summary: Our 5 Main Points
The Sacramento Zoo is not generating the revenue needed for capital improvements and exhibit renovations
Expanding the customer demographic will increase attendance
Offering additional experiences and increasing partnerships with local attractions will attract and maintain customers
Increased investor loyalty can be accomplished through value added
Revenue streams can be strengthened through customer diversification, enhanced customer experiences, and investor loyalty retention
Questions?
Thank You!