Audubon Zoo, 1993  Case Analysis

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Audubon Zoo, 1993 Case Analysis

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Cohort B

Audubon Zoo, 1993 Case Analysis Rodrigo de Almeida Barreto Edwin Hagan-Emmin Dimitra Patrikarakou Joseph Biedenharn Olufunlola Pearce Kimihiro Tateishi Trevor Budd Cohort B

Introduction Discussion Questions: What is the strategy of the zoo and how has it changed? 1. Who are the main stakeholders in the zoo, their main objectives & relative influence? 2. In what way does the structure of the zoo affect the influence of its stakeholders? 3. How does the zoo manage its important external relationships for realising its strategic objectives? 4. How do the current managerial structure, staffing patterns and stakeholder interests facilitate or 0.

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Audubon Zoo, 1993 Case Analysis

hinder the zoo director’s plans? Cohort B

Introduction Audubon Zoo: Aims/Strategic objectives – Joe Biedenharn Structure/Stakeholders - Edwin Hagan-Emmin Effectiveness/Conclusion – Trevor Budd Cohort B

Executive Summary We aim to demonstrate that: The Mission has guided the strategic direction of the zoo The strategy of the zoo has changed very little The open structure of the zoo prevents any singular stakeholders having dominant influence The current strategy & structure of the zoo will continue to be effective in the future as long as it: Remains innovative in line with the mission Builds on its core competencies Continues to reflect the values of both its members & volunteers Cohort B

Background Focus of National Concern in early 1970s “Animal ghetto” http://webcache.googleusercontent.com/search?q=cache:Hvn-NljJ5IEJ:ftp://93.97.182.159/shared/MBA/MBS%2520stuff/autumn%2520term%25202003/O…

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Audubon Zoo, 1993 Case Analysis

“An animal concentration camp” $5.6m zoo improvement plan launched 1972 Recommended by the Bureau of Governmental Research in 1971 Launched by the Audubon Park Commission 1972 Finally approved by the New Orleans City Planning Commission 1973 Cohort B

1972 - 1993 Physical facilities grew from 14 to 58 acres Purpose remained to “entertain” Introduction of admission charges in 1972 saw attendance increase dramatically Friends of the Zoo (FOTZ) Founded with 400 voluntary members; elected 24 member board in 1974/5 Aim: to increase support and awareness initially but soon expanded to involve funding, operating and governing the zoo Cohort B

1972 - 1993 FOTZ, oversaw: Policies Set membership guidelines Concessions, fundraising & marketing Volunteers staffed many of the zoo programs Zoo area patrollers http://webcache.googleusercontent.com/search?q=cache:Hvn-NljJ5IEJ:ftp://93.97.182.159/shared/MBA/MBS%2520stuff/autumn%2520term%25202003/O…

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Audubon Zoo, 1993 Case Analysis

Assisted in commissary, animal healthcare, wild bird rehab, etc.

Audubon Park Commission: Set actual policy Controlled operations Set zoo hours Set admission prices Etc. Cohort B

1972 - 1993 FOTZ became the “Audubon Institute” in 1988 to reflect its growing interests: Fundraising: “Adopt an animal”, “Zoo-to-do” Membership: 400 in 1974, peaked at 3800 in 1990 Concessions: 1976 profits were $1,500, peaking at $700,000 in 1988 Cohort B

1972 - 1993 Award winning advertising campaigns In 1984 only 36% were tourists Promotional programs Educational activities: Junior zoo keepers, Student internships & Zoomobile, for external events Financial Success http://webcache.googleusercontent.com/search?q=cache:Hvn-NljJ5IEJ:ftp://93.97.182.159/shared/MBA/MBS%2520stuff/autumn%2520term%25202003/O…

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Audubon Zoo, 1993 Case Analysis

Attributed to FOTZ, continuing attendance increases and creativity in special events & programs Corporate support high; In 1989 the fundraising goal was $1,500,000 Cohort B

1972 - 1993 By the late 1980’s: Virtually spotless - adequate staffing & pride 93% of visitors gave a high approval rating One of the top 3 zoos of its size in the U.S.A. Almost financially self sufficient by 1987 Organisation expanded with a full compliment of professionals & managers Cohort B

External Environment Internal Situation CEO, Top management team

Organization Design Effectiveness Outcomes

Role of an organisation`s Mission http://webcache.googleusercontent.com/search?q=cache:Hvn-NljJ5IEJ:ftp://93.97.182.159/shared/MBA/MBS%2520stuff/autumn%2520term%25202003/O…

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Audubon Zoo, 1993 Case Analysis

Core of a company’s Strategic Direction Purpose – ‘Why the Company Exists’ Values – ‘What the Company Believes In’

Strategic Direction Strategic Direction Cohort B

The mission of the Audubon Institute is to

cultivate awareness and appreciation of life and the earth’s resources and to help conserve and enrich our natural world. Audubon Institute Mission Statement

Strategic Direction Cohort B

Membership FOTZ Staff Local Community Stakeholders Whose interests should the Mission address? City / State http://webcache.googleusercontent.com/search?q=cache:Hvn-NljJ5IEJ:ftp://93.97.182.159/shared/MBA/MBS%2520stuff/autumn%2520term%25202003/O…

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Audubon Zoo, 1993 Case Analysis

MISSION High Ideals

Strategic Direction Cohort B

Strategic Direction The Institute’s primary objectives: (integral part of the mission statement)

Conservation: To participate in the global effort to conserve natural resources by developing and maintaining captive stocks of endangered plants, animals, and marine life, and by cooperating with related projects in the wild.

Education: To impart knowledge and understanding of the interaction of nature and man through programs, exhibits, and publications and to encourage public participation in global conservation efforts.

Research: To foster the collection and dissemination of scientific information that will enhance the conservation and educational objectives of the facilities of the Audubon Institute.

Economics: To ensure long-range financial security by sound fiscal management and continued development, with funding through creative means to encourage corporate, foundation, and individual support.

Leadership: To serve as a model in the civic and professional communities. To foster a spirit of cooperation, participation, and rise. Cohort B

Strategic Direction http://webcache.googleusercontent.com/search?q=cache:Hvn-NljJ5IEJ:ftp://93.97.182.159/shared/MBA/MBS%2520stuff/autumn%2520term%25202003/O…

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Audubon Zoo, 1993 Case Analysis

Strategy: Expansion of Programs and Facilities Marketing and Advertising Raising Awareness

Grow Financial Resources Encourage Participation Educational Programmes, etc. Cohort B

Fulfilling the mission statement Entertainment, breeding animal species, conducting research and educating the public It hasn’t changed in principle, however it now: Has increased focus on partnering with the community Strives for never ending innovation to stimulate attendance, visitors & staff (inc. to motivate) Aims to be completely self-funding with an increased focus on its economic position Strategy & how has it changed?

Strategic Direction Cohort B Sources: Daft, Lewin & Stephens, Ashbridge

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Audubon Zoo, 1993 Case Analysis

Organisation Design In what way does the structure of the zoo affect the influence of different stakeholders? STRATEGY / STRUCTURE External Environment Internal Situation CEO, Top management team

Organization Design Effectiveness Outcomes Strategic Direction Cohort B

Organisation Design The zoo`s operational structure is hierarchical Weber study in organisation growth as most efficient structure The collaborative nature of the organisation structure tempers unrestricted influence Quinn & Rohrbaugh – “Open system structure” http://webcache.googleusercontent.com/search?q=cache:Hvn-NljJ5IEJ:ftp://93.97.182.159/shared/MBA/MBS%2520stuff/autumn%2520term%25202003/O…

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Organisations bounded by mission and culture will have specific mechanisms for restricting dominant influence A notion of Power Equilibrium between stakeholders fostered via an open organisation structure Cohort B

MISSION Audubon Structure

Stakeholders Local Community Friends of the Zoo City/State Staff The zoo is a collection of varied stakeholders with differed levels of influence

Organisation Design Membership Cohort B

What bonds the stakeholders – Internal & External? MISSION http://webcache.googleusercontent.com/search?q=cache:Hvn-NljJ5IEJ:ftp://93.97.182.159/shared/MBA/MBS%2520stuff/autumn%2520term%25202003/…

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Audubon Zoo, 1993 Case Analysis

STRATEGY CULTURE ACHIEVEMENTS VALUES STAKEHOLDERS SENSE OF MISSION & LEGITIMACY

The Structural Glue! Cohort B

External Environment Internal Situation CEO, Top management team

Organization Design Effectiveness / Conclusion Strategic Direction

Effectiveness & Conclusion http://webcache.googleusercontent.com/search?q=cache:Hvn-NljJ5IEJ:ftp://93.97.182.159/shared/MBA/MBS%2520stuff/autumn%2520term%25202003/…

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Audubon Zoo, 1993 Case Analysis

Has mission, strategy & structure been effective? Cohort B

How Effective? Very!!! By 1987, Audubon Zoo had managed to become an almost self-sufficient organization: the small amount of money received from government grants amounted to less than 10% of the budget. If non-profit organizations’ effectiveness is a matter of comparison, Audubon Zoo is again effective: “Delegates from the American Association of Zoological Parks and Aquariums ranked the Audubon Zoo as one of the top three zoos of its size in America”

Effectiveness Cohort B

Increase in the number of both Paid and Member Admissions Cohort B

Increase in the number of Memberships Cohort B

Effectiveness Audubon Zoo has managed to align its structure, http://webcache.googleusercontent.com/search?q=cache:Hvn-NljJ5IEJ:ftp://93.97.182.159/shared/MBA/MBS%2520stuff/autumn%2520term%25202003/…

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Audubon Zoo, 1993 Case Analysis

strategy and mission Internal & External Stakeholders’ Interests reflected in the MISSION STRATEGY STRUCTURE Further emotional investment of Stakeholders Cohort B

Conclusion Audubon zoo has been extremely successful & will continue to be extremely successful as: There is a strong sense of Mission guiding overall strategy, which has changed very little The structure of the zoo, with its many stakeholders, controls their individual influence & facilitates the aims of the Director The current strategy & structure of the zoo will continue to be effective in the future if: It follows its core competencies and the values of both it’s members & volunteers Remains innovative Cohort B

Audubon Zoo, 1993 Case Analysis http://webcache.googleusercontent.com/search?q=cache:Hvn-NljJ5IEJ:ftp://93.97.182.159/shared/MBA/MBS%2520stuff/autumn%2520term%25202003/…

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Audubon Zoo, 1993 Case Analysis

Questions & Answers

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