Sacramento Zoo Strategic Analysis

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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.

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  • 147/150
  • Citations: www.AZA.org; Sugaya, Hiroshi. World Focus No. 58 accessed 11/29/10 http://www.npo-bmsa.org/ewf058.htm
  • Zoos are reevaluated for accreditation every 5 years to maintain their membership status. If accreditation is not passed and awarded, the particular zoo is unable to participate in animal exchange or species survival plan. AZA standards have been rising as far as natural habitat design and expanding exhibit space for animals. This can be problematic for small zoos such as Sacramento.
  • When the Sacramento Zoo first opened, it was run by the city. However when the City did not want responsibility of it any longer, the Sacramento Zoological Society was created and is now governed by a board of directors.Species Survival Program is a breeding program created by AZA in which animals are placed on a ranked breeding list in order to keep up genetic diversity amongst the animals in captivity.Citations: www.saczoo.com, email interview with Brenda Gonzalez (Membership Coordinator) on 11/20/2010.
  • Citations” “Extinction Crisis Continues Apace”. IUCN. 03 Nov 2009. http://www.iucn.org/about/work/programmes/species/red_list/?4143/Extinction-crisis-continues-apaceWorld Association of Zoos and Aquariums. http://www.waza.orgMazur, Nicole A. and Clark, Tim W. “Zoos and Conservation: Policy Making and Organizational Challenges.” Yale F&ES Bulletin pgs 185-201
  • Citations:www.saczoo.com, 2007-2009 annual reports
  • Santa Ana Zoo is located in Southern California. This Zoo was chosen as a competitor for it’s similar size and operational scope. Oakland Zoo is a direct competitor in Northern California and operates on a much larger scale than Sacramento due to its size.Citations: www.santaanazoo.org; www.oaklandzoo.org
  • Santa Ana Zoo total revenue for 2009 $1,323,175.(*Visitor Services for Santa Ana include revenue from admissions, gift shop, concessions, train, carousel)Oakland Zoo total revenue for 2009 $11,287,452Sacramento Zoo total revenue for 2009 $5,874,788Citations: Annual Reports for each zoo were found at their respective websites.
  • Santa Ana Zoo total expenditures for 2009 $1,130,544Oakland Zoo total expenditures for 2009 $12,812,663Sacramento Zoo total expenditures for 2009 $6,908,786Citations: Annual Reports for each zoo were found at their respective websites
  • You can see the loyalty map and the problem of how it doesn’t flow. Investors and sponsorships are the main source for funding capital improvements. The Zoo’s inability to create sufficient revenue is impacting the number of investors they have. The Zoo is also having problems attracting customers, who donate money to the Zoo and pay admission.This impacts the flow of the loyalty map and ultimately the cash needed for capital improvements is not being put back into the Zoo.
  • The main clients Sacramento Zoo targets is families with young children. The BMC shows the value proposition it offers to clients support this demographic; it’s family oriented and there’s recreational activities younger children like to engage in such as train and carousel rides, and a small playground.
  • Citation:www.aza.org, www.oaklandzoo.orgOakland Zoo demographics: 53% Women, 72% Married, 75% are in the age group between 26-49, 86% attend the zoo with kids, 62% have acollege/post grad degree.
  • Threats the zoo currently have include local competitors (I will focus on Threats- Local Competitors, for next slide) and new entrants to the field that offer recreation and education. Local competitors include the San Francisco and Oakland Zoo (located in the Bay area about 1.5-2hours away). It also includes educational and recreational centers in the Sacramento area.
  • Competition for the same target demographics is fierce. Sacramento Zoo should look at targeting other demographics to increase attendance rate.
  • Citation: US Census Bureau, Sacramento County, CA http://quickfacts.census.gov/qfd/states/06/06067.html
  • The Zoo has a couple of locations where temporary event tents can be set up for special events. By offering group fun, cheap, entertainment, the Zoo can target this new demographic. Of course, viewing the animals can be part of the entertainment too but that should be marketed second for this demographic. These events will draw in the new crowd, and they’ll come back for another event or to look at the animals because it’s cheap and fun and they didn’t see the animals the first time around.
  • By expanding their target demographic, Sacramento Zoo will expand the types of Clients it receives and increase customer acquisition. It can do so by taking advantage of connections or partnerships with local schools and universities and market group fun recreational activities. This will increase attendance.
  • (Will focus on avoiding Threats- Dull Visitor Experience and taking Opportunities- Animal Acquisition and Petting Zoo for next slide)
  • Green bubbles are new activities that Sacramento Zoo can offer to increase guest experience.We once had “Spiderman” appear at the Zoo and this brought in a lot of people (of the same current demographic). Revenues were collected from admissions and a cover charge for taking pictures and meeting Spiderman. The Zoo could do special guest appearances like this for local teen bands or publicity events with local stars/athletes to attract the new demographics from sub-hypothesis 1.
  • Currently, the Zoo partners with 3 local museums once a year (through a corporate sponsor) to offer free admission and transportation between destinations. There is a huge increase in attendance rate on that day.(Will focus on Opportunities- Partnershipw/ Museums as another recommendation for additional experiences)
  • Some of the Zoo’s strengths include their distribution channels and community outreach.
  • The Zoo can also partner with the museums/local attractions by offering a discounted multi-day use pass. (Eg. One day at the Zoo, one day at a Museum, one day at a Park. Or they can partner with the larger zoos and offer one day at Sacramento Zoo and one day at San Francisco Zoo.)
  • By offering additional activities and experiences as seen in the future activity map slide, some of which target the current demographics and some of which target the new demographics, the zoo will be increasing the value added to their current and new customers which will strengthen the revenue streams.Partnering with local attractions to offer discounts, also increases value to the customer and increases attendance and revenue.
  • The Zoo currently holds a couple of corporate sponsorships who remain sponsors for about 2 years. Investors and sponsorships are the main source for funding capital improvements. The Zoo’s inability to create sufficient revenue is impacting the number of investors they have. The current loyalty map shows Sacramento Zoo is not performing the correct activities to retain their investors. This impacts the flow of the loyalty map and ultimately the cash needed for capital improvements is not being put back into the Zoo.
  • The Zoo can offer special programs for the investors and/or theiremployees such as: reserve spots for big annual special events (King of Feasts and Ice Cream Safari) and annual trips, behind the scenes tour or company programs geared towards what the investor company does and the Zoo can illustrate how the investor’s money is being used for exhibit and animal enhancement, reserved seating for exhibit opening, increase publicity/marketing for the investor through our social network.
  • By offering special programs and perks to our investors, they are gaining value from their support to the Zoo. This will lead to more donations and funding for capital improvements as investor loyalty is strengthened.
  • Remember, admissions is the #1 revenue generator for zoos. And Investors are needed to help fund exhibit renovations and for capital improvement.
  • Sacramento Zoo Strategic Analysis

    1. 1. Sacramento Zoo<br />Colorado State University<br />Bus 621 Fall 2010<br />Christine Bui<br />
    2. 2. Zoo Industry<br />Over 6,000 zoos and aquariums in the world<br />278 zoos in the USA<br />223 are accredited by the Association of Zoos and Aquariums (AZA)<br />67 million visitors to zoos and aquariums annually<br />Purpose is for public education and conservation<br />Non-profit Organizations<br />www.aza.org<br />Sugaya, Hiroshi World Focus No 58<br />
    3. 3. Why is AZA Accreditation Important?<br />Public Trust and Credibility<br />Develops public confidence by means that an institution meets or exceeds current professional standards<br />Provides a publicly recognized badge signifying excellence in, and commitment to, such things as animal care, conservation and education<br />Distinguishes AZA-accredited zoos and aquariums from "roadside zoos”<br />Participation and Benefits from AZA Programs<br />Increases eligibility for grants<br />Participation in Animal Exchange<br />For loan and breeding purposes<br />Participation in Species Survival Plan<br />Animal Conservation Program<br />Promotes industry excellence<br />Opportunities for collaboration and education for staff<br />www.aza.org<br />
    4. 4. Who is Sacramento Zoo? <br />Opened in 1927 on 4.2 acres of land; today it’s 14.3 acres<br />AZA accredited since 1975 <br /> Society run since 1997<br />90 employees in 7 departments<br />Mission: Inspire appreciation, understanding, and respect for all living things through stimulating education, wholesome recreation, and innovative species management.<br />Target Audience is families with young children and people who love animals<br />~500,000 visitors annually; 9,000 of which are members<br />Over 500 animals; 124 species (37 of which are endangered/threatened and/or Species Survival Program)<br />www.saczoo.com<br />Membership Coordinator Email Interview<br />
    5. 5. Why the Zoo?<br /><ul><li>Species are becoming extinct at an alarming rate (one species every 20 minutes)
    6. 6. There is a need for education to protect global biodiversity through conservation of species and habitats
    7. 7. The industry constantly struggles with the financial means to complete their mission at a successful rate
    8. 8. Previous employer</li></ul>www.iucn.orgwww.waza.org<br />Mazur, Nicole A. and Clark, Tim W. “Zoos and Conservation: Policy Making and Organizational Challenges”.<br />
    9. 9. Sac Zoo’s Product Mix and Market<br />Major Product and Service Lines<br /><ul><li>Animal Breeding Programs (Species Survival Plan)
    10. 10. Research and Support for Conservation Programs
    11. 11. Public Education </li></ul>Financials and Major Trends<br /><ul><li>Decreasing revenue for the past 3 years with increasing expenditures
    12. 12. Increased exhibit renovation due to old age</li></ul>www.saczoo.com<br />
    13. 13. Industry Competitors<br />Santa Ana Zoo<br />20-acres<br />Comparable in size to Sacramento Zoo<br />215 animals<br />City run<br />Must maintain at least 50 Primates as part of an agreement when land was donated to the City for a park<br />Oakland Zoo<br />525-acres<br /> Over 660 animals<br />Society run<br />Local Zoo competitor<br />90 miles away<br />www.santaanazoo.org<br />www.oaklandzoo.org<br />
    14. 14. Revenue Industry Comparison 2009<br />Admissions is the top revenue generator for zoos.<br />Other revenue generators depend on the individual zoo.<br />www.santaanazoo.org<br />www.oaklandzoo.org<br />www.saczoo.com<br />
    15. 15. Expenditure Industry Comparison 2009<br />Animal Care and Facility Maintenance/Operations are the two largest expenditures for zoos.<br />www.santaanazoo.org<br />www.oaklandzoo.org<br />www.saczoo.com<br />
    16. 16. Executive Summary:Our 5 Main Points<br />The Sacramento Zoo is not generating the revenue needed for capital improvements and exhibit renovations<br />Expanding the customer demographic will increase attendance<br />Offering additional experiences and increasing partnerships with local attractions will attract and maintain customers<br />Increased investor loyalty can be accomplished through value added<br />Revenue streams can be strengthened through customer diversification, enhanced customer experiences, and investor loyalty retention <br />
    17. 17. Problem Statement<br />The Sacramento Zoo is not generating the revenue needed for capital improvements and renovations.<br />Why this problem?<br />Many zoos face this same problem<br />Easily affected by the economic status<br />Improvements are needed to keep AZA accreditation<br />Accreditation is evolving higher standards for exhibits<br />Better housing and exhibits will increase ticket sales and enhance animal well fare<br />Financial stability will allow Zoo to focus on education and conservation efforts<br />
    18. 18. Tools to Help Solve the Problem<br /><ul><li>Detected the Problem - Loyalty Map
    19. 19. Cash Flows
    20. 20. Developed the Macro-Hypothesis – Logic Tree
    21. 21. Observed Sub-Hypothesis 1 – BMG Canvas & EFAS
    22. 22. Illustrates current strategy
    23. 23. Examined Sub-Hypothesis 2- Activity Map, EFAS/IFAS,
    24. 24. Current position and fit SWOT/TOWS, Value Added
    25. 25. Strategy formulation
    26. 26. Studied Sub-Hypothesis 3 – Loyalty Map & Value Added
    27. 27. Improves value proposition </li></li></ul><li>The Problem<br />Families/Individuals<br />who like animals<br />Cash for Capital<br />Improvements<br />Fam/Indivwho are members<br />Corp and Fam/Indivi<br />who fund exhibits<br />Inspiration, appreciation,<br />understanding, and respect<br />for all living animals<br />Growth<br />Wild Providers and<br />Corp. Sponsorship<br />Zoo Keepers w/<br />2+yrs experience<br />Raises, conferences,<br />promotions<br />Profits<br />Donation<br />Zoo Keepers who remainat Zoo for 5+yrs<br />Superior animalcare and public edu.<br />
    28. 28. The Problem as a Logic Tree<br />
    29. 29. Sub-Hypothesis 1<br />Sub-Hypothesis 1:<br /> Expanding target customer demographics will increase the attendance rate.<br />Sources:<br />Sac Zoo Website<br />Competitor Websites<br />Sac Zoo Employee Interview <br />Annual Reports<br /> Sacramento Zoo<br /> Santa Ana Zoo<br /> Oakland Zoo<br />US Census Bureau<br />Analysis Method:<br /> BMG Canvas<br /> EFAS<br />Data Types:<br />Industry Trends<br />Statistical Data<br />
    30. 30. VALUE <br /> PROPOSITION<br />RELATIONSHIPS<br />CLIENTS<br />KEY<br />PARTNER<br />KEY<br /> ACTIVITIES<br /> CHANNELS<br />KEY<br />RESOURCES<br /> REVENUE STREAMS<br /> COST CENTRES<br />Business Model Canvas<br />Customer Retention<br />Facebook Community<br />UC Davis Veterinary School<br />City of Sacramento<br />AZA<br />Corporate Sponsors<br /> (Target, BofA, Wells Fargo, US Bank)<br />City of Sacramento<br />AZA<br />Individual families (Fowler, Mower, Chappell)<br />UC Davis Veterinary School<br />Educational Programs<br />Recreational Options<br />Animal Exhibits<br />Breeding Program<br />Conservation Support and Research<br />Community Outreach<br />Family Oriented<br />Recreation<br />Education<br />Animals<br />Accessible<br />Families with young children (<12 yrs)<br />Direct Mail<br />Radio/TV/Print Ads<br />Internet Website<br />Social Media Outlets (Facebook, Twitter, Four Square)<br />Word of Mouth<br />Knowledgeable Animal and Veterinary Care Staff<br />Animals<br />Zoo Website<br />UC Davis Vet School Partnership<br />Corporate Sponsors<br />Animals<br />Capital Improvement/ Maintenance<br />Wages<br />Admissions Special Events Train Rides<br />Carousel Rides Concessions Donations Gift Store Giraffe Feedings<br />Education Programs<br />
    31. 31. Current Zoo Visitor Demographics<br />Women/Mothers<br />Age 25-35<br />2 out of 3 adults visit a zoo with a child<br />www.aza.org<br />
    32. 32.
    33. 33. Local Competitors/Attractions <br />Over 20 Museums, Parks, and Science Centers in the Sacramento Area<br />12 are located within a 10 mile radius of the Zoo<br />Local attractions also are targeting the same demographic as the Zoo<br />Families with children<br />Two larger zoos are within a 2 hour drive from Sacramento<br />Oakland <br />San Francisco is also a major tourist city<br />Sacramento Zoo is priced in between attractions<br />
    34. 34. Demographics of Sacramento County<br />83% of people over 25 years old have a High School degree<br />25% of those people have a Bachelor’s degree or higher<br />Median Household Income $56,882<br />The largest age group of individuals living in Sacramento are between 19 and 64 years old.<br />US Census Bureau<br />
    35. 35. What are the Demographics Doing Now?<br /><ul><li> Teens and Young Adults like to “hang-out” with friends
    36. 36. At Home
    37. 37. At Movies, Mall, or Game Centers
    38. 38. Grab a bite to eat
    39. 39. Hike
    40. 40. Other Social Events
    41. 41. They’re looking for cheap and easy entertainment where they can hang out together</li></li></ul><li>How do we Target the New Demographics?<br />Emphasize the Zoo as a “Hang-Out” spot as a form of outdoor entertainment<br />Market Special Events for age groups through Social Media Networks or Fliers at School<br />Singles or Date Night<br />Wii Bowling Night <br />Movie at the Zoo<br />Mini Concert Series of local bands<br />Ice Skate Rink<br />Student Admission Rate <br />Discount on Food/Snacks with Student ID<br />
    42. 42. VALUE <br /> PROPOSITION<br />RELATIONSHIPS<br />CLIENTS<br />KEY<br />PARTNER<br />KEY<br /> ACTIVITIES<br /> CHANNELS<br />KEY<br />RESOURCES<br /> REVENUE STREAMS<br /> COST CENTRES<br />Business Model Canvas<br />Customer Retention<br />Facebook Community<br />UC Davis Veterinary School<br />City of Sacramento<br />AZA<br />Customer Acquisition <br />Corporate Sponsors<br /> (Target, BofA, Wells Fargo, US Bank)<br />City of Sacramento<br />AZA<br />Individual families (Fowler, Mower, Chappell)<br />UC Davis Veterinary School<br />Educational Programs<br />Recreational Options<br />Animal Exhibits<br />Breeding Program<br />Conservation Support and Research<br />Community Outreach<br />Family Oriented<br />Recreation<br />Education<br />Animals<br />Accessible<br />Group Oriented<br />Families with young children (<12 yrs)<br />Students and Young Adults<br />Expanded Client Base leads to customer acquistion<br />Direct Mail<br />Radio/TV/Print Ads<br />Internet Website<br />Social Media Outlets (Facebook, Twitter, Four Square)<br />Word of Mouth<br />School/University connections<br />Knowledgeable Animal and Veterinary Care Staff<br />Animals<br />Zoo Website<br />UC Davis Vet School Partnership<br />Corporate Sponsors<br />New Value Proposition of group oriented fun and recreation<br />Increased attendance rate from new demographics<br />Animals<br />Capital Improvement/ Maintenance<br />Wages<br />Admissions Special Events Train Rides<br />Carousel Rides Concessions Donations Gift Store Giraffe Feedings<br />Education Programs<br />
    43. 43. Findings & Analysis 1<br />Sub-Hypothesis 1:<br /> Expanding target customer demographics will increase the attendance rate.<br />What did we discover from using the BMG Canvas and EFAS?<br /><ul><li>Local competition is attracting the same customer demographics as the Zoo
    44. 44. Zoo can expand their customer demographic to include students and young adults
    45. 45. New value proposition will be cheap, group recreational fun, and entertainment
    46. 46. This will result in an increased attendance rate</li></ul>Sub-Hypothesis 1 is TRUE!<br />
    47. 47. Sub-Hypothesis 2<br />Sub-Hypothesis 2:<br /> Offering additional experiences will strengthen existing relationships.<br />Data Types:<br />Industry Trends<br />Statistical Data<br />Sources:<br />Sac Zoo Website<br />Competitor Websites<br />Sac Zoo Employee Interview<br />Local Attraction Websites<br /> Aerospace Museum<br /> CA State RR Museum<br /> Crocker Art Museum <br />Analysis Method:<br /> Activity Map<br /> EFAS/IFAS<br /> SWOT/TOWS<br /> Value Added<br /> Trade Offs<br /> BMG Canvas<br />
    48. 48. Current Activity Map<br /> Docent<br /> Tours<br /> Kid’s<br />Summer Camp<br /> Local<br /> Research<br /> Member of<br />Associations<br /> Partnered<br />w/ Jiffy Lube<br /> Zoo<br /> Mobile<br /> Cell Phone<br /> Safari<br /> Local/Global<br /> Support<br /> Education<br />Conservation<br /> Green Team<br /> Seasonal<br /> Shows<br /> Annual<br /> Trip<br /> Enrichment<br /> Carousel<br /> Animal<br /> Exhibits<br /> Birthday<br /> Behavioral<br /> Training<br />Animal<br /> Care<br /> Recreation<br /> Parties<br />Corporate<br /> Veterinary<br />Care Staff<br /> Animal <br /> Care Staff<br /> Giraffe<br /> Feeding<br /> Special<br /> Events<br />Wedding<br /> Access to<br />Medical Eqpt<br /> Partnered<br />w/ UCD Vet<br /> School<br /> Train<br />
    49. 49.
    50. 50. Future Activity Map<br /> Animal Acquisition<br /> Petting <br /> Zoo<br /> Behind the scenes tour<br /> Keeper Talks<br /> Partner w/<br />Schools<br /> Graduation<br /> Podcasts<br /> Overnights<br /> Volunteers<br /> Teen Activity<br /> Docent<br /> Tours<br /> Kid’s<br />Summer Camp<br /> Local<br /> Research<br /> Member of<br />Associations<br /> Partnered<br />w/ Jiffy Lube<br /> Zoo<br /> Mobile<br /> Cell Phone<br /> Safari<br /> Local/Global<br /> Support<br /> Education<br />Conservation<br /> Green Team<br /> Seasonal<br /> Shows<br /> Annual<br /> Trip<br /> Enrichment<br /> Carousel<br /> Animal<br /> Exhibits<br /> Birthday<br /> Behavioral<br /> Training<br />Animal<br /> Care<br /> Recreation<br /> Parties<br /> Other Ani<br />Feeding<br />Corporate<br /> Giraffe<br /> Feeding<br /> Veterinary<br />Care Staff<br /> Animal <br /> Care Staff<br /> Special<br /> Events<br />Wedding<br /> Access to<br />Medical Eqpt<br /> Partnered<br />w/ UCD Vet<br /> School<br /> Train<br />Guest Appearance<br />
    51. 51.
    52. 52.
    53. 53. SWOT/TOWS<br />
    54. 54. Value Added<br />Offering Additional Experiences<br /> Adds value to current customer experience<br /> Strengthens current customer relationships<br />Trade Off Additional costs maybe required to offer the additional experiences<br />Current<br />Willingness to pay<br />Cost<br />Current Price<br />Value captured by customer<br />Value captured by Zoo<br />New<br />Willingness <br />to pay<br />Cost<br />Current Price<br />Increased<br />Same<br />Value captured by Zoo<br />Value captured by customer<br />
    55. 55. VALUE <br /> PROPOSITION<br />RELATIONSHIPS<br />CLIENTS<br />KEY<br />PARTNER<br />KEY<br /> ACTIVITIES<br /> CHANNELS<br />KEY<br />RESOURCES<br /> REVENUE STREAMS<br /> COST CENTRES<br />Business Model Canvas<br />Educational Programs<br />Recreational Options<br />Animal Exhibits<br />Breeding Program<br />Conservation Support and Research<br />Community Outreach<br />Behind the Scene Tours <br />Guest Appearances<br />Petting Zoo<br />Customer Retention<br />Facebook Community<br />UC Davis Veterinary School<br />City of Sacramento<br />AZA<br />Customer Acquisition <br />Corporate Sponsors<br /> (Target, BofA, Wells Fargo, US Bank)<br />City of Sacramento<br />AZA<br />Individual families (Fowler, Mower, Chappell)<br />UC Davis Veterinary School<br />Local Attractions<br />Family Oriented<br />Recreation<br />Education<br />Animals<br />Accessible<br />Group Oriented<br />Special experiences<br />Multi-Attraction Discounts<br />Families with young children (<12 yrs)<br />Students and Young Adults<br />Increase partnerships <br />Increased customer retention<br />Increased value through new activities<br />Direct Mail<br />Radio/TV/Print Ads<br />Internet Website<br />Social Media Outlets (Facebook, Twitter, Four Square)<br />Word of Mouth<br />School/University connections<br />Knowledgeable Animal and Veterinary Care Staff<br />Animals<br />Zoo Website<br />UC Davis Vet School Partnership<br />Corporate Sponsors<br />Increased revenue <br />Animals<br />Capital Improvement/ Maintenance<br />Wages<br />Admissions Special Events Train Rides<br />Carousel Rides Concessions Donations Gift Store Giraffe Feedings<br />Education Programs<br />
    56. 56. Findings & Analysis 2<br />Sub-Hypothesis 2:<br /> Offering additional experiences will strengthen existing relationships.<br />What did we discover from using the Activity Map, EFAS/IFAS, SWOT/TOWS, and Value Added?<br /><ul><li> Customers are willing to pay for additional experiences
    57. 57. Adding a petting zoo and partnering with local attractions for discounts will strengthen current relationships as it adds value to their experience
    58. 58. This will increase admission and revenue sales
    59. 59. These added activities will differentiate the Zoo from local attractions</li></ul>Sub-Hypothesis 2 is TRUE!<br />
    60. 60. Sub-Hypothesis 3<br />Sub-Hypothesis 3:<br />Special appreciation programs and perks designed for investors will retain their loyalty and support to the Zoo.<br />Sources:<br />Sac Zoo Website<br />Competitor Websites<br />Sac Zoo Employee Interview <br />Annual Reports<br /> Sacramento Zoo<br /> Santa Ana Zoo<br /> Oakland Zoo<br />Analysis Method:<br />Loyalty Map<br />Value Added<br />BMG Canvas<br />Data Types:<br />Statistical Data<br />
    61. 61. Loyalty Map<br />Families/Individuals<br />who like animals<br />Cash for Capital<br />Improvements<br />Fam/Indivwho are members<br />Corp and Fam/Indivi<br />who fund exhibits<br />Inspiration, appreciation,<br />understanding, and respect<br />for all living animals<br />Growth<br />Wild Providers and<br />Corp. Sponsorship<br />Zoo Keepers w/<br />2+yrs experience<br />Raises, conferences,<br />promotions<br />Profits<br />Donation<br />Zoo Keepers who remainat Zoo for 5+yrs<br />Superior animalcare and public edu.<br />
    62. 62. Future Loyalty Map<br />Families/Individuals<br />who like animals<br />Cash for Capital<br />Improvements<br />Fam/Indivwho are members<br />Corp and Fam/Indivi<br />who fund exhibits<br />Inspiration, appreciation,<br />understanding, and respect<br />for all living animals<br />Growth<br />Wild Providers and<br />Corp. Sponsorship<br />Zoo Keepers w/<br />2+yrs experience<br />Raises, conferences,<br />promotions<br />Special Programs<br />Donation<br />Zoo Keepers who remainat Zoo for 5+yrs<br />Superior animalcare and public edu.<br />
    63. 63. Value Added<br />Offering Special Programs to Investors<br /> Adds value to their support to the Zoo<br />Current<br />Willingness to pay<br />Cost<br />Current Price<br />Value captured by Zoo<br />Value captured by Investors<br />Willingness <br />to pay<br />New<br />Cost<br />Current Price<br />Same<br />Increased<br />Value captured by Zoo<br />Value captured by Investors<br />
    64. 64. VALUE <br /> PROPOSITION<br />RELATIONSHIPS<br />CLIENTS<br />KEY<br />PARTNER<br />KEY<br /> ACTIVITIES<br /> CHANNELS<br />KEY<br />RESOURCES<br /> REVENUE STREAMS<br /> COST CENTRES<br />Business Model Canvas<br />Educational Programs<br />Recreational Options<br />Animal Exhibits<br />Breeding Program<br />Conservation Support and Research<br />Community Outreach<br />Tours <br />Guest Appearances<br />Petting Zoo<br />Customer Retention<br />Facebook Community<br />UC Davis Veterinary School<br />City of Sacramento<br />AZA<br />Customer Acquisition<br />Corporate Sponsors <br />Corporate Sponsors<br /> (Target, BofA, Wells Fargo, US Bank)<br />City of Sacramento<br />AZA<br />Individual families (Fowler, Mower, Chappell)<br />UC Davis Veterinary School<br />Increased value gained through special experiences<br />Family Oriented<br />Recreation<br />Education<br />Animals<br />Accessible<br />Special experiences<br />Families with young children (<12 yrs)<br />Students and Young Adults<br />Increased number of Sponsors <br />Strengthen Sponsors relationship/<br />loyalty<br />Direct Mail<br />Radio/TV/Print Ads<br />Internet Website<br />Social Media Outlets (Facebook, Twitter, Four Square)<br />Word of Mouth<br />School/University connections<br />Knowledgeable Animal and Veterinary Care Staff<br />Animals<br />Zoo Website<br />UC Davis Vet School Partnership<br />Corporate Sponsors<br />Increased financial support (donations)<br />Animals<br />Capital Improvement/ Maintenance<br />Wages<br />Admissions Special Events Train Rides<br />Carousel Rides Concessions Donations Gift Store Giraffe Feedings<br />Education Programs<br />
    65. 65. Findings & Analysis 3<br />Sub-Hypothesis 3:<br />Special appreciation programs and perks designed for investors will retain their loyalty and support to the Zoo.<br />What did we discover from using the Loyalty Map and Value Added? <br /><ul><li> Decreasing profits is deterring investors from their support
    66. 66. Special appreciation programs and perks will increase their value gained
    67. 67. Sacramento Zoo will be able to retain investors’ loyalty and continue receiving funding for capital improvements</li></ul>Sub-Hypothesis 3 is TRUE!<br />
    68. 68. Conclusion: Summary of Findings<br />Expanding customer demographics will increase attendance and therefore revenue<br />Offering additional experiences will strengthen existing customer relations by providing a higher valued experience<br />Special programs geared towards investors will strengthen their relationship with the Zoo for continued support<br />Conclusion: <br />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.<br />
    69. 69. Recommendations<br />Create a strategy to target students and young adults<br />Market the Zoo as a “Hang-out” place: cheap, group fun, entertaining<br />Offer experiences that will make visiting the Zoo more memorable and valuable<br />Add Petting Zoo, tours, special guest appearances<br />Offer multi-local attraction discount passes<br />Design special programs and perks for investors to strengthen their loyalty and value gained for their continued support<br />Reservations to annual events and trips abroad<br />Investor related tours/programs <br />
    70. 70. Risks and Impacts of Recommendations<br />Recommendation 1<br />Create a strategy to target students and young adults<br />Market the Zoo as a “Hang-out” place: cheap, group fun, entertaining<br />Pros<br />Increased customer base and admissions/revenue<br />Special events will increase brand recognition<br />Cons<br />Can be difficult to move away from family oriented value proposition<br />Can be difficult to target teenagers<br />Events are in the evening/night<br />Major Risks<br />May loose family oriented atmosphere and current customers<br />Effort put into special events may backfire for the demographics<br />
    71. 71. Risks and Impacts of Recommendations<br />Recommendation 2<br />Offer experiences that will make visiting the Zoo more memorable and valuable<br />Add Petting Zoo, tours, special guest appearances<br />Offer multi-local attraction discount passes<br />Pros<br />Increased customer base, admissions, revenue, partnerships, brand recognition, and community image<br />Cons<br />Requires additional staff and resources (finances and animals) to make it happen <br />May not benefit local attractions enough to participate in partnership<br />Targets current demographics<br />Can be difficult for new demographics to see the value if partnered with other family oriented attractions<br />Major Risks<br />Costs associated with additional experiences can offset revenue gained for Zoo<br />May not result in increased admissions/revenue for the Zoo if customers choose to go to the other better attractions<br />
    72. 72. Risks and Impacts of Recommendations<br />Recommendation 3<br />Design special programs and perks for investors to strengthen their loyalty and value gained for their continued support<br />Reservations to annual events and trips abroad<br />Investor related tours/programs <br />Pros<br />Will retain investors for longer durations<br />Will have the support to complete capital improvements and exhibit renovations<br />Cons<br />Costs associated with paying staff overtime or hiring additional staff for the programs<br />Major Risks<br />Special programs may not be high enough value for investor retention<br />
    73. 73. Decisions Requested by Management for Success<br />Strategically weigh the pros/cons of each recommendation<br />See that there is value to be gained by each one for increasing revenue<br />Pursue targeting other age demographics<br />Develop strategies to retain investors for longer periods of time<br />Commit budgets and resources for implementation of new strategies<br />Persuade local attractions of benefits gained through partnerships<br />Make it happen!<br />
    74. 74. Executive Summary: Our 5 Main Points<br />The Sacramento Zoo is not generating the revenue needed for capital improvements and exhibit renovations<br />Expanding the customer demographic will increase attendance<br />Offering additional experiences and increasing partnerships with local attractions will attract and maintain customers<br />Increased investor loyalty can be accomplished through value added<br />Revenue streams can be strengthened through customer diversification, enhanced customer experiences, and investor loyalty retention <br />
    75. 75. Questions?<br />Thank You!<br />

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