Uncovering New Opportunities for the San Diego Zoo through Conservation and Biomimicry
•Download as PPT, PDF•
0 likes•665 views
This presentation reveals how Jump Associates and The San Diego Zoo collaborated together to pin point sustainable growth strategies and initiatives for the The San Diego Zoo. In uncovering conservation and biomimcry as new business opportunities, The San Diego Zoo has now reinvented itself, naturally.
Recommended
More Related Content
Similar to Uncovering New Opportunities for the San Diego Zoo through Conservation and Biomimicry
Similar to Uncovering New Opportunities for the San Diego Zoo through Conservation and Biomimicry (20)
More from Sustainable Brands
More from Sustainable Brands (20)
Recently uploaded
Recently uploaded (20)
Uncovering New Opportunities for the San Diego Zoo through Conservation and Biomimicry
- 1. “ Uncovering New Business Opportunities by Meeting People Where They Are” Joe Prange- San Diego Zoo Lara Lee- Jump Associates
- 2. Uncovering New Business Opportunities by Meeting People Where They Are Jon Prange, Venture Business Manager, The San Diego Zoo Sustainable Brands 2009 Lara Lee , Principal, Jump Associates © 2009 Copyright Jump Associates LLC
- 3. NATURAL REINVENTION sustainability + innovation = growth
- 4. Meeting People Where They Are Strategy Into Action Sustainable Growth Strategy Takeaways
- 5. Meeting People Where They Are Strategy Into Action Sustainable Growth Strategy Takeaways
- 6. Jump is a growth strategy firm. We help create new businesses and reinvent existing ones. Our specialty is delivering sustainable growth through customized strategies grounded in empathy.
- 7. Energy Efficiency Materials Cost Savings Compliance Community Outreach Sustainability is often viewed as a compromise.
- 8. Framing sustainability as a growth strategy can transform businesses and set them up for long term success.
- 9. Natural Reinvention is a path to sustainable growth. Get outside to understand changing needs and values Dig deep to clarify assets, capabilities and passions Reframe the challenge and connect the dots
- 10. Changing values show the way to letting go Emerging needs reveal new opportunities Sustainability drives creative renewal Eliminate what’s not valued by the people you serve. Repurpose resources toward sustainable new growth. Changing priorities increase demand for sustainable offerings. Diffusion of green innovations brings opportunity to reinvent existing categories. Emerging needs create openings for new categories and business models. Leverage underutilized assets and capabilities. Engage employees and energize the culture. Embrace change as a constant source of creative renewal. Create a virtuous cycle of natural reinvention. Natural Reinvention is sustainability with empathy.
- 11. Meeting People Where They Are Strategy Into Action Sustainable Growth Strategy Takeaways
- 12. The San Diego Zoo came to us with a problem: How do we position ourselves as a world conservation leader and attract new funding?
- 13. We reframed the challenge: Create a strategy for sustainable growth by identifying new revenue streams to fund conservation and grow the business.
- 14. Working with key stakeholders across the organization, we started by getting out into the world and building insight into the lives of our visitors .
- 15. Save endangered animals. Conservation can be a very confusing space . It’s hard to know which views you can trust, and people aren’t sure how to make a difference . Reduce your carbon footprint Go green! Carbon credits don’t do anything. Global warming hasn’t’ been scientifically proven Save endangered animals. Drinking a glass of milk can do more harm to the environment than driving to work. 90% of humanity will be dead in 90 years. ? ? ?
- 16. Conservation Active Interested and directly involved in animal and habitat conservation. Conservation Aligned Doing things that indirectly help animal and habitat conservation. Conservation Apathetic Don’t care about animals or habitats. People are in different places when it comes to conservation.
- 17. Lots of people want to do right by the planet but don’t know where to start . And they don’t think of it as conservation. It’s all about the personal bottom line. We need to look out for those without a voice. A good garden is a mark of a good person. God has entrusted us to take care of and beautify his creations. Being green builds social capital. A good parent instills social values in their children. Pets are part of the family. My health is linked to the planet’s health. Conservation is an insider frame. People bring different frames to conservation activities. We need to do what we can for future generations. Nature can help you escape everyday stresses. The natural world is full of surprises that are fun to learn about.
- 18. Based on new insights into needs, emotions and behaviors we reframed the competitive landscape , then identified 14 opportunity areas to create new revenue by connecting people with conservation.
- 19. Prioritizing opportunities based on strengths and assets showed that the San Diego Zoo is uniquely positioned to grow as a conservation leader by meeting people where they are , then helping them along a conservation journey.
- 20. Build Capabilities and Credibility Connect People to Conservation Cultivate Conservation Leadership 1 3 2
- 21. Meeting People Where They Are Strategy Into Action Sustainable Growth Strategy Takeaways
- 22. is a conservation, education, and recreation organization dedicated to the reproduction, protection, and exhibition of animals, plants, and their habitats.
- 23. The San Diego Zoo connects people to wildlife and conservation through a one-of-a-kind collection of assets and capabilities. Multi-disciplinary teams of scientists, researchers and animal keepers 8,000 animals at the Zoo and Wild Animal Park combined 2.2 million plants on a combined 1,900 acres A Frozen Zoo storing samples from more than 8,000 mammals, birds and reptiles
- 24. Our collaboration with Jump helped us bring multiple perspectives to the table and gain traction across the organization, by turning stakeholders into ambassadors .
- 25. Our work also revealed new insights about our visitors and ourselves. We gained a new appreciation for our assets and capabilities and learned the importance of connecting with people on their own terms.
- 26. The opportunity map gave us not only direction and prioritization , but also clarity on what not to pursue .
- 27. Build Capabilities and Credibility 1 Hosting a CTO consortium addressing the issue of water scarcity Partnering with Biomimicry Guild, Institute, and the City of San Diego Launching biomimicry consulting for business and education
- 28. Our facilities and location uniquely position us to host biomimicry design charrettes. Biomimicry consulting builds capabilities and credibility. 1 By consulting with businesses and collaborating with schools we meet people where they are. Biomimicry consulting draws on our expert knowledge and extensive array of plants and animal species.
- 29. Connect People to Conservation 2 (flight line video, or at least image of someone on flight line) Flightline and eco-tourism Growing video area of website Immersive experiences that make conservation memorable
- 30. 2 We can deliver high-impact ecotourism experiences just outside San Diego. Immersive experiences connect people to conservation. By making conservation immersive and fun we inspire people to share the impact through global channels such as YouTube – thus meeting more people where they are. Our extensive facilities are coupled with our scientific expertise and background in experience design.
- 31. Cultivate Conservation Leadership 3 Venture Business Office Conservation Finance
- 32. Meeting People Where They Are Strategy Into Action Sustainable Growth Strategy Takeaways
- 33. Immediate action meets people where they are today to create momentum and show progress. Long-term initiatives reinvent the business model and inspire your organization to greatness. Sustainable growth strategy requires balance.
- 35. Get outside Understand changing needs and values Dig deep Clarify assets, capabilities, passions Reframe your challenge Connect the dots Find your game-changer Take immediate action Share your success
Editor's Notes
- Intro self & Jon On one level, we’re here to share inisghts about finding proprietary whitespace opps for growth by meeting people where they are… It’s an important idea…because as believers in the sustainability cause, we can all sometimes get caught up in the notion that if all the rest of the people out there would just “get it” – if all the consumers would just accept that the world needs us to embrace more sustainable solutions – then our lives would be a lot easier and we could move a lot faster to bring about the change that’s needed if we’re going to survive as a species for the long-term. As marketers, we know that we can’t actually MAKE people “get it” – we need to meet them on their own terms. But as responsible green marketers, we also know that our job is to help bring others along - to educate them over time about their choices, and their impact, so that together we can make a more sustainable world.
- On another level, we’re here to share with you a point of view about sustainability not just as an imperative for survival, but an actual driver of growth and creative renewal – for every organization. And to illustrate that idea in action by talking about our work together to develop a sustainable growth strategy for the San Diego Zoo. At Jump we call this idea Natural Reinvention. It’s an approach to achieving sustainable growth that’s firmly grounded in empathy for people and their changing needs – both within organizations and out in the world. It’s a way of keeping a business relevant to customers and stakeholders through ongoing evolution instead of periodic, massive upheavals. And it’s an avenue toward building employee loyalty and a culture that embraces continuous change. Before coming here to Sustainable Brands, Jon and I talked a lot about what we hoped people would take away from our session. And it boils down to just a few things. We want to give you some food for thought that you’ll stew on for a while. We aim to provide you concrete suggestions you can take home and use in the near term. And, most of all, we hope to inspire you all think about how you can apply the principles of Natural Reinvention within your own organizations. Our stretch goal is that, a year from now, when we all come back together, no less than half of you will be eager to report back on your progress at beginning to implement Natural Reinvention within your own organizations.
- So, tactically…in the next 30 mins. or so our plan is to talk a bit about: how sustainability can be a growth strategy the importance of meeting people where they are, particularly in this space how Jump and the San Diego Zoo developed a strategy to do just that, and General principles that every organization can apply
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”
- As we’ve dug into the project, the fundamental question facing the ZSSD had become clear. “How do we become a world leader in conservation? And how do we fund those activities?”