audubon zoo, 1993 case analysis

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Cohort B

Audubon Zoo, 1993Case Analysis

Rodrigo de Almeida Barreto

Edwin Hagan-Emmin

Dimitra Patrikarakou

Joseph Biedenharn

Olufunlola Pearce

Kimihiro Tateishi

Trevor BuddCohort B

Introduction Discussion Questions:0. 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
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hinder the zoo directors plans?Cohort B

Introduction

Audubon Zoo:Aims/Strategic objectivesJoe BiedenharnStructure/Stakeholders - Edwin Hagan-EmminEffectiveness/ConclusionTrevor Budd

Cohort B

Executive SummaryWe aim to demonstrate that:

The Mission has guided the strategic direction ofthe zooThe strategy of the zoo has changed very little

The open structure of the zoo prevents anysingular stakeholders having dominant influenceThe current strategy & structure of the zoo willcontinue to be effective in the future as long asit:

Remains innovative in line with the mission

Builds on its core competenciesContinues to reflect the values of both itsmembers & volunteers

Cohort B

BackgroundFocus of National Concern in early 1970s

Animal ghetto


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An animal concentration camp$5.6m zoo improvement plan launched 1972

Recommended by the Bureau ofGovernmental Researchin 1971

Launched by theAudubon Park Commission1972Finally approved by the New Orleans CityPlanning Commission1973

Cohort B

1972 - 1993

Physical facilities grew from 14 to 58 acresPurpose remained to entertainIntroduction of admission charges in 1972 sawattendance increase dramaticallyFriends of the Zoo (FOTZ)

Founded with 400 voluntary members; elected24 member board in 1974/5Aim: to increase support and awareness initiallybut soon expanded to involve funding, operatingand governing the zoo

Cohort B

1972 - 1993FOTZ, oversaw:

PoliciesSet membership guidelines

Concessions, fundraising & marketingVolunteers staffed many of the zoo programsZoo area patrollers


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Assisted in commissary, animal healthcare, wildbird rehab, etc.

Audubon Park Commission:Set actual policyControlled operationsSet zoo hoursSet admission pricesEtc.

Cohort B

1972 - 1993FOTZ became the Audubon Institutein 1988 toreflect its growing interests:

Fundraising:

Adopt an animal

,

Zoo-to-do

Membership: 400 in 1974, peaked at 3800 in1990Concessions: 1976 profits were $1,500, peakingat $700,000 in 1988

Cohort B

1972 - 1993Award winning advertising campaigns

In 1984 only 36% were touristsPromotional programs

Educational activities: Junior zoo keepers,

Student internships & Zoomobile, for externalevents

Financial Success


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Attributed to FOTZ, continuing attendanceincreases and creativity in special events &programsCorporate support high; In 1989 the fundraising

goal was $1,500,000Cohort B

1972 - 1993By the late 1980s:

Virtually spotless - adequate staffing & pride93% of visitors gave a high approval ratingOne of the top 3 zoos of its size in the U.S.A.Almost financially self sufficient by 1987Organisation expanded with a full compliment ofprofessionals & managers

Cohort B

External

Environment

Internal

Situation

CEO, Topmanagement

team

Organization

Design

Effectiveness

Outcomes

Role of an organisation`s Mission


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Core of a companys Strategic DirectionPurposeWhy the Company ExistsValuesWhat the Company Believes In

Strategic Direction

StrategicDirection

Cohort B

The mission of the Audubon Institute is to

cultivate awareness andappreciation of life and the earthsresources and to help conserve andenrich our natural world.

Audubon Institute Mission Statement

Strategic DirectionCohort B

Membership

FOTZ

Staff

Local Community

Stakeholders

Whose interests should the Mission address?

City / State


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MISSIONHigh Ideals


Strategic DirectionThe Institutes primary objectives:(integral part of the mission statement)

Conservation: To participate in the global effort to conservenatural resources by developing and maintaining captive stocks ofendangered plants, animals, and marine life, and by cooperating withrelated projects in the wild.

Education: To impart knowledge and understanding of the

interaction of nature and man through programs, exhibits, andpublications and to encourage public participation in global conservationefforts.

Research: To foster the collection and dissemination of scientificinformation that will enhance the conservation and educationalobjectives of the facilities of the Audubon Institute.

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

Leadership: To serve as a model in the civic and professionalcommunities. To foster a spirit of cooperation, participation, and rise.

Cohort B

Strategic Direction


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Strategy:

Expansion of Programs and

FacilitiesMarketing and AdvertisingRaising Awareness

Grow Financial ResourcesEncourage Participation

Educational Programmes, etc.Cohort B

Fulfilling the mission statementEntertainment, breeding animal species,conducting research and educating the public

It hasnt changed in principle, however it now:Has increased focus on partnering with thecommunityStrives for never ending innovation to stimulateattendance, visitors & staff (inc. to motivate)Aims to be completely self-funding with an

increased focus on its economic position

Strategy & how has it changed?


Sources: Daft, Lewin & Stephens, Ashbridge


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Organisation DesignIn what way does the structure of the zoo affect theinfluence of different stakeholders?

STRATEGY / STRUCTURE

External

Environment

Internal

Situation

CEO, Top

management

team

Organization

Design

Effectiveness

Outcomes

StrategicDirection

Cohort B

Organisation DesignThe zoo`s operational structure is hierarchical

Weber study in organisation growth as mostefficient structure

The collaborative nature of the organisation

structure tempers unrestricted influenceQuinn & RohrbaughOpen system structure


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Organisations bounded by mission and culture willhave specific mechanisms for restricting dominantinfluence

A notion of Power Equilibrium between

stakeholders fostered via an open organisationstructureCohort 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 DesignMembershipCohort B

What bonds the stakeholders Internal & External?

MISSION


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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


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Has mission, strategy & structurebeen effective?

Cohort B

How Effective? Very!!!By 1987, Audubon Zoo had managed to becomean almost self-sufficient organization: the smallamount of money received from government grantsamounted to less than 10% of the budget.

If non-profit organizationseffectiveness is a matterof comparison, Audubon Zoo is again effective:

Delegates from the American Association ofZoological Parks and Aquariums ranked the AudubonZoo as one of the top three zoos of its size in

America

EffectivenessCohort B

Increase in the number of both Paid and Member

AdmissionsCohort B

Increase in the number of MembershipsCohort B

EffectivenessAudubon Zoo has managed to align its structure,


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strategy and mission

Internal & External

Stakeholders

Interests reflected

in the MISSION

STRATEGY

STRUCTURE

Further emotional investment of StakeholdersCohort B

ConclusionAudubon zoo has been extremely successful & willcontinue to be extremely successful as:

There is a strong sense of Mission guidingoverall strategy, which has changed very littleThe structure of the zoo, with its manystakeholders, controls their individual influence& facilitates the aims of the DirectorThe current strategy & structure of the zoo willcontinue to be effective in the future if:

It follows its core competencies and thevalues of both its members & volunteersRemains innovative

Cohort B

Audubon Zoo, 1993Case Analysis


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