Audubon Zoo, 1993 Case Analysis

11/7/2014
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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hinder the zoo directors 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
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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
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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
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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 1980s:
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

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Core of a companys 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 earths
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
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MISSION
High Ideals
Strategic Direction
Cohort B
Strategic Direction
The Institutes 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
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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 hasnt 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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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
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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
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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 & 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,
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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 its members & volunteers
Remains innovative
Cohort B
Audubon Zoo, 1993

Case Analysis
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