This case describes the disaster of a little deteriorating zoo located in a little community in an economically depressed area. The key decision point is defined at the start as the newly hired zoo director is preparing a reversal strategy. The students need to develop a concrete plan, a strategy and a vision taking into consideration of the park's limited resources and the environment within which it works.
In the three years before the appointment of the new director, the decline had accelerated, mainly due to weak direction and turmoil on top. The facility had lost its certification by the Association of Zoos and Aquariums, although the board was resolved to keep the park afloat and permanent close was a realistic possibility. Additionally, the people needed to be ensured of the zoo's viability. The start of the new season was only a month or two away and decide what to do, present a persuasive strategy to the board and to develop a budget for the upcoming season and the new zoo manager had to sort through a multitude of issues. Most crucial was to raise funding, yet the county and the city were improbable sources given the poor state of the local market.
PUBLICATION DATE: January 11, 2010 PRODUCT #: UV4318-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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