Strategy
Strategy assignment
“ Edinburgh
Zoo ”
The preparatory group work was undertaken by:
Introduction to the assignment and to Edinburgh Zoo
This document reflects on a group work in respect of the current and estimated future strategy of Edinburgh Zoo. The group looked at the organisation using the contextual framework of an animal-related day-out fun-opportunity for families and tourists in Scotland, in particular for the inhabitants of Glasgow and Edinburgh. Due to collaboration limitations whilst group work, this author can only refer to group member within this account. Firstly, Edinburgh Zoo as an organisation will be briefly introduced. Secondly, the “SWOT analysis” and “Porter´s five forces” will be explained and applied in order to diagnose the situation and potential strategic options for Edinburgh Zoo. Thirdly, a strategy proposal for Edinburgh Zoo will be developed, followed by a critical discussion on the advantages and limitations of the two tools.
Unfortunately, an interview request with the Zoo management was denied due to current strategy review and development within the Royal Zoological Society. Hence, relevant data were retrieved from the Edinburgh Zoo web page. These include, among others, annual reports, chief executive´s blogs and press releases. Other sources being used within this account will be separately referenced.
The Edinburgh Zoo is the largest wildlife attraction in Scotland, ideally located three miles west of Edinburgh Centre. It was established in 1913 and is owned by the Royal Zoological Society (Gillespie, 1964). Since then the Zoo has been operated as a nonprofit charity. Right from the very beginning, the Zoo aims to host rare species with the utmost possible degree of naturalness and to offer a day out opportunity including a zoological educational aspect for people (Gillespie, 1964). To date, the Zoo claims
to be one of Europe´s leading centres of conservation, education and research. Especially
“ Edinburgh
Zoo ”
The preparatory group work was undertaken by:
Introduction to the assignment and to Edinburgh Zoo
This document reflects on a group work in respect of the current and estimated future strategy of Edinburgh Zoo. The group looked at the organisation using the contextual framework of an animal-related day-out fun-opportunity for families and tourists in Scotland, in particular for the inhabitants of Glasgow and Edinburgh. Due to collaboration limitations whilst group work, this author can only refer to group member within this account. Firstly, Edinburgh Zoo as an organisation will be briefly introduced. Secondly, the “SWOT analysis” and “Porter´s five forces” will be explained and applied in order to diagnose the situation and potential strategic options for Edinburgh Zoo. Thirdly, a strategy proposal for Edinburgh Zoo will be developed, followed by a critical discussion on the advantages and limitations of the two tools.
Unfortunately, an interview request with the Zoo management was denied due to current strategy review and development within the Royal Zoological Society. Hence, relevant data were retrieved from the Edinburgh Zoo web page. These include, among others, annual reports, chief executive´s blogs and press releases. Other sources being used within this account will be separately referenced.
The Edinburgh Zoo is the largest wildlife attraction in Scotland, ideally located three miles west of Edinburgh Centre. It was established in 1913 and is owned by the Royal Zoological Society (Gillespie, 1964). Since then the Zoo has been operated as a nonprofit charity. Right from the very beginning, the Zoo aims to host rare species with the utmost possible degree of naturalness and to offer a day out opportunity including a zoological educational aspect for people (Gillespie, 1964). To date, the Zoo claims
to be one of Europe´s leading centres of conservation, education and research. Especially