Executive_Summary

Writing Sample

Executive Summary

This summary provides an overview of key marketing dimensions of the Toronto Zoo, and discusses recent challenges that have emerged. It also provides a synopsis of the conclusions and recommendations that have been developed in response to those challenges. It has been developed for the marketing team at the Zoo, to provide them with a brief précis of the entire paper.

In its 30-year history, the Zoo has enjoyed good success in terms of attracting visitors to its 700-plus acre site in Scarborough. However, the large-scale renovations (and the associated decrease in the number of animals on exhibit) and price increase have impacted attendance levels and put the achievement of annual targets at serious risk. While the Dinosaurs Alive! event has helped to mitigate some of this risk, the show’s impending closure means that alternative means of attracting consumers must be found.

The Zoo has clearly defined its target market as adults aged 25 to 54 with children aged 12 and under (White, 2006, p.2). Furthermore, adult women have been identified as the key decision-makers in choosing a family visit to the Zoo. The marketing activities undertaken to date have very clearly focused on this group, and have yielded considerable success (both in terms of driving attendance levels and in terms of professional recognition for advertising quality). The marketing efforts reflect a clear understanding of target market consumer values, attitudes and needs. However, the strength of the marketing has been such that consumers in general now perceive the Zoo as a specifically child-oriented attraction. An academic literature search revealed that the children/zoo link is not unique; facilities in both the U.S. and U.K. have also experienced this phenomenon.

Research findings showed that the Zoo’s tight focus on family visits has discouraged other consumers from visiting the facility. Findings also showed that a number of the Zoo’s benefits are not widely recognized, that ‘silent’ deterrents may be impacting attendance, and that there are opportunities to enhance membership relations.

Accordingly, the following recommendations have been developed. The first is to expand the target market to include the rapidly expanding population of Baby Boomers and Seniors. This will require the preparation of a psychographic analysis to identify and define the particular needs of lifestyle groups within these cohorts. Based on the outcome of this analysis, new programs (such as adult-only tours, seniors’ special days, etc.) can be developed. The second recommendation is to develop a new, two-part marketing campaign. This campaign would educate consumers on the Zoo’s conservation work (so as to reduce the risks associated with negative media coverage of other zoos), and profile additional benefits of Zoo visits (such as health benefits, photography opportunities, etc.) The final recommendation deals with the revitalization of relationships with Zoo members, so as to reinforce their loyalty and encourage word-of-mouth that draws in new visitors.

Morgan and Hodgkinson (1999, p.227) observed that today’s zoos provide a vital connection between people and animals. As a world-renowned facility that is undergoing an exciting physical transformation, the time is right for the Toronto Zoo to rejuvenate its marketing approach so as to contribute to the ongoing success of this important institution.