Summary Introduction This report is part of Derby Zoo expansion campaign, Derby Zoo 2008, and beyond.

Its goal is to recommendation and a plan a new business venture supported with academic justifications. The venture is designed to contribute to the zoos effort to achieve strong growth fit for the 21st century by enhancing its current portfolio of services with the introduction an overnight activity that will simulate a segment of an African safari experience. Key points An important key point are innovative strategies to respond to the current economic and environmental influences. The report will draw on accepted marketing and operations concepts. An in depth marketing analysis will evaluate the zoos internal and external influences, its attributes based on its current success [brand, services, delivery, and products] to formulate a sustainable strategy to promote the new offering. The operation analysis will provide insight on delivery strategy to provide a system that is appropriate, cost efficient and realistic. Recommendation

Introduction:
Perhaps one of the notable strengths of Derby zoo in the wildlife & zoo day out destinations is its long history [opened 1888] of patronage as it is one of the oldest in the country. Its longevity could also be attributed to its prestigious collection of animals in the world. Derby zoos presence could be acknowledged as it has served as a major part in the countrys interest in natural history as scientific and recreational activity and supports a captive breeding program supporting initiative in preserving wildlife. Over the years in its existence it has experienced surges and ebbs of public patronage. Currently, it is confronted with how it could resolve its diminishing share of visitors which is critical in meeting its needs such as modifications of structures and addition of new exhibits. Its reported that some of the factors [weakness] contributing to decline are 1].the change in the publics perception of animal rights and 2].the emphasis placed on the requirement for conservation to occur in the wild. Moreover, the current economic trend with its long-term consequences plays a strong influence. These in turn stimulated a response from the zoo executive with the vision to put less emphasis on the good day out approach to appealing to peoples intelligence rounding it up with a claim, zoos have no right to exist in the late 21st century unless they can show they are good for animal.

How does Derby Zoo meet its customer needs [current strategy]? Besides what has been previously mentioned to promote business understanding the marketing mix employed reveals part of the current strategy (Borden, 1964).This is practiced in the following ways: by offering to 1].directly respond to a perceived demand from the public to promote animal rights. This is done by giving priority to animals in the breeding program especially when cost management measures are implemented. 2] review its service delivery process compared to visitors perception [through market research]. It is hoped it will reveal direction to improve service.3] with emphasis in word-of-mouth approach to convey features and benefits to potential visitors about offering. It is hoped that the recent market survey will engender strategic operation improvements. In its current position the tows chart reveals that the zoo could develop an offering that will attract both animal rights supporting public and the good day out market by improving its delivery system. Also consistent with the zoos current position suggest that growth through product or service development is perhaps the way forward to consider as a strategy for the venture ( Bain et al 2008). The current economic climate as trend [appendix II, figure 1] depicts will dictate the market environment of the zoo venture. This information could suggest that a prudent type [appendix III, figure 10] of venture be undertaken. So if growth were to be the direction it could be based on the introduction of an experience that highlights the zoos attractions which will support penetration of the current market (Ansoff). Already mentioned are the external [pestle] and internal [swot] environments which influence the zoos position. Another element to consider is the general distribution [appendix III, figure 9] of the day out attractions. It seems that wildlife and zoos have a smaller share of 3

the market in the higher single digit. This could mean more rivalry in the performance environment hence influencing scale and resource allocation. It seems the wildlife and zoo attraction has top drawers in the strategic areas [appendix IV,fig.18], Derbys biggest competitor in the area being Chester zoo as reflected on ticket sales. As a rival in the zoo market it maybe a good idea to pay attention to their marketing activity. will to complete a strategic market profile is the performance environment. It is not easy to determine market forces to define performance environment unless perhaps a specific research is accomplished for the purpose. However, information from leisure activities [mintel reports] data reported could provide information to determine the performance environment of the new venture, so an appropriate market strategy and planning can be undertaken. Mintel reports and interpretation, fragmented market, post modernist approach. Planning Implementation Control

The product is a eco-friendly safari experience. Consistent with market strategy is what the safari experience represents and its advantages. It could be argued that conservationists stress the relationship between 4

habitat and wildlife which are interdependent so habitat preservation is crucial. The campsites will reflect this urgency by design. For instance, landscaping could be designed using forest gardening so produce can be harvested not to mention its low maintenance value. One of the unique experiences of going to a safari in the African continent is camping. The sound and smell of the wilderness while sitting around the fire, or having a guided evening tour to experience and understand why animals behave the way they do when the sun goes down. In keeping with economic times To go on a Safari bears a hefty price tag. Not to mention other things that needs consideration to make the most of the experience. The general concept of the offering is to simulate a segment of a Safari experience in that the visitors will spend the night in a tent, have a campfire, enjoy a selection from a range of campsite cuisine, an evening or early morning self or guided tour in selected exhibits. Snooze n cruise: A Safari Experience on a budget. The extent of the economic downturn will have a major influence of the new venture as the extent of its effect is still unknown [ mitel]. In consideration, the venture has adopted a wait and sees strategy in that a development approach is undertaken. The general marketing strategy is based on the idea of penetration or acquiring a bigger share of the current market by extending a zoo attraction into the night. One of the rational for the offering is based on the idea of operational efficiency in that the zoo is almost running around the clock at level of current operations. Though there will be cost involved in development that might prove to be negligible in that it will not involve any major structures. and efficient use and it might be feasible to use nighttime resources to create revenue. 5

The idea for the venture is offering overnight camping at the zoo. Snooze n cruise. The camp sites will be designed to simulate the camping experience in a Safari. The Evening and morning tours could be incorporated to experience the zoo at night