Harvard Case - The National Geographic Society (A)
"The National Geographic Society (A)" Harvard business case study is written by David A. Garvin, Carin-Isabel Knoop. It deals with the challenges in the field of General Management. The case study is 20 page(s) long and it was first published on : Jan 3, 2011
At Fern Fort University, we recommend that the National Geographic Society (NGS) embark on a strategic transformation to ensure its long-term sustainability and relevance in a rapidly evolving media landscape. This transformation should focus on leveraging its rich content and brand equity to expand its digital presence, diversify its revenue streams, and engage a wider audience through innovative storytelling and immersive experiences.
2. Background
The National Geographic Society (NGS) is a non-profit organization dedicated to inspiring people to care about the planet through its iconic magazine, documentaries, and educational programs. Facing declining print subscriptions and increasing competition from digital media platforms, NGS is seeking to adapt its business model to remain relevant and financially viable.
The case study focuses on the leadership of John Fahey, NGS's CEO, who is tasked with navigating the organization through this challenging period. He must address concerns from the Board of Trustees regarding declining membership, financial performance, and the potential impact of digital disruption on NGS's core business.
3. Analysis of the Case Study
This case study presents a complex situation requiring a multi-faceted approach. We can analyze it through the lens of several frameworks:
1. SWOT Analysis:
- Strengths: Strong brand recognition, vast library of high-quality content, established expertise in exploration and storytelling, strong educational programs, and a dedicated membership base.
- Weaknesses: Declining print subscriptions, limited digital presence, reliance on a single revenue stream, potential for digital disruption, and a traditional organizational structure.
- Opportunities: Expand digital presence, diversify revenue streams through licensing and partnerships, leverage new technologies like VR and AR, develop immersive experiences, and engage new audiences through social media.
- Threats: Increasing competition from digital media platforms, changing consumer habits, economic downturns, and the potential for digital disruption.
2. Porter's Five Forces:
- Threat of new entrants: High, due to the low barriers to entry in the digital media space.
- Bargaining power of buyers: High, as consumers have numerous choices for content and entertainment.
- Threat of substitute products: High, as consumers can access similar content through various digital platforms.
- Bargaining power of suppliers: Low, as NGS has access to a wide range of content creators and technology providers.
- Rivalry among existing competitors: High, as NGS faces competition from established media companies, streaming services, and independent content creators.
3. Balanced Scorecard:
- Financial Perspective: Increase revenue through digital subscriptions, licensing, and partnerships, manage costs effectively, and ensure financial sustainability.
- Customer Perspective: Increase audience engagement, expand reach to new demographics, and build stronger relationships with members.
- Internal Processes Perspective: Streamline operations, improve efficiency, and enhance content production and distribution processes.
- Learning and Growth Perspective: Foster innovation, invest in technology and talent, and develop a culture of continuous improvement.
4. Recommendations
To address the challenges and capitalize on the opportunities, NGS should implement the following recommendations:
1. Digital Transformation:
- Develop a comprehensive digital strategy: Focus on creating engaging digital content, optimizing website and social media presence, and developing innovative digital experiences.
- Expand digital subscription offerings: Offer tiered subscription models with varying levels of access to content, exclusive features, and benefits.
- Embrace new technologies: Utilize VR, AR, and interactive storytelling to create immersive experiences that engage a wider audience.
2. Revenue Diversification:
- Explore licensing and partnerships: License content to other media platforms, collaborate with brands on co-branded content, and develop educational programs for schools and institutions.
- Develop new revenue streams: Create online courses, merchandise, and other products that leverage NGS's brand and content.
- Explore alternative funding models: Consider crowdfunding, grants, and philanthropic partnerships to support specific projects and initiatives.
3. Organizational Change:
- Embrace a data-driven approach: Utilize analytics to understand audience preferences, measure campaign effectiveness, and guide decision-making.
- Invest in talent and technology: Hire digital experts, content creators, and technologists to support the digital transformation.
- Foster a culture of innovation: Encourage experimentation, collaboration, and risk-taking to develop new products and services.
4. Brand Management:
- Strengthen brand equity: Reinforce NGS's core values of exploration, discovery, and conservation through compelling storytelling and educational programs.
- Engage with new audiences: Target younger generations through social media, influencer marketing, and innovative content formats.
- Maintain brand consistency: Ensure a consistent brand experience across all platforms and channels.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations leverage NGS's core strengths in content creation, storytelling, and education while adapting to the evolving media landscape.
- External customers and internal clients: The recommendations address the needs of both existing and potential audiences, while also empowering internal stakeholders to embrace change and innovation.
- Competitors: The recommendations focus on differentiating NGS from competitors by leveraging its unique brand equity, content library, and educational expertise.
- Attractiveness: The recommendations are expected to generate positive financial returns through increased revenue, reduced costs, and improved efficiency.
6. Conclusion
By embracing digital transformation, diversifying revenue streams, and fostering a culture of innovation, NGS can ensure its long-term sustainability and relevance in the 21st century. The proposed recommendations provide a roadmap for navigating the challenges and capitalizing on the opportunities presented by the evolving media landscape.
7. Discussion
Alternative options include:
- Maintaining the status quo: This option carries significant risk, as NGS would continue to face declining print subscriptions and increasing competition.
- Selling the organization: This option would provide immediate financial relief but would also result in the loss of NGS's legacy and mission.
The key assumptions underlying these recommendations include:
- Consumer demand for high-quality content: The recommendations assume that consumers will continue to value NGS's content and brand.
- Technological advancements: The recommendations assume that new technologies will continue to evolve and provide opportunities for NGS to create innovative experiences.
- Financial resources: The recommendations assume that NGS will have access to the necessary financial resources to implement the proposed changes.
8. Next Steps
To implement these recommendations, NGS should:
- Develop a detailed strategic plan: Outline specific goals, objectives, and timelines for each recommendation.
- Establish a dedicated team: Assemble a team of experts to lead the digital transformation, revenue diversification, and organizational change efforts.
- Secure funding: Identify and secure the necessary financial resources to support the implementation of the recommendations.
- Communicate effectively: Engage stakeholders, including members, employees, and donors, in the transformation process.
By taking these steps, NGS can position itself for a successful future in the dynamic and competitive media landscape.
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Case Description
In January 2010, John Fahey, president, CEO, and chairman of the board of trustees' executive committee of the Washington, D.C.-based National Geographic Society (NGS), must decide how best to organize the 121-year old mission-driven organization for a world of accelerating digital convergence and decreasing magazine sales. Historically a proponent of evolutionary change, he is considering a radical move: creating a senior management position responsible for e-commerce to coordinate web-based offerings and outreach across the Society's various departments, transition NGS from its many disparate and independent direct mail efforts to a more integrated and strategic e-commerce strategy, and leverage the NGS relationship with its members-currently defined as magazine subscribers, since a subscription comes with Society membership. Putting the final touches on the position and its reporting arrangements has led to significant debate within the organization, and Fahey is torn about how to proceed.
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