Harvard Case - The West Coast Cycling Association: Choosing the Best Trail to Blaze
"The West Coast Cycling Association: Choosing the Best Trail to Blaze" Harvard business case study is written by William Newell, Julie Pitcher Giles. It deals with the challenges in the field of General Management. The case study is 8 page(s) long and it was first published on : Feb 25, 2024
At Fern Fort University, we recommend the West Coast Cycling Association (WCCA) pursue the development of the "Emerald Trail" as their primary focus, prioritizing the creation of a sustainable and environmentally friendly trail system. This strategy leverages the WCCA's existing strengths in advocacy, community engagement, and trail maintenance, while aligning with the growing demand for sustainable recreation and the increasing popularity of mountain biking.
2. Background
The West Coast Cycling Association (WCCA) is a non-profit organization dedicated to promoting cycling in the Pacific Northwest. Facing a growing need for new trails, the WCCA is tasked with choosing the best trail to develop from three options: the 'Emerald Trail,' the 'Cascade Trail,' and the 'Coastal Trail.' Each trail presents unique challenges and opportunities, requiring a comprehensive analysis to determine the most viable option for the WCCA.
The case study's main protagonists are the WCCA's board of directors, who must weigh the various factors involved in selecting the best trail for development.
3. Analysis of the Case Study
To analyze the WCCA's options, we can utilize a framework combining SWOT analysis with Porter's Five Forces to assess the internal and external factors influencing the decision.
SWOT Analysis:
- Strengths:
- Strong community support and advocacy
- Experienced trail builders and maintenance team
- Established partnerships with local governments and businesses
- Positive brand reputation for environmental sustainability
- Weaknesses:
- Limited financial resources
- Dependence on volunteer labor
- Potential for conflicts with land owners and environmental groups
- Opportunities:
- Growing popularity of mountain biking
- Increased demand for sustainable recreation
- Potential for partnerships with tourism and hospitality industries
- Government funding opportunities for green infrastructure projects
- Threats:
- Competition from other trail organizations
- Environmental regulations and permitting challenges
- Climate change and its impact on trail conditions
- Economic downturn affecting donations and funding
Porter's Five Forces:
- Threat of New Entrants: Moderate. New trail organizations could emerge, but the WCCA's established network and reputation create a barrier to entry.
- Bargaining Power of Buyers: Low. Cyclists have limited options for high-quality trails, making the WCCA's offerings valuable.
- Bargaining Power of Suppliers: Moderate. The WCCA relies on land owners, contractors, and material suppliers, but partnerships and alternative sourcing strategies can mitigate this risk.
- Threat of Substitute Products: Low. Mountain biking offers a unique experience that is difficult to substitute with other activities.
- Rivalry Among Existing Competitors: Moderate. The WCCA faces competition from other trail organizations, but its focus on sustainability and community engagement provides a competitive edge.
Additional Considerations:
- Environmental Sustainability: The WCCA's commitment to environmental sustainability is a key differentiator and aligns with growing consumer preferences.
- Community Engagement: The WCCA's success relies on strong community support, requiring ongoing engagement and collaboration.
- Financial Viability: The chosen trail must be financially sustainable, considering construction costs, maintenance expenses, and potential revenue streams.
4. Recommendations
The WCCA should prioritize the development of the 'Emerald Trail' due to its alignment with the organization's mission, its potential for environmental sustainability, and its strong community support. The following steps should be taken:
- Secure Land Rights: Negotiate with landowners and secure necessary permits for trail construction and maintenance.
- Develop a Sustainable Design: Incorporate environmentally friendly construction techniques, minimize trail impact, and prioritize biodiversity conservation.
- Engage the Community: Facilitate public input sessions, involve local residents in the design process, and build a strong volunteer base.
- Secure Funding: Seek grants, sponsorships, and donations from businesses, foundations, and government agencies.
- Implement a Phased Development Approach: Begin with a pilot section of the trail, demonstrating its feasibility and gathering feedback for future phases.
5. Basis of Recommendations
This recommendation considers the following factors:
- Core Competencies and Consistency with Mission: Developing the 'Emerald Trail' aligns with the WCCA's mission to promote cycling and environmental sustainability.
- External Customers and Internal Clients: The trail caters to a growing demand for sustainable recreation and appeals to a wide range of cyclists.
- Competitors: The 'Emerald Trail' offers a unique experience that differentiates the WCCA from its competitors.
- Attractiveness: The trail's environmental benefits, community support, and potential for economic impact make it a compelling investment.
6. Conclusion
The 'Emerald Trail' presents the most promising opportunity for the WCCA to achieve its goals of expanding trail access, promoting sustainable recreation, and strengthening its position as a leading cycling advocate in the Pacific Northwest.
7. Discussion
Other alternatives, such as the 'Cascade Trail' and the 'Coastal Trail,' were considered but ultimately deemed less viable due to their environmental impact, potential conflicts with stakeholders, or lack of community support.
Key assumptions include:
- Landowner Cooperation: The WCCA assumes it can secure necessary land rights and permits for trail development.
- Funding Availability: The WCCA assumes it can secure sufficient funding to cover construction and maintenance costs.
- Community Support: The WCCA assumes it can maintain strong community support throughout the development process.
8. Next Steps
The WCCA should implement the following timeline for the 'Emerald Trail' development:
- Year 1: Secure land rights, develop a sustainable design, and engage the community.
- Year 2: Secure funding, finalize construction plans, and begin pilot section construction.
- Year 3: Complete pilot section, gather feedback, and plan for future phases.
This timeline provides a roadmap for the WCCA to successfully develop the 'Emerald Trail' while ensuring transparency, stakeholder engagement, and environmental responsibility.
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Case Description
The president of the West Coast Cycling Association (WCCA) believed that a lot was riding on finding the best way to secure the future of the Newfoundland and Labrador non-profit organization. He had to consider how to effectively fulfill what he saw as the WCCA's mission, better promote mountain biking throughout the region, and build a sustainable financial future for the association. While there were several viable options that could meet those challenges, the president knew that he needed to carefully consider the pros and cons of each alternative. This was especially important given the absence of any permanent paid staff in the WCCA, the voluntary nature of his own position as its president, and the other entities interested in the WCCA's work.
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