Harvard Case - Wilderness Safaris: Impact Investing and Ecotourism Conservation in Africa
"Wilderness Safaris: Impact Investing and Ecotourism Conservation in Africa" Harvard business case study is written by James E. Austin, Megan Epler Wood, Herman B. Leonard. It deals with the challenges in the field of General Management. The case study is 24 page(s) long and it was first published on : Oct 9, 2020
At Fern Fort University, we recommend Wilderness Safaris (WS) adopt a multi-pronged strategy to further solidify its position as a leader in sustainable tourism and impact investing. This strategy will involve a combination of organic growth, strategic acquisitions, and strategic partnerships to expand its reach, enhance its impact, and ensure long-term financial sustainability.
2. Background
Wilderness Safaris, a leading ecotourism operator in Africa, has successfully established itself as a pioneer in sustainable tourism and impact investing. Founded in 1989, WS has a strong commitment to conservation and community development, operating in remote areas and partnering with local communities to create sustainable livelihoods. The case study highlights WS's challenges in maintaining its growth trajectory while navigating a complex and evolving operating environment. This includes increasing competition, changing consumer preferences, and the need to adapt to climate change.
The main protagonists are Keith Vincent, the founder and CEO of WS, and his team, who are grappling with the need to scale the business while maintaining its core values and impact.
3. Analysis of the Case Study
To analyze the case, we utilize a framework that combines SWOT analysis, Porter's Five Forces, and a Balanced Scorecard to understand WS's current position and identify key areas for improvement.
SWOT Analysis:
- Strengths: Strong brand reputation, deep commitment to sustainability, experienced team, strong community relationships, unique and high-quality experiences.
- Weaknesses: Limited geographic reach, potential for higher operating costs compared to competitors, dependence on tourism industry fluctuations.
- Opportunities: Growing demand for sustainable travel, increasing interest in impact investing, potential for expansion into new markets, technological advancements in conservation and tourism.
- Threats: Increasing competition, economic instability in some operating regions, climate change impacts on ecosystems, potential for negative publicity.
Porter's Five Forces:
- Threat of New Entrants: Moderate, due to high barriers to entry related to required expertise, capital investment, and government regulations.
- Bargaining Power of Buyers: Moderate, as tourists have a range of options, but WS's unique offerings and strong brand appeal provide some leverage.
- Bargaining Power of Suppliers: Low, as WS sources many services and supplies locally, fostering strong relationships and reducing dependence on external suppliers.
- Threat of Substitutes: Moderate, as alternative forms of travel exist, but WS's focus on unique experiences and sustainability differentiates it from competitors.
- Rivalry Among Existing Competitors: High, as the ecotourism industry is becoming increasingly competitive, with new entrants and established players vying for market share.
Balanced Scorecard:
- Financial Perspective: Maintain profitability, increase revenue, secure funding for conservation initiatives, diversify revenue streams.
- Customer Perspective: Enhance customer experience, attract new customer segments, build brand loyalty, address evolving customer expectations.
- Internal Processes Perspective: Optimize operations, improve efficiency, streamline processes, enhance data analytics capabilities, strengthen community partnerships.
- Learning and Growth Perspective: Develop leadership talent, foster innovation, invest in employee training, promote a culture of continuous improvement.
4. Recommendations
To address the challenges and capitalize on the opportunities identified, WS should implement the following recommendations:
1. Organic Growth:
- Expand Geographic Reach: Target new markets with high potential for sustainable tourism, such as Southeast Asia, South America, and the Caribbean.
- Develop New Product Offerings: Introduce new experiences and itineraries that cater to diverse customer segments, including luxury, adventure, and family travel.
- Enhance Digital Marketing: Leverage digital channels to reach new audiences, build brand awareness, and drive bookings.
- Improve Customer Relationship Management (CRM): Implement a CRM system to personalize customer interactions, track customer preferences, and build loyalty.
2. Strategic Acquisitions:
- Acquire Complementary Businesses: Explore acquisitions of companies that offer complementary services or operate in adjacent markets, such as lodges, tour operators, or conservation organizations.
- Consolidate Market Share: Consider acquiring competitors to gain market share and reduce competition.
- Expand Expertise: Acquire companies with specialized knowledge in areas such as technology, sustainability, or community development.
3. Strategic Partnerships:
- Collaborate with NGOs and Government Agencies: Partner with organizations working in conservation, community development, and sustainable tourism to leverage expertise and resources.
- Develop Joint Ventures: Partner with local businesses and communities to create new tourism experiences and generate economic benefits.
- Engage with Corporate Social Responsibility (CSR) Initiatives: Partner with corporations seeking to invest in sustainable tourism and conservation projects.
4. Enhance Impact Measurement and Reporting:
- Develop a Robust Impact Measurement Framework: Implement a comprehensive system to track and measure the social, environmental, and economic impact of WS's operations.
- Increase Transparency and Accountability: Publish annual impact reports that detail the company's performance against key metrics.
- Engage with Stakeholders: Communicate impact data to stakeholders, including investors, customers, employees, and local communities.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with WS's core competencies in sustainable tourism and impact investing, ensuring the continued focus on its mission.
- External Customers and Internal Clients: The recommendations address the evolving needs of external customers and internal clients, including tourists, investors, employees, and local communities.
- Competitors: The recommendations aim to position WS as a leader in the industry by addressing competitive threats and capitalizing on opportunities.
- Attractiveness: The recommendations are expected to enhance WS's financial performance, increase market share, and generate a positive social and environmental impact.
- Assumptions: The recommendations assume a continued growth in the sustainable tourism market, a favorable regulatory environment, and the availability of funding for expansion and acquisitions.
6. Conclusion
By implementing these recommendations, Wilderness Safaris can solidify its position as a leader in sustainable tourism and impact investing. The company can achieve sustainable growth, expand its reach, enhance its impact, and ensure long-term financial success.
7. Discussion
Alternatives:
- Focusing solely on organic growth: This approach may be slower and less impactful, as it would limit WS's ability to capitalize on opportunities for rapid expansion.
- Pursuing a purely acquisitive strategy: This approach could be costly and risky, requiring significant capital investment and potentially leading to challenges in integrating acquired businesses.
Risks and Key Assumptions:
- Economic instability in operating regions: This could negatively impact tourism demand and WS's financial performance.
- Climate change impacts on ecosystems: This could affect the company's ability to operate in certain areas and could require significant investments in adaptation measures.
- Competition from other sustainable tourism operators: This could erode WS's market share and require increased investment in marketing and product development.
Options Grid:
Option | Advantages | Disadvantages | Risks | Assumptions |
---|---|---|---|---|
Organic Growth | Lower risk, gradual expansion | Slower growth, limited reach | Economic instability, competition | Continued growth in sustainable tourism market |
Strategic Acquisitions | Rapid expansion, access to new markets | High cost, integration challenges | Economic downturn, regulatory hurdles | Availability of suitable acquisition targets |
Strategic Partnerships | Leverage expertise, access to resources | Potential for conflict, dependence on partners | Partner instability, lack of control | Willingness of partners to collaborate |
8. Next Steps
- Develop a detailed strategic plan: This plan should outline the specific actions, timelines, and resources required to implement the recommendations.
- Conduct market research and due diligence: This will help WS identify and evaluate potential new markets, acquisition targets, and partnership opportunities.
- Secure funding: WS will need to secure funding to support its growth initiatives, including expansion, acquisitions, and technology investments.
- Implement a robust impact measurement framework: This will allow WS to track and measure the social, environmental, and economic impact of its operations.
- Communicate the strategy to stakeholders: This will ensure alignment and support for the company's vision and goals.
By taking these steps, Wilderness Safaris can position itself for continued success while making a positive impact on the environment and communities in which it operates.
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Case Description
In 2018 the majority ownership of publicly owned Wilderness Safaris, the leading high-end ecotourism company in Africa with safari operations in eight countries, was acquired by The Rise Fund, one of the world's largest private social impact investing funds, and by FS Investors, a private equity investment firm. This is a follow-on case to "Wilderness Safaris: Ecotourism Entrepreneurship," (HBS No. 9-318-040) which focuses on the company's origins, growth, and distinctive 4C business model based on Commerce, Conservation, Community, and Culture. The two cases can be used sequentially or independently. The current case provides an opportunity to examine the investment rationale of the impact funds and their methodology for measuring and assessing nonfinancial impact variables, such as avoided deforestation and the social cost and pricing of averted carbon emissions. Changes and effects in governance resulting from the buy-out and the subsequent taking the firm private are presented. The case poses strategic investment decisions in Rwanda and Angola, which is the source of the Okavango Delta and the second largest forested region of the world. Questions of business decision making based on the preservation of natural capital and the management of the region's protected areas are reviewed. It ends with the challenges from the emergence of the COVID 19 pandemic in March 2020.
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