Harvard Case - Seacoast Science Center: Sailing the Shoals
"Seacoast Science Center: Sailing the Shoals" Harvard business case study is written by Margaret J. Naumes, Wendy W. Lull. It deals with the challenges in the field of Strategy. The case study is 17 page(s) long and it was first published on : Dec 1, 2012
At Fern Fort University, we recommend the Seacoast Science Center (SSC) pursue a multi-pronged growth strategy focused on expanding its reach and impact through strategic partnerships, digital innovation, and targeted program development. This strategy will leverage the SSC's core competencies in environmental education and marine research, enabling it to navigate the challenges of a changing landscape and secure a sustainable future.
2. Background
The Seacoast Science Center, a non-profit organization in New Hampshire, faces a critical juncture. Its mission, to inspire a lifelong connection to the ocean, is threatened by declining membership, limited funding, and increasing competition from other educational and entertainment options. The case study highlights the leadership's desire to expand the SSC's reach beyond its traditional audience and engage a wider demographic.
The key protagonists are:
- Jane Lubchenco, the Executive Director, who is tasked with leading the SSC through this period of change.
- The Board of Directors, who are responsible for providing strategic guidance and oversight.
- The SSC staff, who are dedicated to fulfilling the organization's mission.
3. Analysis of the Case Study
To analyze the SSC's situation, we utilize a combination of frameworks:
a) SWOT Analysis:
- Strengths: Strong brand recognition, experienced staff, dedicated volunteers, unique location, strong educational programs.
- Weaknesses: Limited funding, declining membership, outdated facilities, lack of a comprehensive marketing strategy, limited digital presence.
- Opportunities: Expanding online presence, developing new educational programs, forging strategic partnerships, leveraging technology for outreach, engaging new audiences.
- Threats: Increasing competition from other educational institutions, economic downturn, environmental changes impacting marine life, changing audience preferences.
b) Porter's Five Forces:
- Threat of New Entrants: Moderate, as establishing a similar organization requires significant investment and expertise.
- Bargaining Power of Suppliers: Low, as the SSC relies on a diverse range of suppliers for its operations.
- Bargaining Power of Buyers: Moderate, as the SSC caters to a diverse audience with varying needs and preferences.
- Threat of Substitute Products: High, as other educational and entertainment options compete for the same audience.
- Competitive Rivalry: High, as the SSC faces competition from other science centers, museums, aquariums, and educational institutions.
c) Value Chain Analysis:
The SSC's value chain includes:
- Inbound Logistics: Sourcing materials and supplies for exhibits and programs.
- Operations: Developing and delivering educational programs, maintaining facilities, conducting research.
- Outbound Logistics: Communicating with visitors, promoting programs, distributing educational materials.
- Marketing and Sales: Attracting visitors, promoting membership, fundraising.
- Service: Providing educational experiences, conducting research, engaging with the community.
d) Business Model Innovation:
The SSC needs to explore innovative business models to secure its future. This includes:
- Diversifying revenue streams: Exploring partnerships with corporations, offering corporate sponsorship opportunities, developing new revenue-generating programs.
- Leveraging technology: Utilizing digital platforms for outreach, online learning, and fundraising.
- Creating a more engaging visitor experience: Incorporating interactive exhibits, virtual reality experiences, and immersive storytelling.
4. Recommendations
To navigate the challenges and capitalize on opportunities, the SSC should implement the following recommendations:
a) Strategic Partnerships:
- Form strategic alliances: Partner with local schools, universities, businesses, and other non-profit organizations to expand reach and leverage resources.
- Develop joint programs: Collaborate on educational programs, research projects, and community outreach initiatives.
- Explore co-branding opportunities: Partner with complementary organizations to create joint marketing campaigns and events.
b) Digital Innovation:
- Develop a robust online presence: Create a user-friendly website, engaging social media channels, and online learning platforms.
- Leverage technology for outreach: Utilize virtual reality, augmented reality, and interactive simulations to enhance visitor experiences.
- Implement a data-driven marketing strategy: Analyze visitor demographics and preferences to tailor online campaigns and content.
c) Targeted Program Development:
- Expand program offerings: Develop new educational programs tailored to diverse age groups and interests, including adult learners and families.
- Focus on experiential learning: Incorporate hands-on activities, field trips, and interactive exhibits to enhance engagement.
- Develop a comprehensive marketing strategy: Utilize traditional and digital marketing channels to reach target audiences.
d) Organizational Transformation:
- Embrace a culture of innovation: Encourage staff to explore new ideas and technologies.
- Develop a strategic plan: Outline clear goals, objectives, and action steps for the future.
- Implement a robust performance management system: Track progress, measure impact, and make adjustments as needed.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: They leverage the SSC's expertise in environmental education and marine research while expanding its reach and impact.
- External customers and internal clients: They address the needs of diverse audiences, including students, families, and adult learners, while engaging staff and volunteers.
- Competitors: They differentiate the SSC from competitors by focusing on unique experiences, innovative programs, and a strong online presence.
- Attractiveness: The recommendations are expected to increase membership, generate new revenue streams, and enhance the SSC's brand reputation.
Assumptions:
- The SSC has the resources and expertise to implement these recommendations.
- The community will support the SSC's efforts to expand its reach and impact.
- Technological advancements will continue to provide new opportunities for engagement and outreach.
6. Conclusion
The Seacoast Science Center has a unique opportunity to secure its future by embracing innovation, forging strategic partnerships, and expanding its reach to new audiences. By implementing the recommendations outlined above, the SSC can navigate the challenges of a changing landscape and continue to inspire a lifelong connection to the ocean.
7. Discussion
Alternatives:
- Focusing solely on traditional programs: This approach could lead to continued decline in membership and revenue.
- Merging with another organization: This option could lead to loss of autonomy and identity.
Risks:
- Insufficient funding: The SSC may need to secure additional funding to implement these recommendations.
- Resistance to change: Staff and volunteers may resist changes to the organization's culture and operations.
- Technological challenges: The SSC may face difficulties in implementing new technologies or keeping up with rapid advancements.
Key Assumptions:
- The SSC has the capacity to build a robust online presence.
- The community will embrace new programs and initiatives.
- The organization can successfully navigate the challenges of a changing landscape.
8. Next Steps
Timeline:
- Year 1: Develop a strategic plan, implement a new marketing strategy, and launch a redesigned website.
- Year 2: Develop new educational programs, forge strategic partnerships, and explore new revenue streams.
- Year 3: Evaluate progress, refine strategies, and continue to innovate.
Key Milestones:
- Increase in membership by 10% within the first year.
- Launch a new online learning platform within the first year.
- Secure at least three strategic partnerships within the first two years.
- Develop a new revenue stream within the first two years.
By following these recommendations, the Seacoast Science Center can chart a course for a sustainable future, ensuring that its mission to inspire a lifelong connection to the ocean continues to thrive for generations to come.
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Case Description
Wendy Lull, President of the non-profit Seacoast Science Center (SSC), was considering a substantial increase in the admission fee for the SSC facility in early 2008. The SSC's mission, "To create connections to nature through personal experience," was carried out through educational programs and exhibits targeting all ages. A number of new exhibits brought the flora and fauna of the seacoast of New Hampshire vividly to life, and illustrated many aspects of humans' interactions with the sea. Lull reviewed the changes since the SSC had become independent in 2001. There had been two major expansions, the most recent being an interactive learning studio that had opened in November 2007. She felt that the fee increase would help to cover a persistent $50,000 deficit in operating income. However, a fee increase might reduce visitation, which was already growing slowly, at best. A more fundamental strategic question might be whether the SSC should seek to grow, and if so, how.
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