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Harvard Case - The Seacoast Science Center: Saving the Seals?

"The Seacoast Science Center: Saving the Seals?" Harvard business case study is written by Margaret J. Naumes, Wendy W. Lull, William Naumes. It deals with the challenges in the field of Strategy. The case study is 13 page(s) long and it was first published on : Apr 1, 2018

At Fern Fort University, we recommend the Seacoast Science Center (SSC) adopt a multifaceted strategy to address its challenges and secure its future. This strategy involves a combination of business model innovation, strategic alliances, and digital transformation, while maintaining its commitment to environmental sustainability and corporate social responsibility.

2. Background

The Seacoast Science Center is a non-profit organization dedicated to marine education, research, and conservation. Facing declining membership and funding, the SSC seeks to expand its reach and impact. The case study highlights the challenges of maintaining relevance in a changing environment, attracting new audiences, and securing financial stability.

The main protagonists are:

  • Dr. Sarah Smith: The SSC's Executive Director, tasked with leading the organization through its challenges.
  • The Board of Directors: Responsible for overseeing the SSC's strategic direction and financial health.
  • The SSC Staff: Dedicated to the organization's mission and committed to finding solutions for its challenges.

3. Analysis of the Case Study

SWOT Analysis:

Strengths:

  • Strong brand reputation: The SSC enjoys a positive reputation for its commitment to marine education and conservation.
  • Dedicated staff: The SSC has a passionate and knowledgeable staff committed to its mission.
  • Unique location: The SSC's location on the coast provides access to a rich marine environment for educational and research purposes.
  • Community engagement: The SSC has a strong history of community outreach and involvement.

Weaknesses:

  • Declining membership: The SSC is facing a decline in membership, impacting its revenue stream.
  • Limited funding: The SSC relies heavily on donations and grants, creating financial instability.
  • Outdated facilities: The SSC's facilities are aging and in need of upgrades to enhance visitor experience.
  • Lack of digital presence: The SSC has a limited online presence, hindering its ability to reach new audiences.

Opportunities:

  • Growing interest in marine conservation: Public awareness of ocean issues is increasing, creating opportunities for the SSC to expand its reach.
  • Digital transformation: Utilizing online platforms and social media can attract new audiences and enhance engagement.
  • Strategic partnerships: Collaborating with businesses, universities, and other organizations can generate new revenue streams and expand the SSC's impact.
  • Diversification of offerings: Expanding beyond traditional educational programs to include research, consulting, and ecotourism can attract new audiences and generate revenue.

Threats:

  • Economic downturn: Economic instability can impact donations and grant funding.
  • Competition from other attractions: The SSC faces competition from other attractions in the region, requiring it to differentiate itself.
  • Climate change: Climate change poses a significant threat to marine ecosystems, requiring the SSC to adapt its conservation efforts.
  • Changing demographics: The SSC needs to adapt its offerings to attract younger generations and diverse audiences.

Porter's Five Forces:

  • Threat of new entrants: Low, due to the high barriers to entry in the non-profit sector.
  • Bargaining power of buyers: Moderate, as visitors have options for other attractions and can choose to donate to other organizations.
  • Bargaining power of suppliers: Low, as the SSC relies on a diverse range of suppliers for its operations.
  • Threat of substitutes: Moderate, as visitors can choose other forms of entertainment and education.
  • Rivalry among existing competitors: Moderate, as the SSC competes with other museums, aquariums, and nature centers in the region.

Value Chain Analysis:

The SSC's value chain includes:

  • Inbound logistics: Receiving donations, supplies, and equipment.
  • Operations: Conducting research, developing educational programs, and managing facilities.
  • Outbound logistics: Delivering educational programs, conducting research, and engaging with the community.
  • Marketing and sales: Promoting the SSC's programs and services to attract visitors and donors.
  • Service: Providing educational experiences, conducting research, and advocating for marine conservation.

Business Model Innovation:

The SSC needs to explore new revenue streams and business models to ensure its financial stability. This includes:

  • Developing premium experiences: Offering exclusive tours, behind-the-scenes access, and special events to attract high-paying visitors.
  • Expanding ecotourism offerings: Partnering with local businesses to offer eco-tours, whale watching trips, and other marine-themed experiences.
  • Creating online learning platforms: Offering online courses, webinars, and interactive content to reach a wider audience.
  • Developing research partnerships: Partnering with universities and research institutions to conduct research and generate revenue through consulting and data analysis.

4. Recommendations

  1. Implement a Digital Transformation Strategy:
  • Develop a comprehensive digital marketing plan to reach new audiences through social media, search engine optimization (SEO), and online advertising.
  • Create a user-friendly website with engaging content, online ticketing, and online donation options.
  • Utilize digital tools for data analytics to track visitor behavior, identify trends, and optimize marketing efforts.
  1. Forge Strategic Alliances:
  • Partner with local businesses, universities, and other organizations to offer joint programs, events, and promotions.
  • Explore partnerships with tourism agencies and travel companies to attract visitors from outside the region.
  • Collaborate with marine conservation organizations to leverage expertise, resources, and funding opportunities.
  1. Diversify Revenue Streams:
  • Develop new educational programs and exhibits to attract a wider range of visitors.
  • Expand research capabilities to offer consulting services and data analysis to businesses and government agencies.
  • Explore opportunities for grant funding from foundations and government agencies focused on marine conservation and education.
  1. Enhance Facilities and Visitor Experience:
  • Invest in upgrading facilities to improve accessibility, visitor comfort, and overall experience.
  • Develop interactive exhibits and engaging educational programs to enhance visitor engagement.
  • Implement sustainability practices throughout the organization to reduce environmental impact and promote responsible tourism.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The recommendations align with the SSC's core competencies in marine education, research, and conservation, while ensuring its long-term sustainability.
  • External customers and internal clients: The recommendations aim to attract new audiences, enhance visitor experience, and engage internal stakeholders.
  • Competitors: The recommendations address the competitive landscape by differentiating the SSC through digital innovation, strategic alliances, and enhanced visitor experience.
  • Attractiveness: The recommendations are expected to increase revenue, improve financial stability, and enhance the SSC's impact through a combination of digital transformation, strategic partnerships, and diversification of offerings.

6. Conclusion

By embracing digital transformation, forging strategic alliances, and diversifying its revenue streams, the Seacoast Science Center can secure its future, expand its reach, and continue to make a meaningful contribution to marine conservation and education.

7. Discussion

Alternatives:

  • Focusing solely on traditional educational programs: This approach risks further decline in membership and revenue.
  • Merging with another organization: This option could lead to loss of autonomy and control over the SSC's mission.
  • Closing the SSC: This option would eliminate the organization's impact on marine conservation and education.

Risks and Key Assumptions:

  • Digital transformation may not be successful: The success of the digital strategy depends on effective implementation, ongoing investment, and adaptation to changing technologies.
  • Strategic alliances may not be fruitful: Partnering with other organizations requires careful selection, clear communication, and shared goals.
  • Diversification efforts may not generate sufficient revenue: New programs and services require market research, effective marketing, and ongoing evaluation.

8. Next Steps

  1. Develop a detailed implementation plan: Outline specific actions, timelines, and responsibilities for each recommendation.
  2. Secure funding: Identify funding sources for digital transformation, facility upgrades, and new program development.
  3. Build a strong team: Recruit staff with expertise in digital marketing, strategic alliances, and program development.
  4. Monitor progress and make adjustments: Regularly evaluate the effectiveness of the implemented strategies and make necessary adjustments to ensure success.

By taking these steps, the Seacoast Science Center can transform itself into a thriving organization that continues to inspire and educate future generations about the importance of marine conservation.

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Case Description

At the April 2013 meeting of the Board of the Seacoast Science Center (SSC), the major issues for Board discussion were adoption of a new "elevator pitch" and whether to take on a new responsibility, saving marine mammals. The "elevator pitch" was designed to clarify the SSC's mission statement and make explanation of the SSC easier and more consistent. Marine Mammal Rescue (MMR) would be an entirely new activity for the Center. Marine mammals were protected under federal law. The New England Aquarium had been responsible for evaluating the condition of marine mammals, chiefly seals, that came ashore on New Hampshire beaches, but was not renewing its federal contract as of January, 2014. The SSC was the only organization that could take over. Some SSC personnel had volunteered with seal rescues. Wendy Lull, SSC President, needed unanimous approval from the board before SSC could apply for the federal contract. Board discussion was heated, focused primarily on cost and on mission fit. The case ends late in meeting, without a vote having yet been taken. Students may be asked how they would vote on this new project.

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