Originally derived from the Zoological Gardens of the London Zoological Society, the term “zoo” refers to a collection of wild animals, gathered due to human’s curiosity. Over time, zoos have evolved beyond mere displays and now hold educational significance. However, even the oldest zoo in the world, London Zoo, must bear full responsibility for its financial outcomes. So, what challenges does London Zoo face? Organized in 1828 as the predecessor of all zoos worldwide, its original aim was animal research.
Furthermore, the industrial revolution spurred societal progress, prompting people to extensively explore all parts of the world, including different tribes and animal species. Concurrently, London Zoo was established to satiate global curiosity. Initially, London Zoo attracted large crowds comprising individuals from diverse nations who were intrigued not only by the opportunity to view rare and unfamiliar animals but also by their captivating behaviors. Generally speaking, a zoo is an ideal option for enjoyable vacations, particularly for families with children.
According to Chart 1, the attendance figures at London Zoo increased rapidly from the 1830s until before the Second World War. Even after the war, the number of visitors continued to grow and reached a peak of three million, indicating that the zoo was meeting the expectations of the general public. This positive trend seemed to indicate a promising future for the zoo. However, the subsequent development of London Zoo did not go as well as expected. After an initial rise, there was a significant decline in attendance figures, dropping to approximately 100,000 visitors.
During the period, the figure decreased by less than threefold. Between 1980 and 2008, the number of visitors varied between 100000 and 150000, but never reached the previous peak. The chart clearly shows significant changes in it. London Zoo experienced a decline in attendance and failed to achieve its desired outcome. It is evident that there were changes in the relationship between customers and London Zoo which resulted in a significant decline in customer attention. This impact persisted until 1995, but the main reason for this decline remains unclear.
Here are two conclusions regarding the classification. 1. 1 Attractions for Customers First of all, despite being the first Zoological Gardens, London Zoo cannot ignore the decline in attendance and revenue. According to statistics (Table 1), in 1992, there were twenty zoos in the entire country of Britain. Besides zoos, there were various other attractions available for the general public to visit, including nature reserves and butterfly parks. This implies that even if customers choose not to visit London Zoo, it still has alternative amusement parks to provide entertainment.
When faced with intense competition, London Zoo must ensure that the function provided by London Zoo cannot be replaced by others. Otherwise, the zoo will face an unprecedented challenge. It is crucial for London Zoo to establish its own distinctive style and enhance its added value.
In Table 1, the 1992 visits to wildlife-based attractions in the UK (Wildlife Tourism 1996, P. 103) are depicted. Felipe Fernandez-Armesto reminisces about his favorite primate exhibit at the zoo during his youth, which was the chimpanzees’ tea party. The chimpanzees would gleefully create chaos with slapstick humor, greatly entertaining the paying audience.
In the 1950s, The Times reported on the chimpanzees’ tea party, a popular daily attraction at zoos. This delightful event greatly increased London Zoo’s appeal and attracted many visitors. However, Table 1 shows that the zoo faced competition as audiences became bored with the budget-friendly performance by the chimpanzees. Additionally, with the advent of television during this time, public interest in the zoo gradually waned.
Television programs like Discovery Channel and Animal Planet have made it more convenient for individuals to stay updated on global events. Moreover, watching TV has become a more affordable form of entertainment. As a result, fewer people are interested in visiting London Zoo. However, there are other factors to take into account as well. In the past, animals were kept in cages solely for human enjoyment. People only sought amusement from them without fully understanding their needs or emotions, as long as they seemed content.
Through the spread of information, people’s perceptions and understanding of animals have undergone significant changes. With the help of TV programs, individuals have gained insight into animal behavior and what is beneficial for them. Similarly, traveling via various forms of transportation has provided firsthand experiences of observing animals in their natural habitats. These experiences have transformed people’s impressions of animals, making them more enlightened and well-informed. Notably, visitors at London Zoo discovered distinct differences in the behavior of animals bred in captivity compared to those living in the wild. This realization was further reinforced by a questionnaire conducted by London Zoo, which revealed that tourists are now concerned about the welfare and comfort of the animals they encounter.
There is currently a growing emphasis on this issue. London Zoo, as shown in Table 2, was originally established in Regent’s Park and occupied an area of only 36 acres (0.108 km?). This is equivalent to the size of ten soccer fields. Despite being just a quarter of the size of Chester Zoo, London Zoo houses nearly double the number of animals. In other words, the animals at London Zoo have to endure significantly less space compared to the allocated space for animals at Chester Zoo – approximately one-eighth.
Animals at the zoo, such as leopards, tigers, and bears, are confined and unable to freely engage in activities like running, hunting, or fishing. They live in restricted conditions that gradually diminish their natural instincts. Moreover, visitors who disregard rules can negatively impact the animals by feeding them incorrect foods or teasing and disturbing them. This situation is worsened by visitor noise and artificial lighting. Consequently, the animals exhibit discomfort through behaviors like pacing and waving due to living in an artificial and unsuitable environment. Ultimately, the success or failure of a zoo depends on its animals being viewed as products valued for visitor appreciation. The well-being of the animals directly affects service quality at London Zoo and influences visitors’ willingness to visit.
The main reason for the zoo’s inability to operate well is also the cause of concern for visitors, as highlighted in a survey conducted by London Zoo. This survey revealed that there are seven areas (Chart 2) with the lowest scores that visitors paid attention to. The higher their expectations, the greater the disappointment they experienced. These factors have also led to a decrease in visitors to London Zoo. Chart 2 displays the seven lowest scores. Another model that addresses this issue is the Service Quality Gap Model, developed by Parasuraman et al. (1985). This model operates on the assumption that service quality is influenced by perception and expectations. Figure 1 illustrates the Service Quality Model.
According to Parasuraman et al. (1985), p. 44, the GAP model is utilized for the analysis of various factors that contribute to company performance. Gap 1 suggests that the company lacks market research. Gap 2 indicates that the company has poor service design. Gap 3 reveals that the company struggles to align supply and demand. Gap 4 suggests that the company is ineffective in managing customer expectations. Gap 5 highlights the disparity between customer expectations and their actual experiences. As stated by the Parasuraman Gap Model (Figure 1), visitors’ expected service is influenced by their needs and past experiences.
Furthermore, individuals’ personal networks greatly impact their expectations. Additionally, external influences, such as round-the-clock broadcasting on television, have the ability to subtly and unnoticedly alter and affect these expectations. A prime example is the case of visitors to London Zoo who shape their expectations based on previous encounters with wildlife and what they have seen on the Discovery Channel. These external and personal influences contribute to individuals developing their own unique perception of what the zoo will be like.
Additionally, according to the theory presented in Figure 1, it can be asserted that a company’s service delivery and communication with customers are crucial elements in shaping their perception of a service. As explained by Doyle (2002), numerous companies have realized that by satisfying customers’ desires and needs to a greater extent, they can cultivate loyalty and generate greater profits.
Furthermore, according to Kotler et al. (2005, p. 10), the degree to which a product’s perceived performance aligns with a buyer’s expectations determines customer satisfaction. If customer expectations and perceptions match, satisfaction levels increase, but if they differ, discontentment will arise.
In terms of the empirical presentation, the questionnaire of London Zoo was used to survey 18 determinants of service quality as a guideline. The investigation was conducted via random sampling starting at 12:30 p.m., after visitors had spent at least two hours at the zoo. From the survey results, the five areas that visitors paid the most attention to are depicted in chart 3. Chart 3 illustrates the seven aspects of service quality that are deemed most important by visitors.
To provide insights from the perspective of London Zoo, the subsequent chart presents relevant information.
The London Zoo and its visitors have different perspectives, which has led to a significant decrease in two projects: the happiness of animals and visibility of animals (as seen in Chart 4 of the London Zoo presentation to Visitor 3). To identify the lacking service quality, an analysis of the visitors’ survey data is needed. By comparing Chart 3 and Chart 4, it becomes clear that the London Zoo did not provide satisfactory happiness and visibility for its animals. This can be compared to Parasuraman et al.’s (1985) service quality model. The dissatisfaction aligns with the first gap in the theory, which focuses on visitor orientation. The value and reputation of the London Zoo are dependent on how well its animals are appreciated, but their performance scores do not meet customer expectations. It is crucial to address this first gap promptly and enhance service quality. Doing so will result in increased customer satisfaction.
After analyzing the obstacles and problems encountered by the London Zoo and identifying the main factors that cause them, it is essential to suggest efficient solutions for enhancing the quality of service and addressing the decline. The following paragraph outlines several constructive actions. Firstly, it is crucial to improve the competitiveness of the London Zoo, which can be done by establishing new museums and galleries focused on various themes like an amphibian and reptile house, a nocturnal animal house, and an education centre.
Besides observing animals, it is more enjoyable to create indoor amusement facilities. The idea is to combine a zoo with a pleasure garden. This will provide children with additional fun and their parents will be more willing to accompany them. Additionally, we can have a different theme each month and invite performers to engage in interactive activities with tourists. For example, since Christmas Day is in December, we can designate December as a family month and encourage parents to bring their children along. If they participate in the celebration, we will organize animal demonstrations and pyrotechnics.
Despite the prevalence of animal-related programs on television and the ease of access for the general public, London Zoo offers a unique opportunity for people to directly interact with animals. Our zoo tours, led by professional staff, allow visitors to experience the presence, smells, and size of live animals. This firsthand encounter provides a perspective that cannot be gained from watching wildlife films on TV. We strive to promote London Zoo as an educational facility rather than simply a place of entertainment.
The main focus should be on conservation and education, with the goal of inspiring schools to bring children to London Zoo. This will allow them to learn about nature, the environment, endangered species, and conservation. It is vital to prioritize the well-being of animals in wildlife-based attractions. Shackley (1996) emphasizes that the conditions in which they are kept is a major concern. Therefore, it is crucial for us to work towards improved environments that promote their happiness. It is also necessary to recognize the criticism regarding animal captivity in zoos limiting their freedom.
Zoos must carefully design artificial habitats to meet the specific needs of different species, as each species interacts differently with their natural surroundings. It is important to create a suitable environment within the zoo. For instance, polar bears may struggle with the heat in summer, while lions may have difficulty coping with freezing winters. To tackle this challenge, installing effective air conditioning systems that can adjust the temperature according to weather conditions is essential. This allows animals to effortlessly adapt to their surroundings and perceive minimal distinction between their natural habitats and the zoo environment.
It is crucial to avoid keeping animals in artificial groups, despite the possibility of some shy animals staying away from zoo visitors. Social animals such as elephants and giraffes should not be isolated, while solitary animals like orangutans should not be made to share cages. Ignoring these guidelines would result in an environment that deviates significantly from their natural habitats. Moreover, having zookeepers who genuinely love animals is essential. These caretakers believe that the animals under their care are happy and just as “joyful” as their counterparts in the wild.
Trained professionals such as veterinarians and scientists can improve the care and treatment of animals. By ensuring their nutrition and protection from parasites and diseases, animals can live without fear of predators or famine. Additionally, they can bring joy to humans and offer entertainment. Therefore, providing recreation and entertainment for humans does not harm the environment or animal survival, as proven by the popularity of places like London Zoo. It is important to mention that advertising is an effective way for manufacturers to directly communicate with customers.
The aim is to create an advertisement for London Zoo that is artistically valuable, original, and well-designed, featuring lively and clever slogans. This will enhance the image and reputation of London Zoo, making it the first choice for people when they have free time. To further promote London Zoo, it would be effective to involve well-known individuals in endorsing it. Young people are particularly influenced by the actions and events of their favorite celebrities, so this strategy will grab their attention and encourage them to visit London Zoo.
Comparing with Chester Zoo, it is imperative for us to strengthen our advantages and improve our disadvantages. Actually, we are one of the largest collections in the United Kingdom. We need to promote our special items and make them stand out, such as Gorilla Kingdom, Blackburn Pavilion, and Into Africa. These are unique spaces that cannot be replaced by others. If we can frequently design an excellent image advertisement about our uniqueness and project it, people will realize the contrast between us and others and find these attractions novel.
When visiting London Zoo, individuals can have a unique and distinct experience compared to Chester Zoo. London Zoo, though, lacks the distinctive architectural features that Chester Zoo possesses. However, Chester Zoo has divided its management structure into three separate directorates – conservation and education, corporate services, and business operations. They particularly focus on business operations, including marketing and development, visitor services, and commercial services. Moreover, they integrate certain commercial events with the zoo by constructing specific restaurants within the premises to cater specifically to zoo visitors.
They also implement a monorail system on an elevated guideway, allowing tourists to enjoy views of the park grounds. These efforts are aimed at attracting more tourists. It is an undeniable fact that the London Zoo has a smaller space compared to the Chester Zoo. Therefore, it is crucial to make efficient use of the available space. One option is to construct tall buildings for housing the specimen collection and increase indoor displays. This can create a sense of vastness and boundlessness within the zoo. Additionally, with advancements in science and technology, setting up audiovisual rooms would be beneficial.
London Zoo offers a variety of films featuring animals and captivating performances. Additionally, they utilize Virtual Reality to provide visitors with a firsthand experience of extinct animals. This technology even allows for the revival of Bobby, the deceased chimpanzee. Despite limitations in location and animal population, London Zoo possesses valuable assets including a rich history, cultural significance, convenient location, and a thriving tourist market. By combining customer desires with its resources, London Zoo creates distinctive and appealing products.
