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Practice Prize Paper—Implementing Integrated Marketing Science Modeling at a Non-Profit Organization: Balancing Multiple Business Objectives at Georgia Aquarium

Author

Listed:
  • V. Kumar

    (Center for Excellence in Brand and Customer Management, J. Mack Robinson College of Business, Georgia State University, Atlanta, Georgia 30326; Chang Jiang Scholar, Huazhong University of Science and Technology, Wuhan, China 430074; Lee Kong Chian Fellow, Singapore Management University, Singapore 188065; and ISB Senior Fellow, Indian School of Business, Hyderabad, India 500032)

  • Amalesh Sharma

    (Center for Excellence in Brand and Customer Management, J. Mack Robinson College of Business, Georgia State University, Atlanta, Georgia 30326)

  • Naveen Donthu

    (Department of Marketing, J. Mack Robinson College of Business, Georgia State University, Atlanta, Georgia 30303)

  • Carey Rountree

    (Georgia Aquarium, Atlanta, Georgia 30313)

Abstract

Georgia Aquarium (GA), a non-profit organization, is the world’s second largest aquarium (by water volume) and is among the most popular tourist destinations in the United States. Recently GA management has observed that the organization’s growth trajectory is stagnating. While other aquariums face a similar trend, GA wants to be proactive and reverse this direction. They face a multifaceted business challenge involving four conflicting objectives: (1) How to increase revenues without increasing ticket prices; (2) how to increase attendance without compromising visitor satisfaction; (3) how to increase the impact of media investments without spending more; (4) how to attract customers with long-term value potential. To address these challenges, we developed an integrated approach consisting of multiple marketing science models including Data Envelopment Analysis, Competition Analysis, Spatial Analysis, Media Optimization Analysis, and Pass Holder Lifetime Net Revenue Analysis. Based on the findings of our analyses and the parameter estimates of our models, GA proceeded with a field implementation to validate our suggestions. As a result, they realized a 10% increase in attendance and a 12% increase in revenue in 2013, thereby enhancing their bottom line and growth.Data, as supplemental material, are available at http://dx.doi.org/10.1287/mksc.2015.0932 .

Suggested Citation

  • V. Kumar & Amalesh Sharma & Naveen Donthu & Carey Rountree, 2015. "Practice Prize Paper—Implementing Integrated Marketing Science Modeling at a Non-Profit Organization: Balancing Multiple Business Objectives at Georgia Aquarium," Marketing Science, INFORMS, vol. 34(6), pages 804-814, November.
    • Handle: RePEc:inm:ormksc:v:34:y:2015:i:6:p:804-814
    DOI: 10.1287/mksc.2015.0932
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    References listed on IDEAS

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    1. V. Kumar & Rajkumar Venkatesan & Tim Bohling & Denise Beckmann, 2008. "—The Power of CLV: Managing Customer Lifetime Value at IBM," Marketing Science, INFORMS, vol. 27(4), pages 585-599, 07-08.
    2. William J. Burke, 2009. "Fitting and interpreting Cragg's tobit alternative using Stata," Stata Journal, StataCorp LP, vol. 9(4), pages 584-592, December.
    3. Lechner, Michael, 1995. "Some Specification Tests for Probit Models Estimated on Panel Data," Journal of Business & Economic Statistics, American Statistical Association, vol. 13(4), pages 475-488, October.
    4. Prasad A. Naik & Kalyan Raman & Russell S. Winer, 2005. "Planning Marketing-Mix Strategies in the Presence of Interaction Effects," Marketing Science, INFORMS, vol. 24(1), pages 25-34, June.
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