In many industrial domains and service sectors, digitalization efforts show first results. New kinds of products and services were introduced, which would not have been possible without end-to-end digitalization of operational processes, continuous collection and evaluation of data about product use and evaluation of customer data or activities. Facing the challenge of customer satisfaction in terms of leisure activities, zoos are in need to modernize their tours and attendances. Therefore, this paper describes the application of the Digital Innovation and Transformation Process (DITP) in animal-gardening facilities, as it collects, analyzes and structures information of 19 facilities within the “Landeszooverband Mecklenburg-Vorpommern e.V.” and combines them with qualitative studies. The research aims to analyze and focus the companies' intention for the digitization of zoos by using the first phase of the DITP. Possible business concepts and best practices were gathered and are the basis for further research and applications.
For many companies, digital or semi-digital products are already an important part of their business model, with an increasing propensity. In order to take advantage of the opportunities offered by digitalization, companies will have to continuously develop new application areas or transform existing ones by using technologies. In this context, science and practice are increasingly concerned with the preparation and conceptualization of this topic in order to use the potential for new, in particular digitally supported formats more quickly and to be able to better cope with the resulting challenges.
The same is true for zookeepers' facilities, as these are also business organizations
that want to and have to deal with the subjects of digitization, digitalization and digital
transformation. First, as part of the digitization, their analog services will be digitalized
[
Thus, new digital-based business models and their integration require methodical and technical approaches from different areas of information systems research facilitating the prerequisite digital transformation. The business model management (BMM), capability management (CM), enterprise modelling (EM) and enterprise architecture management (EAM) represent a spectrum of methodical and technical approaches, which have to be selected and applied according to specific use cases.
Our investigation addresses this methodical and technical integration by proposing
the Digital Innovation and Transformation Process (DITP). The DITP has its focus on
method support, and the Digital Business Architect (DBA) as a modern qualification
profile for professionals in an enterprise working on innovation and transformation
initiatives [
Therefore, section 2 summarizes an overview about the initial situation of our investigations in zoo gardening facilities. Section 3 describes the research background concerning the specific project and the DITP phases and elements, which will be applied in section 4 and 5. Thus, section 4 analyses and section 5 evaluates identified digitalization potentials with the help of the corresponding DITP phases. Finally, the summary and outlook including further research approaches are presented in section 6. 2
Are the use of a Blockchain technology, of Prescriptive Maintenance approaches or
Deep Learning Algorithms, or the provision of a nationwide network infrastructure with
a high-performance Internet connection core components of the digitization or is it
"just" the development of an App to chat? The list of associations to answer the question
is heterogeneous, and the available entry on Wikipedia can only conditionally
contribute to the structuring of this topic for a business. This repeatedly leads to various
politically, scientifically and entrepreneurially motivated debates, which often leads to
general results. Thus, we have to accept that digitization is sometimes multi or single
technology based and can be simple or very complex, because the exact appearance
depends on many variables (e.g. experience, degree of digitization, motivation, etc.) [
In this context, a descriptive model derived from the classical enterprise architecture (EA) will be used for our explanations. An EA denotes the fundamental conception or representation of an enterprise—as embodied in its main elements and relationships— in an appropriate model. EA models have evolved from mere IT architecture models into control instruments that can be used by the management as tools for their business decisions and allow an integrated view over a company. An EA supports the understanding and documentation of an organizational structure with all dependencies on artifacts and information objects necessary for business performance [32]. Thus, the conceptualization of an enterprise architecture is about the exact construction of the value-adding processes, supporting technologies and the costs of the resources required for the construction.
In order to change an existing company, appropriate planning activities must be
carried out to assure that the effects of the targeted change and any resulting risks can be
assessed. Therefore, the transferability of this context to the corporate environment of
animal care facilities is obvious. To convey the activities known from the classic
corporate architecture in a more standardized way for zoo garden facilities, a simple,
animal-horticultural reference architecture was used as the starting point, based on the
elements illustrated in figure 1.
Each element represents a structural feature of the enterprise, which is characterized by
different properties and relations. The elements infrastructure, information systems and
data are present in every enterprise architecture and are characterized by their
technology-based composition and their dependency on many other elements within the
company. They are the basic architecture elements of digitization (BAEoD), which are
visualized by Fig. 1. Since the digital progress can take place in many areas of a company
(multi-perspective approach), these BAEoD inevitably have to be combined with other
elements through horizontal and vertical integration [
EA management (EAM) provides an approach for a systematic development of an
enterprise’s architecture in line with its goals by performing planning, transforming,
and monitoring functions. The reasons for implementing an EA via EAM are manifold.
On the one hand, it enables and supports the adaptation of IT to the business goals, the
identification of problems or assistance coping challenges and on the other hand, it
allows a detailed description of the conjunction between business and IT [
The cooperation with the zoo gardening companies has shown that the spectrum of
technological- or innovation-related changes is also very heterogeneous in this sector,
which in turn affects the approaches and methods required for this. In addition to the
aforementioned creation of enterprise architectures via enterprise modelling (EM) and
management (EAM) methods, the community learned from other transformation
projects [
Starting point for the research tasks presented in this paper is a cooperation with the
“Landeszooverband Mecklenburg-Vorpommern e.V.” aiming on the identification of
digitization potentials, which was started in October 2018 [
In connection to that, digitalization offers many new opportunities for animal
horticultural institutions, for example the enhancement of existing value creation and service
provision with IT support and multimedia applications, or the development of entirely
new or complementary business models [
In order to structure the different prospects we used the digital innovation and
transformation process (DITP), which is supposed to support enterprises in
technology-motivated or innovation-based motivated changes [
In coorperation with the Landeszooakademie, which was determined as Scenario 3 participant of the DITP, the first phase of the DITP “Analysis & Focus Your Intention” has been completed so far. In order to develop the content for this phase, various analysis activities were carried out (chapter 4). The results of the section were evaluated in a second step with the parties concerned in order to develop appropriate existing or future options for the “Design Your Business” of the DITP. Currently, the project is in the “Design Your Business” phase, where initial results are expected by the end of the year 2019.
Thus, starting point for the investigation was the so-called „Analyze & Focus Your
Intention“ phase in which existing ideas, goals, visions, strategies should be elaborated
[
To provide a common methodological starting point, the activities for the elaboration
of the basic intention are based on the conceptual development of a comprehensively
documented business concept. Business concepts are the starting point for a business
model, which is later operationalized by the enterprise architecture [
DITP1.1 What aims to develop the basic motivation for a digitization project. Vision,
mission goals or strategy are considered important elements of corporate governance.
Questions such as: What kind of intention is pursued? How does the wishfulness
solution look like? Which goals should be reached to fulfill the intention? What is already
existent or intended to be offered to the customer group or which promises of benefit
should be communicated to the customer group? should help to describe the project
more precisely [
Considering this background, experts from three institutions of the
Landeszooakademie (Zoo Schwerin, Zoo Rostock, Zoo Stralsund) were interviewed in the analysis
phase about their goals, customers, processes, revenue models and possible digitization
potentials and subsequently analyzed by [19]. The results of the analysis were presented
at the 4th Symposium of the Landeszooakademie Mecklenburg-Vorpommern [
Both analyzes examined the questions: What are the current objectives of animal gardening facilities in the context of digitization (What)? How are the customers grouped together, nowadays and in the future (Who)? How is the subject of digitization currently handled in animal horticultural institutions (How)? Where have innovative digital approaches been implemented so far (How)? What does the average digital service portfolio of an animal gardening institution look like (Value)? The results will be summarized in the next chapter. 4
In the following, the analysis results of the 37 zoo gardening facilities are assigned to the focus areas of the "Analysis & Focus Your Intention" phase (DITP1.1, DITP1.2, DITP1.3 and DITP1.4). 4.1
The facilities often aim to harmonize and digitize their cash register and access systems (BAEoD: Information System – see chapter 2). The goal is to improve the customer journey substantially. The zoo guests basically pass through three phases, which can be divided in travel, stay and departure activities. At each stage, guests interact with different systems, which currently do not always have to be necessarily digital, e.g. upon arrival manual turnstiles or the visual access control. In the context of rising electronic and mobile ticket sales, the facilities are increasingly converting to integrated billing systems, which digitally link vending and parking lot machines, electronic turnstiles and thus access control across different channels, making them evaluable. Since the second phase follows seamlessly, the integrative use of a corresponding cash register system also effects guests’ behavior on the property. In this context, approaches to cashless payment (e.g. restaurants, vending machines, various additional services) were frequently found during the analysis, but also modularized changes of areas within the facility made the management of guests more individualized (DITP1.4). Finally, the guests leave the facility and the last step of the customer journey appears. Here, innovative access and POS systems can be used to provide services, such as automated way out controls with time credits, additional payment machines in the parking lot or reverse vending machines for borrowed devices. The information collected through the different phases is merged into a corresponding POS system. The advantage for the respective facilities has arisen through the evaluation of this information, which is available to operators e.g. it helped to improve customer-oriented payment methods, access points to the systems, movement patterns and purchasing behaviors on the system (DITP1.4). 4.2
In 2017, about 40 million people visited an animal gardening facility in the Association of Zoological Gardens e.V., generating a revenue of 300 million euro [23]. In Germany, 2.87 million people visit an animal-gardening facility at least three times a year [24]. The largest group of zoo visitors in 2013 were, with 61% families with children, followed by adolescents (14-17 years) with 34% and young adults (18-24 years) with 29% [25].
In particular, the above-mentioned age groups could be analyzed as part of a customer group analysis, taking into account considerations of field research, e.g. spatial and social behavior, population density, food ecology and population structure. Obviously, large amounts of the customers are so-called “digital natives”. Those participants belong to the generation that grew up in the digital age [26]. Both in the private and in the work environment, digital changes are one of their fundamentals in their daily businesses. Dealing with these changes is relatively easy for them and often perceived as an improvement of the status quo. In the field of social behavior, the handling of social media, such as Facebook, Twitter, Instagram, Pinterest and YouTube as an integral part of the daily interaction. In particular, the shift within the entire guests’ population structure in the direction of digital natives points to the need of a digitized approach and adjusted management to improve the customer journey. 4.3
This section involves activities like: Research of digital trends and Identification of digital potentials in terms of best practices. Based on the documented aspects of DITP 1.1 and DITP 1.2, the first activity (Research of digital trends) allows the research of different data sources in order to determine digital trends such as Gartner Hype Cycle [27], Technology Radar [28], TechTrends [29] or Producthunt [30]. Taking into account the status quo analysis, the examined trends can be examined to identify entirely new or existing best practices for animal-gardening institutions. Within this research, the focus was laid on the best practice analysis of the 37 participated companies. In this context, the integrated sale of paperless e-tickets, private tours and souvenirs through an appropriate online store, as well as the marketing of partnerships and donations on the websites, were part of the status quo of each institution examined. Information about the animals, feeding times, news, prices, opening hours, directions, events and highlights are also relevant. Likewise, mobile websites and the aforementioned information are common. Less common, but much more innovative are mobile applications with integrated navigation options within the facility. Interactive zoo plans, personalized tour suggestions or point-of-interest navigation (animals, plants, restaurants, etc.) as well as location-based services with audio guidance fit into the aforementioned construct of digital business models. So-called edutainment-services could also be determined as innovative as they combine entertainment and education interactively. In this context, e.g. virtual maps in combination with films, 360° tours and interactive learning games are envisaged. These services can be used both in the animal garden facility as well as at home. 4.4
In order to structure and determine a focus regarding the selection of the determined
digital potentials, it is important to clarify what kind of benefit the different possibilities
can offer to the zoo gardening facilities. Therefore, the examined potentials were
subjected to a future (To-Be) analysis [
Marketing ital Natives on Social Networks Osnabrück Zoo, Karlsruhe Zoo, Darmstadt Vivarium, Gettorf Animal Park, Wellington Zoo, Bronx Zoo, Leipzig Zoo, Dresden Zoo, Wien Zoo, Wuppertal Zoo, Olderdissen Animal Park, Heidelberg Zoo, Berlin Zoo, Huston Zoo, Barcelona Zoo, Sydney Zoo, Gelsenkirchen ZOOM World of Experience, San Diego Zoo, 19 Members of the Zoo Academy Mecklenburg-Vorpommern
Derived from the results of the analysis, a participatory workshop [
The cash register and access system is a key component of each individual zoo, but has become increasingly complex over time. In addition, online booking systems (prio 2) are considered important. In this context, it is relevant that the cash register system is able to communicate with other components (e.g. accounting system, app, CRM system) via interfaces or even include these systems themselves. A coherent cash register system within the Landeszooverband Mecklenburg-Vorpommern would even comprise the advantage that the various installations in the individual zoos could automatically communicate with each other if required or could be jointly operated in a cloud, which could lead to a usage-dependent cost distribution of the operation. This would also simplify different campaigns, e.g. discounts for Zoo X with the season ticket from Zoo Y. However, this scenario can also be implemented via a nationwide coordinated interface architecture, which would be much more expensive in operational maintenance, because it is likely that maintenance processes have to be realized for each member separately. In connection with current POS systems and the target group (chapter 2), the possibility of cashless payment is becoming increasingly important [31]. This not only applies to tickets at the cash desk, but also for small amounts during the visit (e.g. snacks, drinks). The expectations of future visitors (Digital Natives) regarding the “everywhere cashless payment” – whether with EC or credit card or smartphone – is present and zoos aim to encounter it. Technologically it is solvable by today, but has to be meaningfully integrated into the overall system, according to the workshop’s result. In addition to the “standard” functions, current POS systems often offer compatible access systems, which may be particularly relevant for visitor analyzes. As an example: The ticket (whether analogue or digital) was scanned at the entrance and the exit turnstile. Thus, e.g. the duration of visits and movement patterns are recorded and based on this, valuable knowledge is derived for the operator. Other questions such as “What paths do my visitors use the most?”, ”Which are the most frequented playgrounds?”, ”Which enclosures are visited at what time?” Can be answered with other technologies by analyzing customer behavior. Considering this, internal work processes (e.g. “How many employees do I need where and when?”) can be optimized. 5.3
The existing possibilities of apps in relation to zoo gardening facilities have already been presented in analysis results (DITP 1.3) such as information on feeding, knowledge transfer, interactive zoo plan, personalized guided tour offers and point-ofinterest navigation. However, there is also the challenge that it is nearly impossible, especially for smaller members of the Zoo Association, to operate their own app (due to development and maintenance costs). Thus, it would be advantageous to develop a central app. This application is intended to provide all the relevant information and services offered by the members of the Landeszooverband. With the help of locationbased services, where the user either selects or automatically locates his current position, the offer can be customized to suit the zoo’s and the user’s exact environment. An important factor is the view that an app is only one accessibility to a cloud platform (BAEoD: information system, data). The same data and services can also be retrieved by other means, such as Websites or language assistants. A central cloud platform can therefore offer considerable benefit for all members of the association. Since the overall development effort for individual zoo-specific solutions will be significantly higher than a central solution, this approach could be an interesting alternative for members of the association. Further, other services could be covered by the app as well. In addition to the booking system, a mobile app can also include the digital annual pass or individual tickets (which is also relevant for the members of the association).
By integrating additional interfaces, new experience formats can be created, such as the Digital Assistant / Guide. By intelligently and controllably combining data and services, the user could execute e.g. digital-accompanied-themed or situational tours (“I would like to experience all feedings”) through the facilities or could inform himself about the parking lot occupancy. Further possible uses for generating benefit are e.g. the active customer contact. By applying push messages, the user can be informed (on request) about current actions and events.
In this context, the topic of social media marketing or dealing with reviews, criticism and co. concerning the app is relevant. On the one hand by applying this solution, thousands of users can be reached simultaneously, on the other hand, the internet users trust the online ratings of their network enormously. Trust is the foundation for building relationships of all kinds and for business commitments, especially branding and reputation in the Digital Age. Once this is achieved, the users take recommendations from their (social media) friends as an opportunity for their own shopping or a visit to the zoo. Ratings and online referrals are not only increasingly important to suppliers; they also provide a valuable and easy way to differentiate the marketplace. Thus, the social media use of an app on the one hand allows continuous contact with the growing target group of digital natives and faster responses to problems, request and queries. On the other hand, this in turn results in strategically meaningful knowledge about the target group, which leads to a constant improvement in product quality. 5.4
The most common digital solution is the online booking system, which is responsible for initiating and processing ticket purchases. In addition to selling tickets, horticultural institutions also offer many other services could be booked online. Examples are u. a. children’s birthday parties, individual zoo tours or event tickets (e.g. night tour). The management of these bookings manually is only possible with great effort: as on the one hand regarding communication expenditures (receiving telephone calls, E-Mail conversations), on the other hand on the administrative activities (manual entry of bookings and various systems, calendars) are extremely time-consuming. The payment must also be processed and entered manually. In this context, a corresponding connection to the CRM system (prio 5) and POS system (prio 4) would be perfectly appropriate and therefore necessary. These systems can be embedded as a cloud solution both on the websites of the individual members as well as on the central website of the Landeszooverband. In addition to the web pages, the same booking platform may e.g. also be integrated into apps. Another step would be an access via voice subscribers (e.g. Amazon Alexa, Google Home, Apple Siri). The foundation for the established focus remains a suitable infrastructure (see BAEoD infrastructure), as this is the starting point for the interplay of the individual systems and their components. In addition to the usual broadband issue, local networks (wired networks, WLAN) are also important.
The outcome of this phase was an overview with digital potentials that should be considered in the context of the “Design Your Business” step (Fig. 1), which is currently in execution by the Landeszooakademie. 6
The investigations during the analysis phase determined that good solutions and best practices for animal gardening facilities concerning the range of digitization potentials in the zoo facilities in Mecklenburg-Vorpommern already exist. A prerequisite for successful digitization projects is the focus on innovative ideas, the knowledge of their design, the activities required for the adaption or redesign, as well as the architectures involved within and outside the company. Regardless of the individual case, in order to realize these potentials successfully, a high degree of agility may be required, which is only then economically possible if the effects of changes in the company can be estimated accurately. To create these conditions and to establish them in the long term, it is also necessary to continue the projects within or outside the company, because digitization is not a static state but constantly in motion and this should be kept under observation. Thus, the development of new or the expansion of existing business models, with the help of the named BAEoD, will be further works’ focus and professionally accompanied by the “Design Your Business” phase of DITP. Concerning the latter, the Digital Innovation and Transformation Process will be further developed, as it is currently implemented in a Smart City project to build an Enterprise Architecture within a region in Mecklenburg-Vorpommern. 17. Osterwalder, A., Pigneur, Y.: Business model generation: A handbook for visionaries, game changers, and challengers. Wiley, Hoboken, N.J., USA (2013). 18. Voigt, K.-I., Buliga, O., Michl, K.: Business Model Pioneers. Cham: Springer International
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