Introduction

The Atlantic Waterfowl Celebration (AWC) was established as a non-profit entity in 1989

with the primary objective of offering affordable, basic tourism services to the general

population. In other words, AWC was founded as a charity with the intention of affordably

providing the local community with essential tourism services. AWC conducts annual

celebrations under the three pillars

 Artistic and cultural aspects of waterfowl and marshlands.

 Outdoor activities.

 Environmental education.

The real, root problem of this case

The organization seemed to have an inadequate governance structure composed of volunteers

from different backgrounds who are not even compensated for their work and wouldn't be

highly motivated as a result. At the time, AWC was too small to support such an intricate

organizational structure. Low attendance and cash collection are additional problems for the

Atlantic Waterfowl Celebration. Less revenue was being brought in, which conflicted with

the event's future preparations and made an already precarious situation worse (Fullerton,

1995)

Fundamental Cause

Event management and preparation are essential measures that must be performed if an event

is to be truly effective, and leadership is essential to any project's success. Another issue was

the reliance on government funding for the Atlantic Waterfowl tournament. The board of
directors of the organization initially placed a strong emphasis on government support. The

initiative to lessen reliance on the government and donors led to limited donor engagement.

Past-due payments owed to the community also played a part. The performance of the board

of directors was hampered by the town's debt. The Atlantic Waterfowl Festival's prominence

was lowered by its lack of eye-catching marketing and funding for booklets, both of which

were indicative of inadequate comprehension (Fullerton, 1995). The primary goal of the

Atlantic Waterfowl Celebration when it first became a non-profit corporation was to provide

fundamental public services at affordable rates. It used to be a non-profit with the only

purpose of providing guests with affordable services, but this constraint made it impossible

for it to legally operate as a charity (Singleton, 2019.)

Possible Alternatives

A viable strategy is to alter how leadership is measured and driven. Based on attendance at

the initial sessions, the Atlantic Waterfowl Celebration's effectiveness should be assessed.

The structural main event suffered as a result of the increase in ticket costs. In order to

guarantee that the financial base is expanded, community debts are cleared, and marketing

activities are financed, the leadership should opt for some other sources of funding.

Plan of action

AWC should evaluate the costs of their services and goods as well, as they appear to be much

higher than those of their competitors. A more aggressive marketing effort that goes outside

New Brunswick might help in luring customers from beyond the province. AWC has already

started gathering and analysing customer data, and the findings of this research should aid

them in creating a marketing strategy that targets their niche market.

The importance and relevance of the case to the study of business

Operating procedures are built upon an organizational framework. Organizational structure

also significantly affects organizational culture, and businesses regularly find that changing

their organizational structure is necessary to stay competitive or adjust to changes in their

industry, sector, or company. The case is therefore relevant to the study of business.

References

Fullerton, G. (1995). Atlantic Waterfowl Celebration. Uopeople.Edu.

https://my.uopeople.edu/pluginfile.php/1585798/mod_book/chapter/345444/
U3%20atlantic_waterfowl.pdf?time=1633550019904Singleton,

T. (2019, April 13). Atlantic Waterfowl Celebration: Situation and SWOT Analyses [Blog
post]. Retrieved from https://ivypanda.com/essays/atlantic-waterfowl-celebration-situation-
and-swot-analyses/