Manager profile: Sophie Ferreira-Le Morvan (EDHEC Master 1996), Managing Director of the Parc Zoologique de Paris (part of the national natural history museum)

1. Tell us about your background, Sophie.

During my studies at EDHEC, I chaired the arts bureau. I originally wanted to attend the Ecole du Louvre, but pressure from my family steered me towards EDHEC.

I started my career as a purchaser/product manager with Carrefour, and later as a consultant at Nielsen. At the same time I completed a degree via remote learning followed by a Masters in Art History, Criticism and Conservation at Paris I.

It was a good decision, it allowed me to have a dual education:

-          Thanks to my training at EDHEC, I’m in a position to develop the resources (revenue) of public institutions

-          While at the same time respecting public service missions

So I was hired to expand visitor numbers at the Toulouse-Lautrec museum, and later given responsibility for the economic development of the centre for national monuments. I then applied for a position as Managing Director of the Parc Zoologique de Paris.

2. What is your mission and career path so far at the Parc Zoologique de Paris?

I am the Managing Director, so, like the head of a company, I manage operations, human resources and revenue (visitor numbers).

I have a fantastic right-hand man, the head veterinarian at the zoo.

I was recruited in December 2012 to monitor the project, when the demolition had already started. The project had already been outlined in detail.

My first mission was to oversee proper completion of the project (construction, reopening, etc.) within the deadlines and allocated budgets. Monitoring the construction site lasted 1 ½ years.

During that period, I contracted all of our private service providers, organised the arrival of the animals and hired staff.

It was quite an experience, and extraordinary human and professional adventure.

I learnt a lot working with living creatures, the constraints involved are very interesting.

It should be pointed out that the zoo belongs to the natural history museum and is open to members of the public, it is not a conservation institute.

My objective now is to put the customer back at the heart of the process.

First of all in terms of construction and layout. The renovation project was drawn up without imagining the visitor experience.

And also from a “cultural” point of view (company culture): we have to combine business and the transfer of scientific knowledge.

And so I set up a marketing and commercial team with permanent staff members.

The natural history museum is a public institution with a “public service” mindset, which means a lot of energy is put into the transfer of knowledge about the natural world. Staff members are passionate about biodiversity and are really emotionally invested.

3. With the boom since reopening, what are your objectives now?

Like any boss, I want to develop my revenue. We intend to so this using 3 key approaches:

• Attracting families, a traditional target

85% of the zoo’s revenue (visitor numbers) comes from families, people visiting the zoo for the first time. This is not necessarily true of all zoos worldwide, where the figure is around 50% to 75%. My objective is therefore to develop repeat visits and loyalty by putting in place a community (digital marketing) and by developing the available entertainment (e.g. during the Halloween break, Animov).

• Developing a “mediation” offer that is more comprehensive and more relevant: more guided tour options, and new and more diverse school and extra-curricular workshops.

In this zoo, the wealth of the flora and fauna and of the biodiversity is extraordinary. We can go much further by creating a community that transfers knowledge.

For example, our breakfast with the giraffes initiative was a huge success. I would also love to develop an offer for “apprentice animal carers”. J’imagine également une communauté de

• Business tourism (hiring spaces, seminars, etc.).

I am currently working on layout plans.

I also have a managerial objective:

• To continue to transform the company culture by putting customers first.

• And to involve, motivate and hold on to the younger generation

The animal carers and other staff members working at the zoo are emotionally involved with the animals, I need their loyalty to keep them on as part of the team.

I am also convinced that they could themselves become digital ambassadors on social networks by posting behind-the-scenes details of the animals’ lives on Twitter or Facebook.

4. What advice do you have for graduates and students who would like to work in the culture sector?

Listen to your heart, don’t hesitate to follow two complementary paths and build on your dual skill set: combine the development of resources with public service missions.

5. Have you ever benefited from the network of EDHEC graduates?

6. What are your expectations from the community of EDHEC graduates?

So be sure to visit the zoo and discover all it has to offer.