FORECASTING MODELS Internet Case Study Akron Zoological Park During the late 1990s, the decline in Akrons industry and changes in governmental priorities almost resulted in the permanent closing of the Akron Childrens Zoo. Lagging attendance and a low level of memberships did not help matters. Faced with uncertain prospects of continuing, the city of Akron opted out of the zoo business. In response, the Akron Zoological Park was organized as a corporation to contract with the city to operate the zoo. The Akron Zoological Park is an independent organization that manages the Akron Childrens Zoo for the city. To be successful, the zoo must maintain its image as a high-quality place for its visitors to spend their time. Its animal exhibits are clean and neat. The animals, birds, and reptiles look well cared for. As resources become available for construction and continuing operations, the zoo keeps adding new exhibits and activities. Efforts seem to be working, because attendance increased from 53,353 in 1996 to an all-time record of 133,762 in 2001. Admission Fee () Year Attendance Adult Child Group 1996 53,353 1.50 0.75 0.50 1997 61,417 1.50 0.75 0.50 1998 63,853 1.50 0.75 0.50 1999 63,034 1.50 0.75 0.50 2000 95,504 2.00 1.00 0.50 2001 133,762 2.50 1.50 1.00 2002 108,363 2.50 1.50 1.00 2003 126,853 3.00 2.00 1.50 2004 125,363 3.00 2.00 1.00 2005 117,874 4.00 2.50 1.50 Due to its northern climate, the zoo conducts its open season from mid-April until mid-October. It reopens for 1 week at Halloween and for the month of December. Zoo attendance depends largely on the weather. For example, attendance was down during the month of December 2002, which established many local records for the coldest temperature and the most snow. Variations in weather also affect crop yields and prices of fresh animal foods, thereby influencing the costs of animal maintenance. In normal circumstances, the zoo may be able to achieve its target goal and attract an annual attendance equal...