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Cirque du Soleil

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Cirque du Soleil
Cirque du Soleil
International Strategy

SMO 641: Business Strategy
Individual Case Project
Navjot Singh
October 16, 2014

Cirque Du Soleil has been a global leader in performing arts industry. It is based in Montreal, Canada and has been privately held since its inception till 2008. In 2008, Guy Laliberté sold a 20 percent share of the company to Dubai based partners. Innovation and creativity are the pillars of Cirque’s competitive advantage. Human capital forms an essential part as it substantiates the creativity pillars.
According to Michael E Porter’s model as outlined in exhibit …….

Considerations:
Creative Control
Cost Considerations
Private Held
Partnership criteria
Presence of existing partners
Finding and Retaining Talent
Demand
Competition
Market size factors
Supporting Industries
Firm structure and Strategy

Dubai - Successful
Factors of Production:
Artists are selected and transported, specialized workforce,
Use of technology/SAP ERP > direct billing and monitoring and budgeting and cost controls
Transportation availability, Existing Partnership present, Inhouse Production/training of artists a major step

Politics
Partnership help: The UAE has Free Trade Zones, which offer 100 percent foreign ownership and zero taxes. For companies not located in the country’s Free Trade Zones, 51 percent ownership or management of a business must be by a UAE national; > low cost and high ROI endevour

Dubai Travel information > Market Size and Supporting industries http://www.nationmaster.com/country-info/stats/Cost-of-living/Average-monthly-disposable-salary/After-tax Demand Considerations:
Target customer : educated high end consumers

Market size factors :

Purchasing Power and Disposable Income
Competition
16
United Arab Emirates
$3,081.34
2014

http://www.nationmaster.com/country-info/profiles/United-Arab-Emirates/Cost-of-living/All-stats

Competition rivalry : Feld entertainment there but only catering child segment and

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