Cirque du Soleil Case Analysis 1. What is Cirque’s product and its strategy? Cirque du Soleil‚ a Quebec based company‚ is a circus that does not has a product. What it does offer is artistic works with a high-quality‚ artistic entertainment. It gives the spectators the experience of a theater and a dance circus without animals‚ which bases its performances on very talented and creative people‚ combining street performances‚ clowns‚ acrobats‚ and gymnasts. Cirque du Soleil’s strategy is to
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Current situation of Cirque du Soleil We will analyse the current situation of Cirque du Soleil by looking at the ‘four Ps’: product‚ price‚ promotion and place. Product: the main product Cirque du Soleil offers is a circus show. Their shows are filled with dancing‚ acrobatics‚ costumes‚ singing and acting. They come up with a new show once every few years and they will tour with that particular show. Therefore‚ they offer a large variety of shows and they make their product unique every single
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SWOT ANALYSIS OF CIRQUE DU SOLEIL Cirque du Soleil: The Circus of the Sun Shines Bethany Caswell DeVry University Abstract Since 1984 Guy Laliberté has been building Cirque du Soleil‚ an artistic circus that has amazed thousands of people in hundreds of towns. Cirque has worked hard on keeping their strengths unbeatable and weaknesses miniscule. In the process of making their weaknesses turn into strengths they have taken advantage of many opportunities available to them. Cirque has done so well
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model: Cirque du Soleil took on a different role from the traditional circus business model to the new blue ocean strategy verse the red ocean strategy. Cirque du Soleil created the new business model by creating new market space. Cirque du Soleil wanted to step away from the traditional circus to create a new atmosphere and family entertainment. The one similarity of both business models is the revenue streams. Variations: The traditional circus has animal shows. The Cirque du Soleil focus more
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Case study: Cirque du Soleil SWOT analysis: Strenghts: * Very methodical approach of each project. * Planning process * Very efficient * Planning strategy starts 3-5 years before the event * Administrative side very accurate: * Detailed nomenclature on setup and tear-down tasks: everything must be done in a precise order‚ because tasks can only carried out once others have been completed. Nomenclature allows the company to ensure the proper packing and labelling
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Cirque du Soleil Notes INTRODUCTION LEADERSHIP * Marc Gagnon – Chief Operating officer – Started 1989 * First task: Write a termination policy * Employee newsletter – la boule – employee submissions completely uncensored. * How do we reach our people? How do we keep them focused? * Tried to create a strong sense of community & family. * Struggle with benevolent parent & official employer * Mario D’Amico – Executive Vice President Marketing
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SOUTHWEST AIRLINES AND CIRQUE DU SOLEIL GROUP 1 SECTION B PGP1 Ideas for growing the Southwest Airlines business: * Southwest Airlines is best in its customer service‚ but there are few points in which it can do further better. Currently it operates only in small and less congested cities‚ to cut down the cost. But to provide passengers a better connectivity‚ and facility to transfer the carrier‚ it can open up into big cities too. * Southwest Airlines is doing well with its strategy
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Research Report on Cirque du Soleil Julien Lallement ISEG Business School 5 Group2C January 10‚ 2012 Human Resources Management‚ Pr. Michelle K. Duffy‚ Phd ABSTRACT This final research report relating to the Human Resource course will be focused on the Cirque du Soleil business case discovered in class. In a first part we will develop and articulate the Cirque du Soleil HR portfolio. This part will also relates the company values and core competencies. The first part will be concluded by a series
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CAR- Cirque du Soleil 1) How has Cirque structured and supported its cast to deliver superior performance? Vertical Coordination – all management centered at Montreal HQ. Organization built around charismatic leader – Laliberte. Strategic vision mostly set by Laliberte. HQ is sometimes distant from the touring groups. Shows conceived/designed in Montreal. Directors visit to check the show is being performed as designed (protect the brand and guard the concept). Division of Labor by Product (tours)
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Information Technology at Cirque du Soleil By‚ Indraneel Kuppili INDEX Introduction | 3 | The Fantastic Journey of Cirque du Soleil | 3 | Establishment of Headquarters | 3 | Mission of Cirque du Soleil- Invoke‚ Provoke‚ Evoke | 4 | Confronting the Challenges | 4 | Major Problems faced by Cirque du Soleil: | 6 | Conclusion | 8 | Recommendations | 8 | Implementation | 9 | References | 9 | Visioning Information Technology at Cirque du Soleil Introduction: The main
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