Cirque Du Soleil Case Study

113). To start, the innovation of high quality shows with signature chorography created higher sense of quality for the cost of the ticket. Cirque du Soleil created more demand for these performances even at higher price points than originally (Rothaermel pg. 463). The second attribute is rare, which Cirque du Soleil has achieved since there is one and only one Cirque du Soleil. Even the substitutes are unable to imitate the name, or costly to imitate the same stunts performed at Cirque du Soleil unique environment. Lastly, Cirque du Soleil is organized to capture the value of this resource since the company follows a blue ocean strategy that focuses on differentiation and innovation. Cirque du Soleil is constantly looking for new blue oceans to enter first to gain that competitive advantage. The VRIO framework verifies that Cirque du Soleil has a sustainable competitive advantage with their core competencies.

Disneyland was Walt Disney’s dream of a theme park that would be, in his words, “The Happiest Place on Earth”. Walt understood too well that the people that were hired would need to be taught how to create that elusive atmosphere. He called on Van France to assist him in creating what has become a world renowned training program. This program taught their employees, or “cast members”, to achieve the ultimate result, a “good show”.

Cirque du Soleil was founded in 1984, in Baie-Saint-Paul, Canada. The four founders of this amazing company were Guy Laliberté, Gilles Ste-Croix, Daniel Gauthier, and Rachel Vertus; however, this wasn’t the true beginning of Cirque du Soleil.

Euro Disney’ marketer’s before entering a market as in this case has been the European market should have scanned the environment. By scanning the environment they should analyze the mega-environment as well as the task environment for possible opportunities and threats. Yet, a close attention could have been paid to their strength and weaknesses inside the company. Indeed, the consideration about any trends should have been incorporated in their environment analysis.

Globalization is forcing all companies, large and small, to focus on a larger competitive landscape. For many companies hypercompetition arises and they are left with stunted growth while competing with other businesses across the globe. Fortunately, Disney has constructed one of the world’s most recognizable and beloved brands in the entire world. To understand the external environment in which Disney competes, we must first discern which market we wish to analyze. Disney owns a plethora of companies across an extensive list of industries including publishing, game production, retail, theme parks, and software. By far the two largest segments of Disney’s business are its parks/resorts and media networks; those will be

The kind of competition market described previously is an example of a Red Ocean Strategy. The market is oversaturated with companies

Bruno Mariafrancis History of Advertising Prof: Janice Fung October 21, 2014 The Circus Is Coming To Town! “Step right up!

To manage new talent and keep it fresh, Cirque Du Soleil needs to reevaluate current existing methods to recruiting new performers. Simply refreshing the current existing method of casting allows for Cirque to get consistent and reliable results without clearing out their bank accounts. An ideal way of refreshing it is to publicize the auditions they currently hold with 20 countries. Instead of holding private sessions like they do now, make it available to the public audience. The venue will be paid for with cheap tickets that Cirque Du Soleil can sell. Casting talent will not only be up to the casting director(s), but the audience as well since they can influence the decision to cast auditioners by their reaction to their performance. While this won’t necessarily yield any immediate profits, it will expand brand recognition, eliminate some of the issues that arise when it comes to casting, and allow Cirque Du Soleil to see the kind of talent and performances that truly resonate with people. Agnès Roux statement supports this best. He states that “each performer came to work for the company in a different way. I auditioned in Paris, but some friends have been spotted in competitions, on TV programs or during performances with other companies (Zar, 2013, p. 17). One of the issues that Cirque has when it comes to casting is that lone performers would have a difficult time going through the growing up process with the show and/or being away from family and friends that have

Disney operates in very competitive industries such as media, tourism, parks and resorts, interactive entertainment and others. The competitive landscape changes quite drastically in the media industry, where news and TV go online and new competitors with new business models compete more successfully than incumbent media companies. Disney’s parks and resorts business segment also receives strong competition from local competitors who can offer better-adapted product. This results in growing competitive pressure for Walt Disney Company (Ovidijus Jurevicius).

With possibly one of the biggest companies known worldwide started off as a small performance group full of street performers of 73 people. Cirque du Soleil is a show out to dazzle and completely redesign the idea of the traditional circus. It was owned by two men until owner, Laliberte bought the other owners share. The idea is that they will “never go public” to reduce the dilution of multiple shareholders or possibly being overrun by a hostile takeover. In the late 1980’s there were artist rebellions against the management and this is when Cirque had decided their artists are the most important part of the show. No matter where they go, their artists are number one and they are out to please. The biggest rationalization Cirque had was their decentralization of their Head Quarters. Through job analysis they considered it would be best if they were to create multiple locations that would control different sectors as to where they would host shows; Asia, Europe and North American. It became a quick problem and created the fear of going corporate as according the artists.

This is done by creating a leap in value both for the buyers as well as for the organization thereby creating a new and uncontested market space. Companies left out in the red ocean usually follow a conventional approach, running to beat competition by creating a defensible position in the current market space order.

For my final paper I chose to discuss The Walt Disney Company. Since the Company is so large and made up of four primary business segments, I decided to focus on one particular segment: Parks and Resorts. This segment is composed of the theme parks, cruise-line, and vacation club resorts.

Cirque du Soleil ("Circus of the Sun") is a Canadian entertainment company, self-described as a "dramatic mix of circus arts and street entertainment." Based in Montreal, Quebec, Canada, and located in the inner-city area of Saint-Michel, it was founded in Baie-Saint-Paul in 1984 by two former street performers, Guy Laliberté and Gilles Ste-Croix.

Q1. How would you assess the attractiveness of the circus industry in early 1980s? What would you conclude from industry analysis?

Background: Cirque du Soleil was the first ever circus group that evolved its self to the commercial world by introducing the simple but innovative and unique concept of combining the traditional circus acts with opera, dance, theatre and live music. Cirque du Soleil ensured success by executing the concept to the point of perfection. Excellent choreography and amazing pyrotechnics were the backbone of their success. The experience of a Cirque du Soleil show is considered to be as one of the most awaited and valued entertainment experience by people all around the world.