Thomas Ruschke European UniversityIntro. To Management
•Vast Variety of Staff Available at all •Dependency upon partners to financetimes. shows.•Not controlled by budgetary •Strong dependency on dancers.constraints, but motivated simply by •Must acquire a long-term location forcreativity. shows.•Corporate Sponsorships (Mirage Group) •High cost to produce shows.•“Let the Creative People Run it” •Splits profits with financiers.•Strong history of successful shows.•Strong history of lucrative shows.•300 Internal Talent Scouts•Tons of Internal Staff = Greater Control Internal External•Dependant upon internal employees. •Business partners absorb 75% of•Human Resource costs must be production costs.exponentially high. •Business partners often provide•Must re-invent certain aspects of the locations to perform.industry (make-up) •Large database (20,000) of skilled•Only two visionaries control the employees that can be called upon.company. •3,500 reliable full-time employees.•Must produce their own costumes •Every show has proven profitable over(costly and time consuming). the long-term.
1. Based on what you have read in the case, outline a rudimentary SWOT analysis for Cirque du Soleil. 1. See slide 2.2. List and describe at least three keys to Cirque du Soleil’s competitive advantage. 1. A database of over 20,000 employees who can be called upon at any time. 2. The shows are created on the basis of creativity, not with the restraint of some budget. 3. Design and production of costumes is in-house, giving them more control over the quality of items produced.3. Explain how Cirque du Soleil implements, evaluates, and controls the elements of its marketing plan. 1. Cirque de Soleil implements its marketing plan in house with the help of 32 talent scouts, evaluates it in it in-house training facilities, and controls the elements by (again) keeping all aspects of a show in their control by doing everything in-house.