Cirque du Soleil
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Cirque du Soleil was selected as the brand of choice to be analyzed for a Services Marketing course within IE Business School's Master in International Management marketing specialization. Delivered to Professor Teresa Recio Naranjo.
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Cirque Du Soleil (Case Study)
- Cirque du Soleil was sold to a TPG Capital consortium in 2015, with Guy Laliberté retaining a 10% stake.
- It has since diversified through subsidiaries focused on custom events, digital advertising, and social media.
- Cirque du Soleil tours 18 countries annually and has resident shows in Las Vegas, Orlando, and Riviera Maya, entertaining over 4,000 performers, technicians, and staff deployed globally.
- Its first show in India, Bazzar, launched in Mumbai in 2018 with 30 artists performing 64 shows.
Cirque Du Soleil
Cirque du Soleil was founded in 1984 in Montreal by Guy Laliberte and has grown from 73 employees to over 2100 employees. It combines circus acts like clowns, acrobats and gymnasts with music and dance to create theatrical performances without using animals. Cirque du Soleil has diversified and expanded globally, and also opened retail stores. It prioritizes keeping employees happy through good training, pay increases, and amenities to create a close-knit culture and loyal workforce.
Cirque du soleil case analysis team 6
Cirque du Soleil is a Montreal-based circus troupe founded in 1984. It combines traditional circus acts with theatrical production. In 2001, it had over 2,100 employees from over 40 nationalities performing 8 shows simultaneously on 4 continents. While Cirque du Soleil has achieved great success with its unique artistic style, it now faces challenges of market saturation and lack of innovation. To sustain its growth, alternatives such as expanding into new geographic regions and diversifying products are proposed. The recommended action plan is to decentralize decision making into regional divisions to better adapt strategies to local conditions.
Blue Ocean Strategy
This document discusses the concept of Blue Ocean Strategy (BOS), which involves creating new market space and making competition irrelevant through value innovation. It defines BOS and outlines its key principles. Examples are given of companies that have used BOS, including Cirque du Soleil. Cirque du Soleil is discussed in more detail through a case study that explains how it transformed the circus industry by targeting adults instead of children and removing animal acts. The document concludes that continuously creating new blue oceans through innovation is important for long-term success.
Cirque du soleil
Example of Blue Ocean Strategy as well as Unique example of using men into the circus instead of animals.
Cirque du Soleil's BLUE OCEAN STRATEGY: One-page Story of How Cirque du Solei...
The document outlines Cirque du Soleil's blue ocean strategy for reinventing the circus. It describes their value innovation focus of eliminating traditional circus elements like animal acts and concessions, while increasing their unique venue and creating new productions with music and dance themes. The strategy canvas shows how they targeted new customer segments like adults and corporations and delivered the product through premium ticket sales and media partnerships to experience live entertainment in an artistic show format.
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Cirque Du Soleil (Case Study)
- Cirque du Soleil was sold to a TPG Capital consortium in 2015, with Guy Laliberté retaining a 10% stake.
- It has since diversified through subsidiaries focused on custom events, digital advertising, and social media.
- Cirque du Soleil tours 18 countries annually and has resident shows in Las Vegas, Orlando, and Riviera Maya, entertaining over 4,000 performers, technicians, and staff deployed globally.
- Its first show in India, Bazzar, launched in Mumbai in 2018 with 30 artists performing 64 shows.
Cirque Du Soleil
Cirque du Soleil was founded in 1984 in Montreal by Guy Laliberte and has grown from 73 employees to over 2100 employees. It combines circus acts like clowns, acrobats and gymnasts with music and dance to create theatrical performances without using animals. Cirque du Soleil has diversified and expanded globally, and also opened retail stores. It prioritizes keeping employees happy through good training, pay increases, and amenities to create a close-knit culture and loyal workforce.
Cirque du soleil case analysis team 6
Cirque du Soleil is a Montreal-based circus troupe founded in 1984. It combines traditional circus acts with theatrical production. In 2001, it had over 2,100 employees from over 40 nationalities performing 8 shows simultaneously on 4 continents. While Cirque du Soleil has achieved great success with its unique artistic style, it now faces challenges of market saturation and lack of innovation. To sustain its growth, alternatives such as expanding into new geographic regions and diversifying products are proposed. The recommended action plan is to decentralize decision making into regional divisions to better adapt strategies to local conditions.
Blue Ocean Strategy
This document discusses the concept of Blue Ocean Strategy (BOS), which involves creating new market space and making competition irrelevant through value innovation. It defines BOS and outlines its key principles. Examples are given of companies that have used BOS, including Cirque du Soleil. Cirque du Soleil is discussed in more detail through a case study that explains how it transformed the circus industry by targeting adults instead of children and removing animal acts. The document concludes that continuously creating new blue oceans through innovation is important for long-term success.
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The document outlines Cirque du Soleil's blue ocean strategy for reinventing the circus. It describes their value innovation focus of eliminating traditional circus elements like animal acts and concessions, while increasing their unique venue and creating new productions with music and dance themes. The strategy canvas shows how they targeted new customer segments like adults and corporations and delivered the product through premium ticket sales and media partnerships to experience live entertainment in an artistic show format.
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Strategy by Measurement
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Organizations need to implement EPM based on a measurement system to empower people, process and technology to deliver what is strategized!
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With Regards
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Cirque du Soleil
- 1. Group A
- 2. “Spectacle of the Imagination” has redefined the very idea of a circus “Nouveau Cirque”
- 3. vs. Traditional Circus Big top Entertainm ent & H um or Suspense D iversity of show s Stars Exotic Anim als Them e (plot) M usic & D ance M ultiple production Price HIGH LOW Valueproposition
- 4. “To invoke the imagination, to provoke the senses, and to evoke the emotions of people around the world.”
- 6. • Unique theme & storyline • Breathtaking acrobatics • Dazzling costumes • Live music • Marriage of cultures, artistry, & acrobatic disciplines Many Shows, Common Elements
- 7. Many Shows, Common Elements “Our objective is to create a feast for the senses in which spectators constantly have to redefine their concept of whats possible, thus stretching their imagination.” -VP Marketing
- 8. • World’s largest theatrical producer: high quality, artistic entertainment • 1984: 74 employees vs. 2015: 4,000 employees • 1,300+ artists / 1,500 HQ • 150M+ spectators to date • Shows on all 6 continents • Billions of dollars a year
- 9. the customer journey and experience PRE-SERVICE PERIOD ACT I
- 10. Advertisements
- 11. Social Media
- 13. Service Journey Purchase Ticket Get to Venue Arrive at Tent Pass Through Food/Drinks Enter Big Top & Get Seated Wait to Showtime Showtime End of Show
- 14. servuction model: the “visible” ACT II
- 15. The Servicescape
- 16. servuction model: the “invisible” ACT III
- 17. • Performers live, travel, & work together on average 2 years -> utmost motivation required • Creativity encouraged: performers can create their own acts -> increases motivation • Performers trained to engage and connect with audiences -> enhance spectator experience People Management: Selection, Training, Rehearsal
- 18. Costumes designed to be aesthetically appealing & allow performers to perform to their full ability every wig sown strand by strand to create equilibrium every shoe bottom cleaned at the end of every show every headpiece personalized and weighed to the grams to enhance circus experience for spectators
- 19. Stage Setup & Operations
- 21. Survey Results: Word Associations Mind blowing Wow! Magical Incredible Amazing
- 22. Survey Results: Spectator Satisfaction • 52% have seen 1 show, 28% have seen 2 shows, 20% have seen 3+ shows • 11.5% have gone to same Cirque show more than once • 91% rated their experience as extremely enjoyable & enjoyable • 71.5% said money was worth it, 11.5% would be willing to pay even more • 92% of past spectators would like to see another show in future
- 23. service recovery policies and practices ACT V
- 24. No Refunds, No Exchanges unless 1. show is cancelled or postponed or 2. if mistake made upon purchase and Cirque immediately notified
- 25. No Refunds, No Exchanges because • Tickets sold months in advance -> blocks out space for other potential spectators • Acts as incentive for customers to show up & insurance that experience for other spectators maintained-> no one wants an empty audience • If customers late cannot enter circus until break -> ruins experience for other spectators
- 26. customer loyalty & retention strategies ACT VI
- 27. Cirque Club
- 28. “Since word of mouth is a vital channel for Cirque du Soleil, social media have become important tools to spur engagement and strengthen loyalty What make’s Cirque du Soleil’s fans loyal is our ability to ignite the imagination. We focus on enhancing the fans’ awareness and enthusiasm by releasing behind-the-scenes videos on what the performer’s training looks like, articles on the artistic director’s vision, or simply by posting a Halloween makeup tutorial from our makeup artist.” Social Media
- 29. brand extensions that make sense with the Cirque brand image and values clothing nightclubs special events
- 30. future considerations & potential service issues ACT VII
- 31. No margin for error Accidents will harm performers, ruin spectator experience, and damage brand
- 32. New shows: huge investment! How to ensure spectator acceptance?
- 33. “To invoke the imagination, to provoke the senses, and to evoke the emotions of people around the world.”