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Cirque du Soleil

Analisi strategica
Sogno e innovazione
 “Cirque du Soleil began with a very simple
  dream. A group of young entertainers got
   together to amuse audiences, see the
     world, and have fun doing it. Every
year, the audiences get bigger, we continue
    to discover new places and ideas and
            we're still having fun.
Today we still dream of enriching the lives
of all those who cross our path through our
actions and our creativity. We also dream
     of imbuing our new projects with the
     energy and inspiration that are the
essence of our shows. And we want to help
young people express their dreams … and
            make them come true.”
Guy Lalibert (Founder & CEO of Cirque du
                    Soleil)
Cirque du Soleil: visione strategica
Primi anni ’80:
•  Guy Lalibert è un artista di strada,
   suona la fisarmonica, cammina sui
   trampoli, fa il mangiafuoco e si
   guadagna appena da vivere
•  Il settore del circo è in crisi, con un
   potenziale di crescita dato per
   limitato
•  Potere negoziale dei fornitori (artisti
   importanti) altissimo
•  Altre forma di intrattenimento
   sempre più dominanti (per i bambini
   meglio la Playstation)
•  Associazioni animaliste agguerrite
                               RISPOSTA DEI CIRCHI
•  Benchmarking reciproco
•  Massimizzazione quota di mercato
•  Perfezionamento degli spettacoli tradizionali
•  Clown e domatori più famosi
Cirque du Soleil: visione strategica
        Circo tradizionale                  Cirque du Soleil
   •  Spettacoli con animali     •  Valorizzazione del tendone
   •  Star internazionali        •  Clown più sofisticati, incantati
   •  Posti prenotati            •  Acrobazie e numeri spettacolari
   •  Più piste per spettacoli   •  Trama, musica, balli artistici
      contemporanei
Cirque du Soleil: visione strategica
          Circo tradizionale                       Cirque du Soleil
•  Competizione all’ultimo sangue in   •  Allargamento domanda a aree nuove
   un mercato di domanda in calo       •  Diminuzione dei costi
•  Aumento progressivo dei costi




   In meno di 20 anni Cirque du Soleil ha raggiunto un fatturato che
   Ringling Bros. and Barnum & Bailey, leader mondiale nel settore
   dei circhi, ha ottenuto in più di un secolo!
Innovazione di valore
                        Tende a focalizzarsi sulla creazione
   solo VALORE          di valore su scala incrementale
                        senza distinzione dai concorrenti



                        Rischia di essere uno sforzo
 solo INNOVAZIONE       tecnologico fine a se stesso o un
                        approccio pioneristico o futuristico



  INNOVAZIONE
                        L’innovazione si lega alla utilità, al
        +
                        prezzo, ai costi
     VALORE
Innovazione di valore: l’obiettivo


     L’obiettivo della logica strategica è neutralizzare, e
    non battere, la concorrenza, offrendo agli acquirenti
            ed alla azienda stessa un AUMENTO
                 SIGNIFICATIVO DI VALORE
Trade-off costo-valore
Nella nuova ottica è possibile superare il classico trade-off tra costo e valore e cercare
    allo stesso tempo l’obiettivo della differenziazione e del contenimento dei costi




               costi                            Si eliminano o riducono i fattori su
                                                cui ruota la concorrenza nel settore




                                                  Innovazione di valore



             potere di                          Si perfeziona l’offerta e si introducono
             acquisto                           elementi nuovi
Circo: quadro strategico settore
Alto




Basso
Cirque du soleil: schema per eliminare,
ridurre, aggiungere, aumentare
   Eliminare             Aumentare

   Star internazionali   Umorismo e divertimento
   Numeri con animali    Suspence e pericolo
   Posti prenotati
   Uso di più piste


   Ridurre                Creare

   Un solo tendone        Un tema
                          Ambiente raffinato
                          Più produzioni
                          Musiche e danze artistiche
Cirque du soleil: quadro strategico
Alto




Basso
Cirque du soleil: i percorsi
  •  Settori alternativi  teatro
  •  Gruppi strategici  Barnum vs. Circhi locali
  •  Catena acquirenti  influenzatori (bambini)
     vs. compratori (adulti)
  •  Prodotti complementari  CD e DVD
  •  Trend  tecnologie di produzione




           “Noi reiventiamo il circo”

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Cirque Du Soleil

  • 2. Sogno e innovazione “Cirque du Soleil began with a very simple dream. A group of young entertainers got together to amuse audiences, see the world, and have fun doing it. Every year, the audiences get bigger, we continue to discover new places and ideas and we're still having fun. Today we still dream of enriching the lives of all those who cross our path through our actions and our creativity. We also dream of imbuing our new projects with the energy and inspiration that are the essence of our shows. And we want to help young people express their dreams … and make them come true.” Guy Lalibert (Founder & CEO of Cirque du Soleil)
  • 3. Cirque du Soleil: visione strategica Primi anni ’80: •  Guy Lalibert è un artista di strada, suona la fisarmonica, cammina sui trampoli, fa il mangiafuoco e si guadagna appena da vivere •  Il settore del circo è in crisi, con un potenziale di crescita dato per limitato •  Potere negoziale dei fornitori (artisti importanti) altissimo •  Altre forma di intrattenimento sempre più dominanti (per i bambini meglio la Playstation) •  Associazioni animaliste agguerrite RISPOSTA DEI CIRCHI •  Benchmarking reciproco •  Massimizzazione quota di mercato •  Perfezionamento degli spettacoli tradizionali •  Clown e domatori più famosi
  • 4. Cirque du Soleil: visione strategica Circo tradizionale Cirque du Soleil •  Spettacoli con animali •  Valorizzazione del tendone •  Star internazionali •  Clown più sofisticati, incantati •  Posti prenotati •  Acrobazie e numeri spettacolari •  Più piste per spettacoli •  Trama, musica, balli artistici contemporanei
  • 5. Cirque du Soleil: visione strategica Circo tradizionale Cirque du Soleil •  Competizione all’ultimo sangue in •  Allargamento domanda a aree nuove un mercato di domanda in calo •  Diminuzione dei costi •  Aumento progressivo dei costi In meno di 20 anni Cirque du Soleil ha raggiunto un fatturato che Ringling Bros. and Barnum & Bailey, leader mondiale nel settore dei circhi, ha ottenuto in più di un secolo!
  • 6. Innovazione di valore Tende a focalizzarsi sulla creazione solo VALORE di valore su scala incrementale senza distinzione dai concorrenti Rischia di essere uno sforzo solo INNOVAZIONE tecnologico fine a se stesso o un approccio pioneristico o futuristico INNOVAZIONE L’innovazione si lega alla utilità, al + prezzo, ai costi VALORE
  • 7. Innovazione di valore: l’obiettivo L’obiettivo della logica strategica è neutralizzare, e non battere, la concorrenza, offrendo agli acquirenti ed alla azienda stessa un AUMENTO SIGNIFICATIVO DI VALORE
  • 8. Trade-off costo-valore Nella nuova ottica è possibile superare il classico trade-off tra costo e valore e cercare allo stesso tempo l’obiettivo della differenziazione e del contenimento dei costi costi Si eliminano o riducono i fattori su cui ruota la concorrenza nel settore Innovazione di valore potere di Si perfeziona l’offerta e si introducono acquisto elementi nuovi
  • 9. Circo: quadro strategico settore Alto Basso
  • 10. Cirque du soleil: schema per eliminare, ridurre, aggiungere, aumentare Eliminare Aumentare Star internazionali Umorismo e divertimento Numeri con animali Suspence e pericolo Posti prenotati Uso di più piste Ridurre Creare Un solo tendone Un tema Ambiente raffinato Più produzioni Musiche e danze artistiche
  • 11. Cirque du soleil: quadro strategico Alto Basso
  • 12. Cirque du soleil: i percorsi •  Settori alternativi  teatro •  Gruppi strategici  Barnum vs. Circhi locali •  Catena acquirenti  influenzatori (bambini) vs. compratori (adulti) •  Prodotti complementari  CD e DVD •  Trend  tecnologie di produzione “Noi reiventiamo il circo”