Cirque du Soleil should pursue new programs, partners, and places to extend its experience and drive growth. It should continue touring and resident shows while launching a nightclub experience and flagship theater. Expanding successful partnership models to hotels and introducing corporate sponsors for tours can further growth. Global expansion to cities like Dubai, Sydney, Berlin, and London will also push creative frontiers and profits. Pursuing the right programs and partners in new places can sustainably grow Cirque du Soleil.
The document discusses recommendations to improve Cirque du Soleil's financial sustainability by diversifying its revenue streams. It recommends expanding resident shows to cities like Paris, Hong Kong, and Shanghai. It also suggests partnerships with Disney and developing a Wii game and brand extensions. Implementing these recommendations from 2010-2016 would increase Cirque's revenues by $12.2 to $24.5 million annually.
Cirque du Soleil is considering expanding into Asian markets like China through touring shows, limited-run shows, resident shows, and partnering to develop resorts. A resort in Shanghai is recommended to diversify revenue and tap new opportunities in emerging Asian markets with strong economic growth and an increasing affluent population. Financial projections estimate the Shanghai resort partnership could generate over $100 million in annual profit within 5 years.
The document discusses Cirque du Soleil's strategic plan to expand globally and deliver new forms of creativity through multisensory experiences. It analyzes expanding to London and Singapore through resident and arena shows while partnering with local organizations. It also considers developing an augmented reality platform through a technological partnership to create interactive performances. Financial projections show higher revenue and profits through this approach compared to focusing only on big top shows.
Cirque du Soleil proposes a three-pronged strategy of analyzing, negotiating, and expanding by partnering with Royal Caribbean cruise ships to perform resident shows. This would allow Cirque to enter the European market and leverage Royal Caribbean's large theater spaces on its cruise ships. The strategy involves negotiating a deal with Royal Caribbean to produce two new shows and have Cirque perform on two Royal Caribbean ships by 2014. This partnership would provide sustainable growth opportunities for both companies and increased revenues for Cirque du Soleil.
Marketing Analysis Practice-Cirque du soleilJiahui Ye
The document analyzes Cirque du Soleil using several frameworks including a 5 C's analysis of customers, context, company, collaborators, and competitors; a McKinsey 7S model; a SWOT analysis; and a resources and capabilities analysis. Some of Cirque du Soleil's strengths highlighted include producing high-quality shows, being socially responsible, and having a good global reputation. Opportunities discussed include expanding into new markets like China and partnering with non-profits. Threats mentioned are a changing target demographic and overdependence on MGM Resorts for revenue from Las Vegas shows.
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.
MM Cirque du Soleil Case_Group_3_Sec_bBarath Singh
The document analyzes the traditional circus industry and Cirque du Soleil's business model. The traditional circus industry is facing challenges like high costs, low customer loyalty, and declining demand due to competition from other forms of entertainment. In contrast, Cirque du Soleil redefined the circus experience without animals and targeted sophisticated adult audiences. It has achieved unique positioning, high customer loyalty and partnerships that have generated increased revenues and profits for itself and its partners.
This document provides an overview of Cirque du Soleil, a Canadian entertainment company known for producing circus performances without animals. It outlines Cirque du Soleil's mission to provoke imagination and emotion through its shows. The company has grown from its founding in 1984 to over 5,000 employees and 100 million spectators across 31 different shows. The document also includes a PEST analysis noting political bans on animal circuses, economic challenges from decreased entertainment budgets, and a more socially conscious audience. Finally, it maps out Porter's five forces and value chain models to analyze Cirque du Soleil's business environment and operations.
The document discusses recommendations to improve Cirque du Soleil's financial sustainability by diversifying its revenue streams. It recommends expanding resident shows to cities like Paris, Hong Kong, and Shanghai. It also suggests partnerships with Disney and developing a Wii game and brand extensions. Implementing these recommendations from 2010-2016 would increase Cirque's revenues by $12.2 to $24.5 million annually.
Cirque du Soleil is considering expanding into Asian markets like China through touring shows, limited-run shows, resident shows, and partnering to develop resorts. A resort in Shanghai is recommended to diversify revenue and tap new opportunities in emerging Asian markets with strong economic growth and an increasing affluent population. Financial projections estimate the Shanghai resort partnership could generate over $100 million in annual profit within 5 years.
The document discusses Cirque du Soleil's strategic plan to expand globally and deliver new forms of creativity through multisensory experiences. It analyzes expanding to London and Singapore through resident and arena shows while partnering with local organizations. It also considers developing an augmented reality platform through a technological partnership to create interactive performances. Financial projections show higher revenue and profits through this approach compared to focusing only on big top shows.
Cirque du Soleil proposes a three-pronged strategy of analyzing, negotiating, and expanding by partnering with Royal Caribbean cruise ships to perform resident shows. This would allow Cirque to enter the European market and leverage Royal Caribbean's large theater spaces on its cruise ships. The strategy involves negotiating a deal with Royal Caribbean to produce two new shows and have Cirque perform on two Royal Caribbean ships by 2014. This partnership would provide sustainable growth opportunities for both companies and increased revenues for Cirque du Soleil.
Marketing Analysis Practice-Cirque du soleilJiahui Ye
The document analyzes Cirque du Soleil using several frameworks including a 5 C's analysis of customers, context, company, collaborators, and competitors; a McKinsey 7S model; a SWOT analysis; and a resources and capabilities analysis. Some of Cirque du Soleil's strengths highlighted include producing high-quality shows, being socially responsible, and having a good global reputation. Opportunities discussed include expanding into new markets like China and partnering with non-profits. Threats mentioned are a changing target demographic and overdependence on MGM Resorts for revenue from Las Vegas shows.
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.
MM Cirque du Soleil Case_Group_3_Sec_bBarath Singh
The document analyzes the traditional circus industry and Cirque du Soleil's business model. The traditional circus industry is facing challenges like high costs, low customer loyalty, and declining demand due to competition from other forms of entertainment. In contrast, Cirque du Soleil redefined the circus experience without animals and targeted sophisticated adult audiences. It has achieved unique positioning, high customer loyalty and partnerships that have generated increased revenues and profits for itself and its partners.
This document provides an overview of Cirque du Soleil, a Canadian entertainment company known for producing circus performances without animals. It outlines Cirque du Soleil's mission to provoke imagination and emotion through its shows. The company has grown from its founding in 1984 to over 5,000 employees and 100 million spectators across 31 different shows. The document also includes a PEST analysis noting political bans on animal circuses, economic challenges from decreased entertainment budgets, and a more socially conscious audience. Finally, it maps out Porter's five forces and value chain models to analyze Cirque du Soleil's business environment and operations.
Cirque du Soleil's BLUE OCEAN STRATEGY: One-page Story of How Cirque du Solei...Rod King, Ph.D.
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.
an overview of the entertainment company Cirque Du Soleil which rejuvinated the circus industry by incorporating art,dance, music, theme based storyline in the entertainment industry..
The document provides an overview of a strategic analysis being conducted by Think Tank for Cirque du Soleil. It introduces the Think Tank consultancy team and outlines the analysis that will be done, including a PESTEL analysis, Porter's Five Forces analysis, strategic group analysis, value chain analysis, and TOWS matrix. The analyses will examine Cirque du Soleil's external and internal business environment to provide recommendations for the organization's future strategic direction.
Exeter aims to expand its business by taking on new clients and projects in education. Its overall strategy involves enabling education through two initial projects with Tulane University and a large private university. It will then expand into India by opening an office in Bangalore and targeting private and public higher education clients. Exeter expects this strategy to significantly increase its growth rate and provide a net present value of over $12 million. It will implement this strategy over two phases from 2009 to 2014, first focusing on the two education projects and then expanding its operations and team in India.
The document discusses Exeter Consulting's strategy to engage current clients, enhance operations, and expand domestically and internationally over the next few years. It recommends focusing on the healthcare and higher education industries in the US and India. Key initiatives include strengthening project management, aggressively recruiting new talent, and opening new offices in San Francisco and Mumbai. Financial projections estimate $255-489 million in total revenues through 2014 depending on project success.
The document summarizes a consulting firm's presentation recommending strategies for Exeter Consulting to increase growth. It recommends that Exeter expand its education practice domestically and globally in India, create an energy sector focused on renewable energy, and restructure internally to support these initiatives. Over 5 years, this strategy is projected to more than triple Exeter's revenue growth rate and establish new long-term client relationships.
RAN is considering refining its strategic focus to better utilize its limited resources. It proposes concentrating on campaigns directly related to protecting threatened forests by leveraging its expertise. Specific strategies include exiting its Ford campaign, expanding to Japan through a partnership with an NGO there, and launching a "Sponsor a Campaign" funding program. This would allow RAN to more efficiently achieve its mission while also pursuing concentrated growth over the next 5 years.
Cirque du Soleil is facing challenges from the global recession and a need to expand globally while maintaining its unique brand. Short-term recommendations include a viral marketing campaign, performing at music festivals, and developing an IMAX 3D film. Long-term recommendations include establishing a new resident show in Honolulu to pursue profitable growth with minimal risk. The proposals are projected to return Cirque du Soleil to revenue growth and profitability by 2014 while balancing artistic integrity with business objectives.
The document outlines Cirque du Soleil's strategic expansion plans into new markets like Macau, France, and Alegria arena shows. It discusses moving the Alegria show into arenas in Europe, expanding into the attractive French market through a partnership with Disneyland Paris, and continuing growth in Macau through the successful Wynn partnership model. Financial projections show strong returns from expanding into these new areas. The strategy aims to diversify Cirque's business model by utilizing arenas and new geographic regions to ensure future growth and stability.
Cirque du Soleil is considering three recommendations to expand its business: 1) Expand resident shows through partnerships with MGM in new cities like Macau, Abu Dhabi, and Atlantic City. 2) Develop a nightlife business called "Soleil by Night" in areas with Cirque shows. 3) Launch a reality TV show called "The Artiste" to build its brand among new demographics. The recommendations aim to grow the resident show segment, increase spending per consumer, and attract new fans while maintaining Cirque's creative values.
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
Cirque du Soleil is evaluating potential partnerships and growth opportunities. Key considerations include maintaining creative control and quality, achieving target returns of 10-11% IRR, and finding partners willing to share risks and costs. For resident shows, focusing on more permanent Las Vegas Strip locations could leverage its success there. For touring shows, ensuring ticket prices, occupancy, costs and profit shares support the IRR target. Partners should allow Cirque control over creativity. Festivals may also promote shows. Overall the strategy is to carefully select partners that preserve Cirque's values and financial sustainability.
The document discusses a strategy called the 3C Strategy to help a company maintain sustainable long-term growth. The 3Cs stand for Correct, Change, and Create. The Correct approach involves reorganizing departments. The Change approach uses a hybrid business model. The Create approach focuses on expanding into the hotel market through partnerships. The strategy aims to establish new revenue streams while enhancing operations through the 3Cs to achieve long-term growth.
The document summarizes a circus arts workshop for children where they learned skills like devil sticks, Chinese yoos, walking on globes, and juggling plates. It describes some of the individual children practicing different skills, such as Corey with the devil stick and Karina walking on the globe. The workshop concluded with the children cleaning up together and the teacher thanking the young participants, looking forward to next year's workshop.
Cirque du Soleil aims to develop relationships with audiences by understanding their needs and engaging them through social media. They have 21 shows worldwide and seek to reach the right audiences. Their strategy involves leveraging partnerships, targeting resident and touring show audiences differently, and harnessing the power of fans and their friends' networks. They work to activate audiences through an engagement cycle and testing new platforms. Their goals are to listen, engage, respond to audiences, increase awareness, develop analytics, and maintain industry partnerships to guide decisions.
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.
The document discusses 10 important concepts for designing and managing services. It outlines what a service is and the distinctive characteristics of services, including intangibility, inseparability, variability, and perishability. It then discusses various service marketing strategies such as using different profit tiers, empowering customers, co-production, and taking a holistic marketing approach. It emphasizes managing customer expectations, the importance of quality management and support strategies, developing service branding, and differentiating services in the marketplace.
This is a presentation I gave at the opening of the 2010 Branding Conference in South Africa. The 45 minutes allocated was too short to go into much detail so the presentation just touches on key issues in managing brands in turbulence, something that brand managers and strategists are going to have to get used to doing. Some of the slides require a talking head in front of them, but I hope that the general message of the presentation comes through. The use of a strategy canvas to develop a brand positioning is based on the excellent Blue Ocean Strategy work of W. Chan Kim and Renee Mauborgne. I also used Philip Kotler and John A. Caslione's Chaotics as a reference book.
Quintessential is a company that creates brand experiences through events, store refits, and point-of-sale displays. They aim to build perfect brand experiences and imagine better ways to create meaningful interactions. Some of their clients include IKEA, Tesco, Toyota, and Heineken. They have experience organizing large scale projects like refitting hundreds of stores simultaneously and running international competitions and incentive programs.
Cirque du Soleil's BLUE OCEAN STRATEGY: One-page Story of How Cirque du Solei...Rod King, Ph.D.
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.
an overview of the entertainment company Cirque Du Soleil which rejuvinated the circus industry by incorporating art,dance, music, theme based storyline in the entertainment industry..
The document provides an overview of a strategic analysis being conducted by Think Tank for Cirque du Soleil. It introduces the Think Tank consultancy team and outlines the analysis that will be done, including a PESTEL analysis, Porter's Five Forces analysis, strategic group analysis, value chain analysis, and TOWS matrix. The analyses will examine Cirque du Soleil's external and internal business environment to provide recommendations for the organization's future strategic direction.
Exeter aims to expand its business by taking on new clients and projects in education. Its overall strategy involves enabling education through two initial projects with Tulane University and a large private university. It will then expand into India by opening an office in Bangalore and targeting private and public higher education clients. Exeter expects this strategy to significantly increase its growth rate and provide a net present value of over $12 million. It will implement this strategy over two phases from 2009 to 2014, first focusing on the two education projects and then expanding its operations and team in India.
The document discusses Exeter Consulting's strategy to engage current clients, enhance operations, and expand domestically and internationally over the next few years. It recommends focusing on the healthcare and higher education industries in the US and India. Key initiatives include strengthening project management, aggressively recruiting new talent, and opening new offices in San Francisco and Mumbai. Financial projections estimate $255-489 million in total revenues through 2014 depending on project success.
The document summarizes a consulting firm's presentation recommending strategies for Exeter Consulting to increase growth. It recommends that Exeter expand its education practice domestically and globally in India, create an energy sector focused on renewable energy, and restructure internally to support these initiatives. Over 5 years, this strategy is projected to more than triple Exeter's revenue growth rate and establish new long-term client relationships.
RAN is considering refining its strategic focus to better utilize its limited resources. It proposes concentrating on campaigns directly related to protecting threatened forests by leveraging its expertise. Specific strategies include exiting its Ford campaign, expanding to Japan through a partnership with an NGO there, and launching a "Sponsor a Campaign" funding program. This would allow RAN to more efficiently achieve its mission while also pursuing concentrated growth over the next 5 years.
Cirque du Soleil is facing challenges from the global recession and a need to expand globally while maintaining its unique brand. Short-term recommendations include a viral marketing campaign, performing at music festivals, and developing an IMAX 3D film. Long-term recommendations include establishing a new resident show in Honolulu to pursue profitable growth with minimal risk. The proposals are projected to return Cirque du Soleil to revenue growth and profitability by 2014 while balancing artistic integrity with business objectives.
The document outlines Cirque du Soleil's strategic expansion plans into new markets like Macau, France, and Alegria arena shows. It discusses moving the Alegria show into arenas in Europe, expanding into the attractive French market through a partnership with Disneyland Paris, and continuing growth in Macau through the successful Wynn partnership model. Financial projections show strong returns from expanding into these new areas. The strategy aims to diversify Cirque's business model by utilizing arenas and new geographic regions to ensure future growth and stability.
Cirque du Soleil is considering three recommendations to expand its business: 1) Expand resident shows through partnerships with MGM in new cities like Macau, Abu Dhabi, and Atlantic City. 2) Develop a nightlife business called "Soleil by Night" in areas with Cirque shows. 3) Launch a reality TV show called "The Artiste" to build its brand among new demographics. The recommendations aim to grow the resident show segment, increase spending per consumer, and attract new fans while maintaining Cirque's creative values.
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
Cirque du Soleil is evaluating potential partnerships and growth opportunities. Key considerations include maintaining creative control and quality, achieving target returns of 10-11% IRR, and finding partners willing to share risks and costs. For resident shows, focusing on more permanent Las Vegas Strip locations could leverage its success there. For touring shows, ensuring ticket prices, occupancy, costs and profit shares support the IRR target. Partners should allow Cirque control over creativity. Festivals may also promote shows. Overall the strategy is to carefully select partners that preserve Cirque's values and financial sustainability.
The document discusses a strategy called the 3C Strategy to help a company maintain sustainable long-term growth. The 3Cs stand for Correct, Change, and Create. The Correct approach involves reorganizing departments. The Change approach uses a hybrid business model. The Create approach focuses on expanding into the hotel market through partnerships. The strategy aims to establish new revenue streams while enhancing operations through the 3Cs to achieve long-term growth.
The document summarizes a circus arts workshop for children where they learned skills like devil sticks, Chinese yoos, walking on globes, and juggling plates. It describes some of the individual children practicing different skills, such as Corey with the devil stick and Karina walking on the globe. The workshop concluded with the children cleaning up together and the teacher thanking the young participants, looking forward to next year's workshop.
Cirque du Soleil aims to develop relationships with audiences by understanding their needs and engaging them through social media. They have 21 shows worldwide and seek to reach the right audiences. Their strategy involves leveraging partnerships, targeting resident and touring show audiences differently, and harnessing the power of fans and their friends' networks. They work to activate audiences through an engagement cycle and testing new platforms. Their goals are to listen, engage, respond to audiences, increase awareness, develop analytics, and maintain industry partnerships to guide decisions.
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.
The document discusses 10 important concepts for designing and managing services. It outlines what a service is and the distinctive characteristics of services, including intangibility, inseparability, variability, and perishability. It then discusses various service marketing strategies such as using different profit tiers, empowering customers, co-production, and taking a holistic marketing approach. It emphasizes managing customer expectations, the importance of quality management and support strategies, developing service branding, and differentiating services in the marketplace.
This is a presentation I gave at the opening of the 2010 Branding Conference in South Africa. The 45 minutes allocated was too short to go into much detail so the presentation just touches on key issues in managing brands in turbulence, something that brand managers and strategists are going to have to get used to doing. Some of the slides require a talking head in front of them, but I hope that the general message of the presentation comes through. The use of a strategy canvas to develop a brand positioning is based on the excellent Blue Ocean Strategy work of W. Chan Kim and Renee Mauborgne. I also used Philip Kotler and John A. Caslione's Chaotics as a reference book.
Quintessential is a company that creates brand experiences through events, store refits, and point-of-sale displays. They aim to build perfect brand experiences and imagine better ways to create meaningful interactions. Some of their clients include IKEA, Tesco, Toyota, and Heineken. They have experience organizing large scale projects like refitting hundreds of stores simultaneously and running international competitions and incentive programs.
The Walt Disney Company is a leading entertainment company founded in 1923 with four business segments: media networks, parks and resorts, studio entertainment, and consumer products. Under new CEO Robert Iger, Disney has adopted more collaborative and empowering management practices compared to previous leadership. Iger's changes have led to increased creativity, teamwork, and revenues across Disney's business divisions through synergies and new products and franchises. Disney faces opportunities in franchising, new platforms, and international markets, but also threats from piracy, declining ad revenues, and economic weakness.
“Momentum Group”, a full-fledged event producing company based in Mumbai since almost a decade. We deliver events of all kinds and magnitudes right from conception to completion. Our offices in Mumbai and several affiliates can deliver a successful event across the country and several destinations globally. We have catered to more than 80 clients like – L&T, BHEL, IIJS, BSNL, Radiomirchi, Loreal, Essar, Samsung, NIIT, ICICI, PVR, Indiabulls, The Leela, HDIL, DB Realty, Bisleri, Sony TV, Intel, Rajiv Gandhi Awards Committee to name a few. The company is structured out into 6 different verticals –
Corporate Affairs – Conferences, Launches, Exhibitions, Dealer Meets, Seminars etc
Interactive Media – BTL, Brand & Product Promotions, Multi-City Roadshows, Floats, etc
Celebrities & Gigs – Endorsements, Performances, Appearances, etc
Live Wire – Stage shows, Star Nites, Musicals concerts, fashion shows, Award Ceremonies
Customized Evenings – Designer weddings, Gala Dinners, Theme Parties etc
Large Public Events – Marathons, Rallies, Sporting events, Festive Celebrations
Award winning international live events agency, creatively combining events, exhibitions, branding, film & digital to deliver the ultimate communication experience.
The document describes the services offered by Action Impact, the largest integrated live communications agency in the Middle East, including live events, exhibition stands, experiential interiors, brand communication, digital media, and their strategic approach. It provides examples of some of their award-winning work and lists some of their high-profile clients from the region. The document also includes contact information for Action Impact's offices in Dubai and Abu Dhabi.
The Stade de France has hosted over 20 major live events over the past 10 years attracting over 2 million spectators. STADEFRANCE Live Events was created in 2009 to specialize in designing and producing large-scale live events for stadiums. They have expertise in increasing events, maximizing attendance, optimizing schedules, and creating tailored content. STADEFRANCE provides consulting services and can tour productions internationally to optimize venue programming and positioning.
The Stade de France has hosted over 20 major live events over the past 10 years attracting over 2 million spectators. STADEFRANCE Live Events was created in 2009 to specialize in designing and producing large-scale live events for stadiums. They have expertise in increasing events, attendance, and optimizing venue calendars. Their past productions include operas, concerts, and original shows blending music, dance, and special effects.
Starbucks has had success expanding internationally through a variety of partnership models. The company carefully selects partners based on their market knowledge and experience. Starbucks also considers local coffee drinking behaviors and cultures when entering new markets. In China, coffee is not a mainstream beverage so Starbucks promoted a third space experience and conducted extensive research before opening its first store in 1999. It has since focused on building its brand in major Chinese cities while deepening commitments in Taiwan and Shanghai.
This document discusses the Blue Ocean Strategy (BOS), a concept from a book that provides strategic management tools. BOS proposes that companies should stop competing in existing markets and instead create new market spaces with uncontested demand. It outlines analytical tools like the strategy canvas and four actions framework to help companies eliminate or reduce existing factors while creating new value. Examples provided show how Cirque du Soleil and Yellow Tail wine brand applied these concepts to achieve success. The document also discusses applying BOS nationally and in the public sector in Malaysia through cross-agency collaboration and innovative thinking beyond conventions.
Between 1975 and 1995, 60% of Fortune 500 companies were replaced, showing that markets and competitors are constantly changing. Industries and companies continuously rise and fall, so there are no permanently dominant players. Strategic moves that continuously create new value for customers allow companies to stay at the top. Value innovation aims to substantially raise customer value rather than focus only on new technologies. By identifying and serving overall customer needs through an unparalleled value proposition, companies can dominate their market.
This document advertises the 2010 ATA Convention & Expo to be held at Disney's Contemporary Resort in Orlando, Florida from September 12-15. The convention will focus on helping attendees discover the magic of great customer contact and feature 65% more content than the previous year. Attendees will have opportunities to network, learn from other professionals, and address business problems with practical solutions. The resort offers rooms at an incredible rate and amenities include a pool, health club, and dining including a restaurant with views of Cinderella Castle.
Acxiom High Performance Data Is The New BlackTim Suther
$112 billion is wasted annually on advertising in the US. Data and understanding customers is crucial - learn from every interaction, connect the dots across interactions, and expand your view of customers. Highly valuable customers drive the majority of profits, while many customers add little value or cost companies money. Concentrating marketing spend on the most valuable customers can yield a 3-5x return on ad dollars. Metrics should measure acquired customer value rather than just acquisition. Data provides insights into customers and enables targeting at the individual level.
Channel Success: Is Your Organization Ready? [Global Channel Partners Summit]interlinkONE
The document discusses the challenges facing organizations and channel partners in today's competitive environment. It emphasizes the need to align business strategies, identify new revenue streams, and transition to new technologies. The document defines what a successful partnership entails - including trust, shared innovation, agreed upon goals, and mutual ROI. It outlines Kodak's channel vision to serve customers through strategic relationships and their objectives to maximize satisfaction, drive growth, and ensure simple execution. Finally, it discusses the top 10 "must haves" channel partners need for success, including sales capability, strategic alignment, expertise, ability to invest, and market attractiveness.
EyeforTravel - Ancillary Revenue & Partnerships Europe 2009EyeforTravel
Real case studies and expert insight from across the travel industry on how to integrate and drive ancillary revenues.
http://events.eyefortravel.com/ancillary-revenue/?t=slideshare
This document provides advertising rate card and listing information for GeoDublin, an online business directory for Dublin in 2012. It outlines pricing for billboard, pushdown, sidekick, and slider ads on the home and inner pages per month in Euros, ranging from €750 for billboards on the home page to €175 for sidekicks on inner pages. It also provides benefits of advertising such as increased brand exposure, reaching local and international audiences, and measurable effectiveness. Listing prices and subscriptions are also included, with featured listings costing €149.99 for 30 days.
Hawthorn Brand Design Essence. Jan 2011Chris Olson
This document accompanies the Smart Marketing slide deck. Elements of the document were used to illustrate library experience and branding concepts and approaches mentioned in the Smart Marketing presentation.
Eco Leadership provides strategic sustainable development training, consultancy, and programs on corporate social responsibility and employee engagement. It uses the Natural Step Framework and is a preferred partner of Green Globe in Singapore and Bali. The document discusses how Eco Leadership helps organizations lower costs, strengthen reputations, and create new products and markets by moving toward sustainability.
Tradeshows are an effective marketing tool that fulfill basic human needs to see and interact with others. They provide unique opportunities to make face-to-face connections with customers and prospects. While tradeshows require investment, research shows they can be more cost-effective for making initial contacts than traditional field sales. Exhibitors should select shows strategically, plan pre-show marketing, design their booth for maximum impact, and ensure follow-up on leads to fully realize the ROI potential of tradeshow participation.
This document outlines the rules and procedures for the MMICC 2009 case competition. It details:
1) The appeals committee that will address any rule interpretations is composed of members from different participating regions.
2) Teams will make two presentations to different judging panels - once in the morning and once in the afternoon. Presentations are limited to 20 minutes plus 10 minutes of Q&A.
3) Teams can only use the provided materials and resources during their preparation time and presentations. Outside assistance, technology, or materials are prohibited.
4) Judges will rank the top teams after deliberations following all the presentations. Advisors cannot assist teams once they receive the case until after their second presentation is complete
The document outlines a strategic plan for the Rainforest Action Network (RAN) to expand its campaigns and membership over the next 5 years. It proposes a "Triple-EX" strategy involving expanding membership through various marketing efforts, exposing Exxon's environmental damages through fact-finding alliances, and excelling human resources through training and compensation programs. The plan sets objectives to increase membership 15% annually and broaden campaigns from rainforests to climate change issues. A timeline, financial projections, and assumptions are included to support the 5-year goals.
RAN, an environmental NGO focused on rainforest protection campaigns, needs to adapt its strategy due to a changing environment. It is recommended that RAN launch a "Rainforest-Friendly" product labeling and ranking system to transform its business model from a conventional campaign approach to a more collaborative and knowledge-based operation. A multi-year plan is outlined to develop and promote the system within various industries to generate new funding sources and strengthen RAN's influence over time.
The document discusses strategies for Shimano, a Japanese bicycle component manufacturer, to increase revenue and efficiencies. It identifies opportunities to capture more market share in climbing gear, diversify product lines, and optimize supply chain management through a new production facility. Recommendations include hedging currency risk, pursuing ISO certifications, and expanding marketing efforts globally.
Sygma Consulting provided recommendations to Shimano on achieving growth while sustaining its dominant market position in bicycle components. The recommendations were to target growth in emerging markets like China by capitalizing on the 2008 Beijing Olympics, expand its product line into cross-country ski bindings, and implement a "tribal marketing" strategy to support enthusiast communities. A timeline outlined plans for the China strategy from 2006-2010 and product diversification from 2007-2010. The recommendation aimed to leverage Shimano's strengths in precision manufacturing and brand reputation to enter higher potential markets in a manner aligned with its environmental and quality values.
The document outlines E+Co's vision and plans to increase its impact and scale of operations significantly by 2020. The key points discussed are:
- E+Co aims to increase its customer base from 3 million to 100 million and entrepreneur reach from 3 million to 42,235 by 2020.
- To achieve this, E+Co plans to increase the number of entrepreneurs it works with, attract more funding from various sources including carbon markets, expand to new geographical markets and sectors like water, while maintaining a strong business model and learning culture.
- The implementation plan outlined timelines and approaches for increasing entrepreneurs, funding, expanding globally and entering the water sector between 2008-2020 to achieve the ambitious vision and targets.
E+Co is an organization that provides energy services and invests in small and medium enterprises (SMEs) in developing countries. The document discusses expanding E+Co's operations by increasing its investments in SMEs, especially in Africa, to serve more people while achieving strong financial returns. It proposes hiring local ambassadors to promote E+Co's services and recruit new entrepreneurs in rural areas. The strategies aim to empower local communities through sustainable enterprises while staying aligned with E+Co's mission.
Thammasat Consulting Group provides a summary of their business background and situational analyses of energy access in Africa and India. They identify issues in these markets and objectives to increase environmental/social impact. Strategies proposed include the Path Finding Strategy to invest in sub-Saharan Africa, the Peacock Strategy targeting reduced coal use in India, and the Fund Raising Strategy to generate more funds. Financial projections estimate $36 million cash available for investments by 2020.
Thammasat Consulting Group provides a summary of their business background and situational analyses of energy access in Africa and India. They identify issues in these markets and their objectives to increase environmental/social impact. They propose three strategies: 1) The Path Finding Strategy to increase impact in Africa by prioritizing countries and leveraging past experiences. 2) The Peacock Strategy focuses on reducing coal use in India by promoting biomass briquettes. 3) The Fund Raising Strategy aims to generate more funds through partnerships, corporations, banks, and carbon offsets to facilitate more operations in Africa and India.
E+Co is an organization that provides energy services and invests in small and medium enterprises (SMEs) in developing countries. The document discusses expanding E+Co's operations by increasing its investments in SMEs, especially in Africa, to serve more people while achieving strong financial returns. It proposes hiring local ambassadors to promote E+Co's services and recruit new entrepreneurs in rural areas. The strategies aim to empower local communities through sustainable enterprises while staying aligned with E+Co's mission.
The document outlines E+Co's vision and plans to increase its impact and scale of operations significantly by 2020. The key plans include:
- Increasing the number of entrepreneurs engaged from 3 million to 100 million
- Expanding into new geographic markets like Nigeria, Indonesia and sectors like water purification
- Raising funds via strategies like carbon markets to increase funding from $3 million to $100 million
- Financial projections estimate the plans can achieve over $1.8 billion in net present value and exceed targets for customers and entrepreneurs reached by 2020.
The document outlines a strategic plan for the Rainforest Action Network (RAN) to expand its campaigns and membership over the next 5 years. It proposes a "Triple-EX" strategy to 1) expand membership through various marketing efforts, 2) expose Exxon's negative environmental impact, and 3) excel RAN's human resources. Key elements include increasing the annual budget to $5 million, targeting Exxon for its climate change impact, and implementing employee training and benefits programs to reduce turnover. Financial projections estimate growing membership to over 20,000 members and achieving a positive net present value.
The document discusses knowledge management at the law firm Ogilvy Renault. It outlines how knowledge resides primarily with experts and their practices or in documents like policies, case records, and emails. It also discusses drivers for knowledge management from the competitive environment and business model, as well as challenges from a lack of knowledge management. The document recommends that knowledge management be a continuous process supported by top management and integrated into the company culture.
The document provides information about the McGill Management International Case Competition (MMICC), including that it is a top undergraduate business case competition that takes place over 3 days of social events and 2 days of the competition. 12 teams, each composed of 4 students and an advisor, are given 24 hours to solve a case study requiring skills in various areas of management. Teams then have 2 hours to present their solutions to a panel of professional judges, with cash prizes awarded to the top 3 teams. The document outlines the ambassador's role in supporting the event and preview's the week's schedule of activities from team arrivals to the closing ceremonies.
The document provides information about becoming an ambassador for the McGill International Case Competition (MMICC), which is an inter-university case competition involving 12 schools from 10 countries. As an ambassador, individuals would act as a liaison between competing teams and the executive committee, help welcome and guide teams, ensure teams get to locations on time and safely, monitor hotel rooms during the case period, assist with logistics, and promote participation at the event. Ambassadors would be required to attend all MMICC events from March 25-29 and miss school, but would receive an exemption and have their attendance and activities covered.
The document recommends that Shimano create a joint venture with bicycle manufacturer Trek to develop an innovative high-end bicycle called Trek-Shimano X. This would allow them to stay ahead of competition through continued research and development. Financial projections estimate the JV would yield $996 million in net profit over 10 years, higher than other options considered like focusing on low-cost or hybrid bicycles. The recommendation is to establish an R&D lab with Trek and launch the new bicycle in Europe, then expand globally.
This document outlines the rules and schedule for the MMICC 2007 competition. It provides details on:
- The presentation site and schedule, with teams presenting twice on Friday and Saturday to different judge panels.
- Restrictions on team communication and internet/device use during the 24 hour case preparation period between presentations.
- Logistics for printing, submitting presentation materials, and time limits for presentations/Q&A.
- What materials teams can and cannot bring to the preparation site.
- The judging process and goal of ranking the top 3 teams.
- Guidelines for team advisors in terms of communication with teams and event participation.
More from McGill Management International Case Competition (17)
1. CIRQUE DU SOLEIL
EXTENDING THE EXPERIENCE:
PROGRAMS, PARTNERS, & PLACES
THE WHARTON SCHOOL | TEAM 2
RAYMOND FLORES | CASEY KLYSZEIKO
CAMERON ROUZER | MINDY ZHANG
2. Problem Definition
PROBLEM STATEMENT
Which opportunities should Cirque du Soleil pursue in order to
grow sustainably and continuously push the creative frontier?
WHAT OPPORTUNITIES?
PROGRAMS PARTNERS PLACES
• How to balance
touring and resident • Who will provide
programs? the right synergies? • Which geographic
• New experiences • What is the optimal markets?
and revenue deal structure?
streams?
3. Since its founding, Cirque du Soleil has successfully
differentiated itself in the entertainment industry
Redefined Experience
Unique Positioning
Win-Win Partnerships
Customer Loyalty
Context Programs Partners Places Implementation & Results Conclusion
4. Cirque du Soleil has redefined the traditional circus
experience
TRADITIONAL CIRCUS CIRQUE DU SOLEIL
Redefined Experience
Circus performers and Street performers, no
animals animals
Low-brow amusement Provocative, sophisticated
Unique Positioning performances
Incorporates elements of Emphasis on innovation
“typical” circus experience and creativity
Win-Win Partnerships
Targets kids and families Targets sophisticated adult
population
Customer Loyalty
Context Programs Partners Places Implementation & Results Conclusion
5. Cirque du Soleil has redefined the traditional circus
experience
TRADITIONAL CIRCUS CIRQUE DU SOLEIL
Redefined Experience
Circus performers and Street performers, no
animals animals
Low-brow amusement Provocative, sophisticated
Unique Positioning performances
Incorporates elements of Emphasis on innovation
“typical” circus experience and creativity
Win-Win Partnerships
Targets kids and families Targets sophisticated adult
population
Customer Loyalty
Cirque du Soleil Mission Statement
“To invoke, provoke, and evoke the imagination, the
senses, and the emotions of people around the world”
Context Programs Partners Places Implementation & Results Conclusion
6. It’s uniquely positioned away from competing forms of
performing arts entertainment
PERFORMING ARTS MARKET
Intense
Redefined Experience
Unique Positioning
Low price High price
Win-Win Partnerships
Customer Loyalty
Mild
Context Programs Partners Places Implementation & Results Conclusion
7. It has been able to realize success through its “win-win”
partnerships
Cirque du Soleil’s brand brings consumers to
Redefined Experience
partner venue
1. Contributed to doubled earnings growth
Unique Positioning of three largest casino partners
2. NY-NY experienced 23% increase in net
revenues given the addition of Zumanity
Win-Win Partnerships
3. MGM increased 13% increase in slot
revenue attributed to Kà
Customer Loyalty
Context Programs Partners Places Implementation & Results Conclusion
8. The typical Cirque du Soleil customer is affluent and loyal to
the brand
• 70% repeat customer base
Redefined Experience
• Targets sophisticated and educated adults
• $75,000+ in average annual income
Unique Positioning
Win-Win Partnerships
Customer Loyalty
Context Programs Partners Places Implementation & Results Conclusion
9. Due to its differentiated strategy, Cirque du Soleil has
realized tremendous financial success
Revenue (CAD$ millions)
800
700
Redefined Experience 600
500
400
300 70 million tickets sold by 2007
200
Unique Positioning 100
0
Win-Win Partnerships 12 Annual Tickets Sold (millions)
10
8
6
Customer Loyalty 4
2
0
Context Programs Partners Places Implementation & Results Conclusion
10. However, the industry is becoming increasingly competitive
Fragmented Industry Past directors are
Emergence of niche
• 60 circuses in U.S. creating their own
circuses
alone shows
How will Cirque du Soleil maintain its distinctive
advantage?
Context Programs Partners Places Implementation & Results Conclusion
11. And Cirque du Soleil’s business model is changing to a
mixture of touring and resident shows
Touring Resident
Number of Cities 100 1
Price $40-$90 $100-$150
Seating Capacity 2,500 1,750
Occupancy to Break-Even 65% 60%
Average Occupancy Variable 95%
Performances/Year 350 480
Partners Limited Sponsors Casinos in Las Vegas; Disney
Cirque’s Capital Investment $50 Million $15 Million
Touring model allows for greater
Resident model drives more
exposure, more touch points with
profits, better efficiency, and lower
consumers, and better
capital risk
diversification
Note: Figures are approximate and from case
Context Programs Partners Places Implementation & Results Conclusion
12. Cirque du Soleil is presented with many new opportunities
• On a weekly basis, Cirque du Soleil is offered opportunities
with new show partners across the globe
• Corporations have a growing interest in associating with
Cirque du Soleil
Cirque du Soleil is a growing global brand that people want to
be a part of and associate with
Context Programs Partners Places Implementation & Results Conclusion
13. There are many regions for continued global growth
Touring
Coverage
Resident
Locations
Note: Planned 2010
Opening In Dubai
• High brand awareness
– Shows regularly sell-out
• Only 3 countries with resident programs
– 7/10 U.S. shows in Las Vegas
Context Programs Partners Places Implementation & Results Conclusion
14. Cirque du Soleil is at a crossroads with new opportunities
and threats
Strengths Weaknesses
• Scalable creativity • Increasingly complex business
• The Cirque du Soleil experience model
• Loyal customers • Dependence on specific people
• Profitability • Lack of diversification
• Investment capability
Opportunities Threats
• Many partnership opportunities • Uncontrolled expansion leading
• Untapped market potential to brand dilution
• More global audience • Competitive entrants
• Leverage brand in new platforms • Partners’ demands on creative
control
Context Programs Partners Places Implementation & Results Conclusion
15. Problem Statement
Which opportunities should Cirque du Soleil
pursue in order to grow sustainably and
continuously push the creative frontier?
Context Programs Partners Places Implementation & Results Conclusion
16. Cirque du Soleil has leveraged its current model for
engaging consumers extremely well
CURRENT MODEL
Customer interacts with Cirque du
Soleil mainly through its tour and
resident shows.
Context Programs Partners Places Implementation & Results Conclusion
17. However, Cirque du Soleil can extend its distinctive
experience through new platforms
CURRENT MODEL NEW MODEL
Customer interacts with Cirque du Customer interacts with Cirque du
Soleil mainly through its tour and Soleil through new
resident shows. programs, partners and places.
PROGRAMS
PARTNERS
PLACES
Context Programs Partners Places Implementation & Results Conclusion
18. Cirque du Soleil should create an extended experience through new
programs, partners and places in order to push the frontiers of
creativity and drive profit
PROGRAMS PARTNERS PLACES
1. Continue touring and 1. Expand successful Global expansion:
resident shows partnership models to 1. Dubai
simultaneously hotels 2. Sydney
2. Launch new nightclub 2. Introduce corporate 3. Berlin
experience sponsors for touring 4. London
3. Develop flagship shows
theatre
Drive profitability
Extend Cirque du Soleil experience
Push frontiers of creative expression
Context Programs Partners Places Implementation & Results Conclusion
19. Cirque du Soleil should create an extended experience through new
programs, partners and places in order to push the frontiers of
creativity and drive profit
PROGRAMS PARTNERS PLACES
1. Continue touring and
1. Expand successful Global expansion:
resident shows
partnership models to 1. Dubai
simultaneously
hotels 2. Sydney
2. Launch new nightclub
2. Introduce corporate 3. Berlin
experience
sponsors for touring 4. London
3. Develop flagship
shows
theatre
4. Invest in social media
Drive profitability
Extend Cirque du Soleil experience
Push frontiers of creative expression
Context Programs Partners Places Implementation & Results Conclusion
20. Existing and new programs will extend and improve the
Cirque du Soleil experience
OBJECTIVE
To create brand extensions that increase opportunities to engage
with the Cirque du Soleil experience
Recommendations
1. Continue pursuing both touring and resident shows
simultaneously
2. Launch a nightclub and flagship theatre
3. Leverage social media to further engage consumer
Context Programs Partners Places Implementation & Results Conclusion
21. Existing tours and resident shows serve as complements
and should be pursued together
• BROAD ACCESS • EXCLUSIVE EXPERIENCE
• Lower-priced tickets • Higher-priced tickets
• Serve non-resident show cities • Serve selective cities with
large tourism industries
TOURING RESIDENT
Touring shows encourage
SHOWS SHOWS
customers to seek out
resident shows in the future
IMPLICATION
Cirque du Soleil should pursue both programs simultaneously to extend customer
lifetime value and increase financial and brand impact
Context Programs Partners Places Implementation & Results Conclusion
22. A nightclub and flagship theatre will further extend the
Cirque du Soleil experience
NIGHTCLUB OBJECTIVES
AND Creative Potential
FLAGSHIP Compatibility with Brand Experience
THEATRE Feasibility of Implementation
Financial Opportunity
Evaluate opportunities
1. LAUNCH NIGHTCLUB WITH
2. BUILD FLAGSHIP THEATRE
EXISTING PARTNER
Context Programs Partners Places Implementation & Results Conclusion
23. The nightclub will extend the experience in a new realm
with limited financial and operational risks
1. LAUNCH NIGHTCLUB WITH EXISTING PARTNER
NIGHTCLUB • Unique brand extension
Why?
• Can leverage existing partners’ expertise
• Work with MGM Mirage – best relationship
Implementation
• Upfront cost: $1.6mil (50% of total capital)
• Reduce financial and operational risk through
Risk Mitigation
partnership / short term contract
Outcomes • Annual revenue: $2.8 million
Context Programs Partners Places Implementation & Results Conclusion
24. The flagship theatre will be the premier creative vehicle for
Cirque du Soleil
2. BUILD FLAGSHIP THEATRE
FLAGSHIP
• Base for creative freedom
THEATRE Why?
• Significant financial potential
Implementation • Upfront cost: $180million
• Limit financial risk through gradual development
Risk Mitigation timeline
• Launch in new location to limit cannibalization
Outcomes • Annual revenue: $100 million
Context Programs Partners Places Implementation & Results Conclusion
25. Finally, interactive and social media will engage the
consumer and build loyalty
BUILDING BUZZ
OBJECTIVE
Increase exposure to Cirque du Soleil to attract new
THROUGH SOCIAL
customers and continue loyalty among existing customers
MEDIA
• Of the 80% of online American adults who use social
media monthly, 48% use it to review product and
service ratings*
RECOMMENDATIONS
Increase usage of social & interactive media
• Social networking sites (blogs, websites)
EXPECTED OUTCOMES
• Increase connection with potential customers
• More ticket purchases from existing customers
* 2009 Forrester Research
Context Programs Partners Places Implementation & Results Conclusion
26. New programs will enable the consumer to extend the
Cirque du Soleil experience
TOURING RESIDENT
SHOWS SHOWS
NIGHTCLUB
AND
FLAGSHIP
THEATER
BUILDING BUZZ
THROUGH SOCIAL MEDIA
Context Programs Partners Places Implementation & Results Conclusion
27. Cirque du Soleil should create an extended experience through new
programs, partners and places in order to push the frontiers of
creativity and drive profit
PROGRAMS PARTNERS PLACES
1. Continue touring and
1. Expand successful Global expansion:
resident shows
partnership models to 1. Dubai
simultaneously
hotels 2. Sydney
2. Launch new nightclub
2. Introduce corporate 3. Berlin
experience
sponsors for touring 4. London
3. Develop flagship
shows
theatre
4. Invest in social media
Drive profitability
Extend Cirque du Soleil experience
Push frontiers of creative expression
Context Programs Partners Places Implementation & Results Conclusion
28. Finding the right partners will be integral to enhancing and
growing the Cirque du Soleil experience
Criteria for 1. Respect Creative Freedom
Successful Cirque du Soleil must have complete control over all artistic
Partnerships decisions
2. Brand Compatibility
Resident The mission, values, and market perception of a partner must
Partnerships align with that of Cirque du Soleil
3. Mutual Financial Advantage
Cirque du Soleil presence provides additional revenue
Touring opportunities for partner
Partnerships Amplifies Cirque’s financial returns and awareness
Context Programs Partners Places Implementation & Results Conclusion
29. Cirque should build upon the success of past resident
program partnerships
Respect Mutual
Criteria for Brand
Creative Financial
Successful Compatibility
Freedom Advantage
Partnerships
Casinos
Hotels
Resident
Cities
Partnerships
Restaurants
Venues
Touring
Partnerships
Context Programs Partners Places Implementation & Results Conclusion
30. Resident partnerships should be pursued with casinos and
hotels
Respect Mutual
Criteria for Brand
Creative Financial
Successful Compatibility
Freedom Advantage
Partnerships
Casinos
Hotels
Resident
Cities
Partnerships
Restaurants
Venues
Touring
Partnerships
• Continue resident programs with casinos
• Pilot new programs with compatible hotel resorts
Context Programs Partners Places Implementation & Results Conclusion
31. The Atlantis Palm is the ideal candidate for a pilot hotel
partnership
Criteria for Recommended Target: Atlantis Palm, Dubai
Successful
Partnerships
At a Glance
• Rooms: 1,539
• Restaurants: 17
Resident • Average Rate:
Partnerships $490 - $5,450
Deal Structure
• Atlantis pays $100M The Cirque Effect
Touring construction cost • Hotel-owned restaurants and shopping
Partnerships • $30M production cost will benefit from additional spending by
evenly split Cirque customers
• Profits shared 50/50 • 80% of customers are not staying at
the hotel
• Cirque maintains complete • Average attendee spends approx. $30
creative control on food and drinks
Context Programs Partners Places Implementation & Results Conclusion
32. There is an opportunity to benefit from partnerships with
touring shows
Criteria for Respect Creative Brand Mutual Financial
Successful Freedom Compatibility Advantage
Partnerships
Corporate
Sponsorships
Resident
Partnerships
Touring
Partnerships
Context Programs Partners Places Implementation & Results Conclusion
33. Infiniti provides an example of a lucrative corporate sponsor
Criteria for Respect Creative Brand Mutual Financial
Successful Freedom Compatibility Advantage
Partnerships
Corporate
Sponsorships
Resident
Partnerships Case Example: Infiniti Automotive Partnership
Natural alignment of market perception of
performance and innovation
Touring
Partnerships Infiniti financially supports Cirque du Soleil
shows while Infiniti benefits from brand
association
Cirque du Soleil brand moves from one night
experience to everyday exposure
Context Programs Partners Places Implementation & Results Conclusion
34. New hotel partners and corporate sponsors will support,
enhance and grow the Cirque experience
Resident Partnerships Touring Partnerships
ex. Atlantis Palm Dubai ex. Infiniti Sponsorship
• Drive additional revenue streams
• Facilitate new growth and expansion
• Extend the brand experience to new venues
Context Programs Partners Places Implementation & Results Conclusion
35. Cirque du Soleil should create an extended experience through new
programs, partners and places in order to push the frontiers of
creativity and drive profit
PROGRAMS PARTNERS PLACES
1. Continue touring and
1. Expand successful Global expansion:
resident shows
partnership models to 1. Dubai
simultaneously
hotels 2. Sydney
2. Launch new nightclub
2. Introduce corporate 3. Berlin
experience
sponsors for touring 4. London
3. Develop flagship
shows
theatre
4. Invest in social media
Drive profitability
Extend Cirque du Soleil experience
Push frontiers of creative expression
Context Programs Partners Places Implementation & Results Conclusion
36. Cirque du Soleil should expand in geographies that share
characteristics with current successes
• Cirque du Soleil has worldwide presence
• Resident shows extremely concentrated in the U.S., particularly Las Vegas
• Cirque du Soleil should look to expand in geographies that share similar
location and population characteristics with current resident shows
Location Criteria
1. High and/or growing population income
2. Tourism & travel-based destination
3. Past experience from touring shows
4. Diversify locations and offerings
Context Programs Partners Places Implementation & Results Conclusion
37. Cirque du Soleil should expand in geographies that share
characteristics with current successes
1. High and/or 2. Tourism & 3. Past experience 4. Diversify
growing travel-based from touring locations and
population income destination shows offerings
6,535,000
Dubai $41,800 Yes Yes
arrivals per year
15,340,000
London $35,400 Yes Yes
arrivals per year
1,869,000
Sydney $38,500 Yes Yes
arrivals per year
2,552,000
Berlin $34,200 Yes Yes
arrivals per year
7,646,000
New York $46,400 Yes No
arrivals per year
Context Programs Partners Places Implementation & Results Conclusion
38. Dubai, London, Sydney and Berlin present the best
opportunities for future Cirque expansion
1. High and/or 2. Tourism & 3. Past experience 4. Diversify
growing travel-based from touring locations and
population income destination shows offerings
6,535,000
Dubai $41,800 Yes Yes
arrivals per year
15,340,000
London $35,400 Yes Yes
arrivals per year
1,869,000
Sydney $38,500 Yes Yes
arrivals per year
2,552,000
Berlin $34,200 Yes Yes
arrivals per year
7,646,000
New York $46,400 Yes No
arrivals per year
Context Programs Partners Places Implementation & Results Conclusion
39. Expanding in Dubai, London, Sydney and Berlin will give
Cirque du Soleil a truly global footprint
Touring
Coverage
Resident
Locations
New Resident
Locations
New Flagship
Locations
A global footprint will extend the Cirque du Soleil experience to
more consumers and diversify its programs and partnerships
Context Programs Partners Places Implementation & Results Conclusion
40. Cirque du Soleil should create an extended experience through new
programs, partners and places in order to push the frontiers of
creativity and drive profit
PROGRAMS PARTNERS PLACES
1. Continue touring and
1. Expand successful Global expansion:
resident shows
partnership models to 1. Dubai
simultaneously
hotels 2. Sydney
2. Launch new nightclub
2. Introduce corporate 3. Berlin
experience
sponsors for touring 4. London
3. Develop flagship
shows
theatre
4. Invest in social media
Drive profitability
Extend Cirque du Soleil experience
Push frontiers of creative expression
Context Programs Partners Places Implementation & Results Conclusion
41. Given the increased complexity of pursuing additional expansion, a
gradual implementation strategy is most appropriate
Current Programs 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Touring Shows Continue current shows and pursue corporate sponsorships
Continue current shows
New show in Dubai
Resident Shows New show in Sydney
New show in Berlin
New Programs
Build Launch and operate
Nightclub
(Las Vegas) Explore potential expansion
Flagship Theatre
Build Launch Operate
(London)
Context Programs Partners Places Implementation & Results Conclusion
42. This strategy will increase revenues by 25.6% and profits by
33% annually over the next 10 years
Total Revenue Total Profits
$1,797,176 $452,665
$701,500
$137,300
2010 2020 2010 2020
Note: Graphs in 000s
(millions) 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Total Revenue $ 702 $ 738 $ 778 $ 818 $ 858 $ 1,030 $ 1,215 $ 1,552 $ 1,629 $ 1,712 $ 1,797
Total Profits $ 137 $ 144 $ 148 $ 151 $ 87 $ 136 $ 189 $ 391 $ 410 $ 432 $ 453
Context Programs Partners Places Implementation & Results Conclusion
43. New ventures will generate annual profits by 2017 and
contribute nearly $800M over the next 10 years
New Venture Profits
$250,000
$200,000
$150,000
$100,000
• New Ventures included are:
$50,000
1.Dubai Resident Show
$-
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
2.Sydney Resident Show
-$50,000
3.Berlin Resident Show
-$100,000
4.London Flagship Theatre
Cumulative New Venture Profits 5.Las Vegas Nightclub
$800,000 6.Touring Corporate Sponsorships
$700,000
$600,000
$500,000 • Cirque will sustain losses from 2013-
$400,000 2015 during initial investment phase
$300,000
$200,000
$100,000
$-
-$100,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
-$200,000
Context Programs Partners Places Implementation & Results Conclusion
44. Cirque du Soleil should create an extended experience through new
programs, partners and places in order to push the frontiers of
creativity and drive profit
PROGRAMS PARTNERS PLACES
1. Continue touring and
1. Expand successful Global expansion:
resident shows
partnership models to 1. Dubai
simultaneously
hotels 2. Sydney
2. Launch new nightclub
2. Introduce corporate 3. Berlin
experience
sponsors for touring 4. London
3. Develop flagship
shows
theatre
4. Invest in social media
Drive profitability
Extend Cirque du Soleil experience
Push frontiers of creative expression
Context Programs Partners Places Implementation & Results Conclusion
45. QUESTIONS EXTENDING THE EXPERIENCE:
PROGRAMS, PARTNERS, & PLACES
Touring Shows:
Problem Touring v.
Additional Risk Mitigation Places Analysis
Definition Resident
Considerations
Resident Shows: New Venture
Strategy
Nightclub Additional Profits Sensitivity Coverage Map
Statement
Considerations Analysis
Evaluating New Venture
Changing Business
Flagship Theatre Program Shows: Financial Timeline
Model
Opportunities Projections
Nightclub Venture:
Corporate Social Resident Social media Profits &
Financial
Responsibility Partnerships campaigns Revenues
Breakdown
Extending the Touring Infiniti Deal Organizational New Venture
Experience Sponsorships Structure Structure Analysis
46. PROGRAM APPENDIX – Touring Shows: Additional
Considerations (A)
Should Cirque du Soleil pursue arena touring shows in addition
to big-top shows?
TOURING Yes, but limit arena touring shows to older, repeat shows rather
SHOWS than new pilots.
PROS OF ARENA SHOWS CONS OF ARENA SHOWS
Broader reach Danger of brand dilution
Scale and profitability Less intimate experience for
consumers
Should Cirque du Soleil continue to invest in touring shows
despite lower profitability?
• Yes, touring shows are core to CDS’s tradition and brand
• Doing otherwise would compromise broad brand exposure
• Fewer customers exposed -> fewer loyal customers and repeat
purchasers
47. PROGRAM APPENDIX – Resident Shows: Additional
Considerations (B)
Does an excess of resident shows cannibalize financial
impact?
RESIDENT
SHOWS • Must maintain novelty of each show
• Diversity of partners and show offerings reduce
cannibalization within geographic markets
• Example: Las Vegas
48. PROGRAM APPENDIX – Evaluating Program Opportunities
(C)
The nightclub and flagship theater are the most viable opportunities to extend the
Cirque du Soleil experience
Compatibility
Creative Feasibility - Financial
with brand Total
Potential implementation Opportunity
experience
Nightclub 5 5 5 2 17
Hotel 5 3 2 3 13
Spa 3 2 5 1 11
Restaurant 3 2 5 2 12
Multi-use
2 5 2 5 14
theater
Mall 2 1 1 4 8
Amusement Park
4 4 1 4 13
attraction
Virtual
4 3 3 3 13
simulation
49. PROGRAM APPENDIX – Evaluating Program Opportunities
(D)
Metrics used to determine the development feasibility and financial potential of program
opportunities
Size (SF) Zip Code Upfront Costs Potential Avg.
/description (feasibility) Annual Revenue
(opportunity)
Club 15,000 90048 (LA) $3.1 million $1.6 million
Hotel 300,000 90048 (LA) $74.8 million $1.9 million
Spa 23,000 90048 (LA) $2.8 million $60,000
Restaurant 9,000 90048 (LA) $2.2 million $980,000
Theater 500,000 90048 (LA) $180 million $100 million
Mall 2,500,000 90048 (LA) $262 million $62 million
Amusement park Benchmarked to new N/A $200+ million $55.3 million
Harry Potter attraction
attraction
Virtual simulation Benchmarked to Star N/A $50 million $5.5 million
Tours simulation
50. PROGRAM APPENDIX – Social media campaigns (E)
How will Cirque du Soleil utilize social media to create buzz
about its programs?
Existing Interactive Media Platforms New Platform: Exclusive Cirque du Soleil
• Conversations “Supporters” Website
Twitter • Exclusive to show-goers
Performing arts blogs • Incentives for referring friends
Nightlife blogs • Sneak peaks into new shows
Video-sharing (YouTube) • Discussion forum for sharing photos
• Communities • Exclusive interactive features online
Facebook (e.g. games, behind-the-scenes
Other social networking sites videos, interviews with
• Referrals performers, etc.)
Local city websites
Referral / review sites
City tourism websites
51. PARTNERS APPENDIX – Infiniti Deal Structure
Case Example: Infiniti Automotive Partnership
Criteria for
Successful
Partnerships • No infringement on Cirque creative freedom
• Infiniti will receive recognition as sponsor on show
promotional materials and during marketing
Resident • No use of Cirque images or brand in Infiniti advertising
Partnerships
Potential Deal Structure
Touring • Fixed Initial Sponsorship Fee: $1.5M
Partnerships • Occupancy Bonus: $10,000 for every 1% over 80% occupancy
Other
Partnerships
Note: Estimates based on benchmark of comparable sponsorship deals
52. IMPLEMENTATION & OUTCOMES APPENDIX – Risk
Mitigation
Risk Mitigation
1. Brand dilution • Maintain high-end exclusivity through resident shows and
flagship theatre
2. Potential competition between new Cirque du • Cross-promotions and bundling with existing partners to
Soleil programs and existing partner shows drive customers to all shows
3. Upfront cost of expansion • Collaborate with existing partner for night club -> spread
financial and operational risk
• Build flagship theatre gradually to avoid high upfront cost
4. Unprofitable operations • Collaborate with existing partner for night club -> spread
financial and operational risk
• Start with one night club as a “testing ground” for future
initiatives
5. Oversaturation of circus market • Cirque du Soleil’s market is broader than just circus-goers –
the potential extends to all high-end entertainment-seekers
6. Potential for delayed project start • Current operations provide continued revenue streams
7. Potential for partners to infringe upon Cirque du • Prioritize existing partners with proven reputation for
Soleil’s creative freedom respecting Cirque du Soleil’s creative freedom
• Encourage future creative developments through flagship
theatre – Cirque du Soleil has 100% control
53. FINANCIAL APPENDIX - New Venture Profits Sensitivity
Analysis (A)
Good Scenario: Cumulative New
Venture Profits • Breakeven in 2017
$1,200,000.00
$1,000,000.00
• $1 Billion in Profits by 2020
$800,000.00
from New Ventures
$600,000.00
$400,000.00
$200,000.00
• 25% profit margin increase over
$-
normal scenario
-$200,000.00 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Bad Scenario: Cumulative New
Venture Profits
$150,000
$100,000 • Breakeven in 2020
$50,000
$-
-$50,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 • Loses of $250M+ through 2016
-$100,000
-$150,000
-$200,000
-$250,000
-$300,000
55. FINANCIAL APPENDIX - Nightclub Venture: Financial
Breakdown (C)
Customers Per Night 200
Nights Open Per Year 312
• Breakeven in 2018
People Served (Customers/Night
* Nights/Yr) 62,400
• Cirque Profit Margin: 7.5%
Cover Charge/Customer $ 10
Drink Spending/Customer $ 15
Revenue $ 1,560,000 • Based on 50/50 profit
Profit Margin 15% sharing with partner
Profit Margin after Sharing with
Partner 7.5% • 5% annual revenue growth
2012 Profit $ 117,000
Cumulative Nightclub Profits
$1,000,000.00
$500,000.00
$-
-$500,000.00 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
-$1,000,000.00
-$1,500,000.00
-$2,000,000.00
56. OTHER APPENDIX – Organizational Structure (A)
Current Structure
CEO
Show 1 Show 2 Show 3 Show 4
Show directors have complete creative
freedom to develop innovative programs
57. OTHER APPENDIX – Organizational Structure (B)
Proposed Structure
• Increased business staff to manage
CEO expansion and development of
brand extensions
• Modify structure while maintaining
Touring Resident Development “show over business” philosophy
Director Director Director
Show 1 Show 1 New Initiatives
Show 2 Show 2
Maintain “show over business”
philosophy
58. Extending the Cirque du Soleil experience
TRADITIONAL CUSTOMER LIFE CYCLE: Consumer reaches
Engagement maximum engagement with brand through singular
with brand interaction point, with engagement decreasing over time.
Time
Show
59. Extending the Cirque du Soleil experience
NEW CUSTOMER LIFE CYCLE: Consumer experiences
Engagement increasing and sustained engagement with the brand
with brand through multiple interaction points.
Show 1 Club Show 2 Time
60. Parameters for corporate responsibility
Community Environment
• Promote the potential of youth • Reduce impact on climate change by
• Cirque’s creative complex ensuring responsible energy
• Cultural action in Montreal consumption
• Citizenship action in St. Michel • Waste management and hazardous
• TOHU – City of Circus Arts waste disposal
• Citizenship action on tour shows • Air and water quality management
• Resident shows
• Social action
• Cultural action
• Social Circus – artistic intervention
• Cirque du Monde
• Training in Social Circus
Editor's Notes
Use clip art...
Dragone now at the Wynn with his own showEmergence of niche circuses – provides unique experiences, similar novelty value prop, avant-gardeExamples: CirkusCirkör, Circus Burlesque and Le Cirque Invsible
-capital investment?
opp= corporateCONSUMER EXPERIENCE
Residence in a few cities, limited footprint, growth in usual customer abroadKEY SLIDEBrand awareness rate - %Number of tickets soldHuge gapPlus international opportunities
Lack of diversification both globally and revenue streams
Amplification
Fix titles in slides
Forrester Research, “The Broad Reach of Social Technologies”
Need cohesive visual
Not only casionos – they are entertainment/complete package establishments
Top tier hotel that has similar customer segment as Cirque du SoleilLarge capacity similar to previous successes in Las Vegas hotels
Say that cirque dusoleil expressed interest in these 5 citiesNotes: Criteria 1 based on GDP/capita from CIA World Factbook Criteria 2 arrivals data from Euromonitor
High (5), medium (3), low (1)For construction costs, we used RSMeans construction cost calculatorClub:Too trend-driving high risk of failure (according to Hoovers, 8 out of 10 night clubs fail within the first year)However, tourist destinations may be viable locations with 15,000 SF clubs grossing between $100-260K per yearUpfront cost: $3.1 million (high-end club in Hollywood – 90048 zip code)Hotel:Highly complex and volatile business model.High fixed costs to building hotel, and returns are driven by varying occupancy.Spa:Spa revenue driven by personal disposable incomeLow upfront costs, but high need to use spa service in tourist localesRestaurant:Can average $833K per year in revenue for full service restaurantsHigh failure rateMulti-use theater:High up front costs (e.g. The median theater according to exhibit 3 costs $70 million – median)Leverages Cirque du Soleil’s core competency (theater arts)Mall:Extremely high development costs, without complete control over revenue streamsReturns driven by personal incomeOperational complexity, and lack of existing partnerships with mall developers and operatorsAmusement parks:Can leverage amusement park’s expertise in developing attraction while licensing Cirque du Soleil brand
High (5), medium (3), low (1)For construction costs, we used RSMeans construction cost calculatorPotential revenue derived from entrepreneur.comCONVERT TO SQUARE METERSClub:Too trend-driving high risk of failure (according to Hoovers, 8 out of 10 night clubs fail within the first year)However, tourist destinations may be viable locations with 15,000 SF clubs grossing between $100-260K per yearUpfront cost: $3.1 million (high-end club in Hollywood – 90048 zip code)Hotel:Highly complex and volatile business model.High fixed costs to building hotel, and returns are driven by varying occupancy.Spa:Spa revenue driven by personal disposable incomeLow upfront costs, but high need to use spa service in tourist localesRestaurant:Can average $833K per year in revenue for full service restaurantsHigh failure rateMulti-use theater:High up front costs (e.g. The median theater according to exhibit 3 costs $70 million – median)Leverages Cirque du Soleil’s core competency (theater arts)Mall:Extremely high development costs, without complete control over revenue streamsReturns driven by personal incomeOperational complexity, and lack of existing partnerships with mall developers and operatorsUsing Simon Property Group numbers, used $3.77 billion 2009 FY revenue and 152.3 million gross leasable area to derive $24.78/SF in revenue...assume mall is 2.5 million square feet.Amusement parks:Can leverage amusement park’s expertise in developing attraction while licensing Cirque du Soleil brandAssume 14 million individuals go to Disneyland each year and spend $79 per day-pass ticket...also assume that the specific section of the park would garner 5% of revenue.Virtual simulation:Assume 14 million individuals go to Disneyland a year, and spend $79 for a day pass ticket...and assume ride would gather 0.5% revenue.