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.
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 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.
Presentation by National University of Singapore - Winners of CBS Case Compet...CBS Case Competition
Presentation by National University of Singapore - Winners of CBS Case Competition 2011. Congratulations to Caroline Ng, Candice Lim, Peh Che Min, and Tobias Chen. Presented at the Finals March 4, 2011.
This presentation form part of CBS Case Competition. Views, opinions and suggestions expressed in these presentations are the sole work of the case study writers, and are not neccessarily shared by H&M
Visit www.casecompetition.com to see more.
This document discusses the concept of blue ocean strategy, which involves creating new market space rather than competing in existing or "red ocean" markets. It explains that blue oceans are defined by untapped market demand, while red oceans involve competition over existing demand. The document outlines principles for formulating a blue ocean strategy, including reconstructing market boundaries, focusing on the big picture rather than numbers, and getting the strategic sequence right. Tools for blue ocean strategy creation are presented, such as the strategy canvas for mapping the current industry state and a company's strategic moves, and the four actions framework for eliminating, reducing, raising, and creating strategic factors. Characteristics of effective blue ocean strategies and risks to avoid with red ocean thinking are also summarized
This document discusses how only a small percentage of companies achieve fast growth, breaking through barriers to the next stage of development. It identifies that ambitious growth targets, product and service innovation, strong international outlook, and partnerships are characteristics of fast growing companies. The primary condition for breakthrough is excellence in attitude, market insights, and managing the growth process through clear goals and an iterative feedback loop. Growth must be carefully managed through four steps, with a focus on execution to deliver results and outperform competitors. Different growth stages require focusing on different aspects such as validating the business concept, building management capabilities, or expanding production and sales.
GSG is implementing a strategic restructuring to return to double digit revenue growth. Key elements of the new strategy include focusing on high growth small business segments with low competition, prioritizing industries like business services and manufacturing. GSG will also emphasize solutions selling through partners and developing industry specific solutions. The organization will be restructured into three new divisions focusing on partners, industry solutions, and customer service to support this strategy.
The document summarizes key concepts from the book Blue Ocean Strategy. It discusses how blue ocean strategy involves creating uncontested market space by making competition irrelevant. It outlines how blue ocean logic differs from conventional logic by thinking freely from a company's existing assets and capabilities. The document also provides examples of value curves and strategy canvases that illustrate how blue ocean strategy works to create a new demand curve by eliminating, reducing, raising, and creating new factors.
Blue ocean strategy pp education (short version)Joseph Hudson
This document provides an overview of blue ocean strategy (BOS) and how to develop a BOS. It discusses key principles of BOS including reconstructing market boundaries, focusing on value innovation rather than competition, and getting the strategic sequence right. The document outlines tools for analyzing the current market situation, identifying new opportunities, and addressing barriers to implementing a new strategy. The overall goal of BOS is to create new demand by shifting focus from competitors to value creation for customers.
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 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.
Presentation by National University of Singapore - Winners of CBS Case Compet...CBS Case Competition
Presentation by National University of Singapore - Winners of CBS Case Competition 2011. Congratulations to Caroline Ng, Candice Lim, Peh Che Min, and Tobias Chen. Presented at the Finals March 4, 2011.
This presentation form part of CBS Case Competition. Views, opinions and suggestions expressed in these presentations are the sole work of the case study writers, and are not neccessarily shared by H&M
Visit www.casecompetition.com to see more.
This document discusses the concept of blue ocean strategy, which involves creating new market space rather than competing in existing or "red ocean" markets. It explains that blue oceans are defined by untapped market demand, while red oceans involve competition over existing demand. The document outlines principles for formulating a blue ocean strategy, including reconstructing market boundaries, focusing on the big picture rather than numbers, and getting the strategic sequence right. Tools for blue ocean strategy creation are presented, such as the strategy canvas for mapping the current industry state and a company's strategic moves, and the four actions framework for eliminating, reducing, raising, and creating strategic factors. Characteristics of effective blue ocean strategies and risks to avoid with red ocean thinking are also summarized
This document discusses how only a small percentage of companies achieve fast growth, breaking through barriers to the next stage of development. It identifies that ambitious growth targets, product and service innovation, strong international outlook, and partnerships are characteristics of fast growing companies. The primary condition for breakthrough is excellence in attitude, market insights, and managing the growth process through clear goals and an iterative feedback loop. Growth must be carefully managed through four steps, with a focus on execution to deliver results and outperform competitors. Different growth stages require focusing on different aspects such as validating the business concept, building management capabilities, or expanding production and sales.
GSG is implementing a strategic restructuring to return to double digit revenue growth. Key elements of the new strategy include focusing on high growth small business segments with low competition, prioritizing industries like business services and manufacturing. GSG will also emphasize solutions selling through partners and developing industry specific solutions. The organization will be restructured into three new divisions focusing on partners, industry solutions, and customer service to support this strategy.
The document summarizes key concepts from the book Blue Ocean Strategy. It discusses how blue ocean strategy involves creating uncontested market space by making competition irrelevant. It outlines how blue ocean logic differs from conventional logic by thinking freely from a company's existing assets and capabilities. The document also provides examples of value curves and strategy canvases that illustrate how blue ocean strategy works to create a new demand curve by eliminating, reducing, raising, and creating new factors.
Blue ocean strategy pp education (short version)Joseph Hudson
This document provides an overview of blue ocean strategy (BOS) and how to develop a BOS. It discusses key principles of BOS including reconstructing market boundaries, focusing on value innovation rather than competition, and getting the strategic sequence right. The document outlines tools for analyzing the current market situation, identifying new opportunities, and addressing barriers to implementing a new strategy. The overall goal of BOS is to create new demand by shifting focus from competitors to value creation for customers.
This document provides an overview of strategic planning concepts and processes. It defines key terms like vision and intent statements, core competencies, layers of advantage, and strategic mapping. Tools for strategic planning like the four quadrant chart and SWOT analysis are also introduced to help assess opportunities, strengths, weaknesses and threats. The overall aim is to help companies develop a strategic plan to achieve their vision and goals.
How To select A Sales Force That Can SellPeter Gilbert
The document discusses selecting a sales force that can sell effectively. It outlines Chally, a firm that uses assessments to help clients identify the right salespeople. The presentation covers how sales roles and needs have evolved, the importance of having a clear go-to-market strategy to guide selection, and traditional recruitment methods that often fail. It proposes using Chally's validated competency assessments to predict salesperson performance and provide an objective selection process.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
Drawing from her extensive experience managing both high-growth start-ups and urgent business turnarounds, Tracy Streckenbach describes important strategies executive leaders should employ as companies enter a phase of constrained growth following a hyper-growth economy. These techniques, says Streckenbach, can be instructive for both start-up and turnaround environments which, as she sees it, are simply two sides of the same coin.
1. The document discusses key elements of a strategic plan including determining the product market, level of commitment to resources, and objectives and plans for each functional area.
2. It also outlines the strategic planning process including collecting data, analyzing the situation, developing objectives and strategies, and measuring progress toward goals.
3. Finally, it provides examples of strategic planning tools like the wants-gets grid, conceptual map, value chain analysis, five forces of competition, and requisites for a learning organization.
Pricing cannot follow a one-size-fits-all model and should be customized to the business and products. It requires understanding cost structure and customer value, not just setting prices. There are pitfalls like targeting the wrong groups, strategies, or failing to sustain differential value. Organizations should ask questions about economic impact, price structure, unnecessary discounting, strategy alignment, and controlling negotiations. Determining the right pricing involves comprehending what drives customer value and targeting behaviors across segments.
The document discusses the process of taking a defined mobile proposition through to delivery, including documenting requirements before design and build, identifying stakeholders and their responsibilities, communicating requirements to technical teams, and matching business and user needs with technical capabilities. It focuses on ensuring the proper information is captured and shared between teams to deliver the mobile proposition.
This document discusses the importance of strategic due diligence in mergers and acquisitions. Strategic due diligence goes beyond financial and legal due diligence to test the strategic rationale for a deal and determine if a company has the capabilities to realize targeted value from the acquisition. It involves asking two key questions: is the deal commercially attractive, and is the acquiring company capable of realizing the targeted value? The summary identifies four categories of M&A deals and outlines how the focus of strategic due diligence should vary depending on the type of deal.
Session 02 - Strategy & Delta Model (Edited)InterlubGroup
The document discusses strategic options for achieving competitive advantage using the Delta Model. It describes three strategic options: Best Product, focusing on product economics and differentiation; Total Customer Solutions, focusing on customer economics and bonding; and Dominant System, focusing on the economics of the entire system and complementors. Each option provides a distinct basis for competition. The document also discusses challenges of transforming organizations from product-centric to customer-centric strategies and the importance of viewing strategy as dynamic rather than static.
Celebrate – Pricing Power
Pricing principles that capture value and enhance profitability
Pricing can no longer be an after-thought, with the pricing strategy and rate structure applied after the service offering is developed. Increasingly, clients want unique pricing structures that include shared accountability – this applies not only to agencies, but is part of a larger trend across many service-business industries. Successfully aligning interests requires integrating the pricing strategy as a core component of the offer – using price to help determine: What is included? How is success defined? How services are delivered. This discussion will take lessons learned from both advertising, and other segments to frame the role of pricing in the sales process. We will also discuss the ways leading-class pricing organizations find success with client procurement teams – who have been very effective at driving down rates. This includes the importance of differentiating cost vs. fees vs. value. Successful alternative fee programs are not positioned as new forms of discounting, but are leveraged as a different way to measure and compensate for value. And, finally, we will discuss the concept of "losing on price."
Speaker:
Scott Lippstreu, Principal, Deloitte Consulting LLP
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have experienced high growth since being formed in 2006, previously growing a technology company from 3,500 to 12,000 employees over 5 years. Today they work with some of the largest international brands. Their vision is to provide faster, smarter recruitment services through continuous improvement, collaboration and innovation. They focus on high growth private equity backed companies undergoing periods of change.
Assured Recruitment Solutions is an innovative recruitment group specializing in professional and managed services. It has experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today it works with some of the largest international brands, delivering exceptional growth through talent acquisition. Assured believes exceptional talent delivers exceptional business growth and has a vision of continued future expansion through partnerships, ventures, mergers and acquisitions. It focuses on "invested" private equity and venture capital backed customers experiencing growth, recovery or transformation.
The document discusses business-level strategy and the value creating activities common to a cost leadership business-level strategy. It outlines activities across a firm's infrastructure, procurement, operations, logistics, marketing and sales, service, and supplier relationships that aim to minimize costs and maximize efficiency in order to achieve low prices and high sales volumes. The goal is to gain competitive advantage through low cost relative to competitors.
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.
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.
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.
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.
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.
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.
This document provides an overview of strategic planning concepts and processes. It defines key terms like vision and intent statements, core competencies, layers of advantage, and strategic mapping. Tools for strategic planning like the four quadrant chart and SWOT analysis are also introduced to help assess opportunities, strengths, weaknesses and threats. The overall aim is to help companies develop a strategic plan to achieve their vision and goals.
How To select A Sales Force That Can SellPeter Gilbert
The document discusses selecting a sales force that can sell effectively. It outlines Chally, a firm that uses assessments to help clients identify the right salespeople. The presentation covers how sales roles and needs have evolved, the importance of having a clear go-to-market strategy to guide selection, and traditional recruitment methods that often fail. It proposes using Chally's validated competency assessments to predict salesperson performance and provide an objective selection process.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
Drawing from her extensive experience managing both high-growth start-ups and urgent business turnarounds, Tracy Streckenbach describes important strategies executive leaders should employ as companies enter a phase of constrained growth following a hyper-growth economy. These techniques, says Streckenbach, can be instructive for both start-up and turnaround environments which, as she sees it, are simply two sides of the same coin.
1. The document discusses key elements of a strategic plan including determining the product market, level of commitment to resources, and objectives and plans for each functional area.
2. It also outlines the strategic planning process including collecting data, analyzing the situation, developing objectives and strategies, and measuring progress toward goals.
3. Finally, it provides examples of strategic planning tools like the wants-gets grid, conceptual map, value chain analysis, five forces of competition, and requisites for a learning organization.
Pricing cannot follow a one-size-fits-all model and should be customized to the business and products. It requires understanding cost structure and customer value, not just setting prices. There are pitfalls like targeting the wrong groups, strategies, or failing to sustain differential value. Organizations should ask questions about economic impact, price structure, unnecessary discounting, strategy alignment, and controlling negotiations. Determining the right pricing involves comprehending what drives customer value and targeting behaviors across segments.
The document discusses the process of taking a defined mobile proposition through to delivery, including documenting requirements before design and build, identifying stakeholders and their responsibilities, communicating requirements to technical teams, and matching business and user needs with technical capabilities. It focuses on ensuring the proper information is captured and shared between teams to deliver the mobile proposition.
This document discusses the importance of strategic due diligence in mergers and acquisitions. Strategic due diligence goes beyond financial and legal due diligence to test the strategic rationale for a deal and determine if a company has the capabilities to realize targeted value from the acquisition. It involves asking two key questions: is the deal commercially attractive, and is the acquiring company capable of realizing the targeted value? The summary identifies four categories of M&A deals and outlines how the focus of strategic due diligence should vary depending on the type of deal.
Session 02 - Strategy & Delta Model (Edited)InterlubGroup
The document discusses strategic options for achieving competitive advantage using the Delta Model. It describes three strategic options: Best Product, focusing on product economics and differentiation; Total Customer Solutions, focusing on customer economics and bonding; and Dominant System, focusing on the economics of the entire system and complementors. Each option provides a distinct basis for competition. The document also discusses challenges of transforming organizations from product-centric to customer-centric strategies and the importance of viewing strategy as dynamic rather than static.
Celebrate – Pricing Power
Pricing principles that capture value and enhance profitability
Pricing can no longer be an after-thought, with the pricing strategy and rate structure applied after the service offering is developed. Increasingly, clients want unique pricing structures that include shared accountability – this applies not only to agencies, but is part of a larger trend across many service-business industries. Successfully aligning interests requires integrating the pricing strategy as a core component of the offer – using price to help determine: What is included? How is success defined? How services are delivered. This discussion will take lessons learned from both advertising, and other segments to frame the role of pricing in the sales process. We will also discuss the ways leading-class pricing organizations find success with client procurement teams – who have been very effective at driving down rates. This includes the importance of differentiating cost vs. fees vs. value. Successful alternative fee programs are not positioned as new forms of discounting, but are leveraged as a different way to measure and compensate for value. And, finally, we will discuss the concept of "losing on price."
Speaker:
Scott Lippstreu, Principal, Deloitte Consulting LLP
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have experienced high growth since being formed in 2006, previously growing a technology company from 3,500 to 12,000 employees over 5 years. Today they work with some of the largest international brands. Their vision is to provide faster, smarter recruitment services through continuous improvement, collaboration and innovation. They focus on high growth private equity backed companies undergoing periods of change.
Assured Recruitment Solutions is an innovative recruitment group specializing in professional and managed services. It has experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today it works with some of the largest international brands, delivering exceptional growth through talent acquisition. Assured believes exceptional talent delivers exceptional business growth and has a vision of continued future expansion through partnerships, ventures, mergers and acquisitions. It focuses on "invested" private equity and venture capital backed customers experiencing growth, recovery or transformation.
The document discusses business-level strategy and the value creating activities common to a cost leadership business-level strategy. It outlines activities across a firm's infrastructure, procurement, operations, logistics, marketing and sales, service, and supplier relationships that aim to minimize costs and maximize efficiency in order to achieve low prices and high sales volumes. The goal is to gain competitive advantage through low cost relative to competitors.
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.
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.
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.
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.
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.
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 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.
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.
This course syllabus provides an overview of an Art Appreciation class. The course will help students find meaning in artworks by studying art history from prehistoric to modern eras. Students will learn about fundamentals of art, develop vocabulary, and recognize masterworks. They will be tested on the material through slide identification, true/false, matching, and multiple choice questions. The class will use an art history textbook and include projects, papers, and a museum worksheet. Grades will be based on five exams, quizzes, assignments and projects. The schedule outlines the chapters covering visual elements, principles of design, artistic styles and movements through history.
The document discusses ethnographic art and Alfred Gell's theory of "Vogel's net". It provides examples of ethnographic art from various cultures such as Polynesian fish hooks, Aboriginal Australian iconography, and Tsantsas shrunken heads. It explains Susan Vogel's display of a Zande hunting net in an art gallery to show how artifacts can be interpreted as art through ideas within an art historical tradition rather than just aesthetic qualities. The document advocates an interpretive view of art over an aesthetic view, arguing artifacts can communicate ideas and meanings through their representation of social relationships.
1. The document discusses the key visual elements of art including line, shape and form, space, texture, value and light, and color.
2. It provides examples of various artists such as Vija Celmins, Eva Hesse, Frida Kahlo, and Claude Monet that demonstrate these different elements.
3. The visual elements are defined and contextual examples from both historical and contemporary art are given to illustrate each concept.
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.
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.
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 various visual tools and techniques used by artists to create artistic expression, including line, shape, mass, space, time, motion, light, and color. It explores characteristics of these different elements, such as how lines can define shapes and boundaries or depict light and shadow. Examples of works of art are provided to illustrate concepts like linear and atmospheric perspective, implied depth, motion, and representational versus abstract styles. The relationships between form and content, and iconography in conveying symbolic meaning, are also examined.
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 the various purposes and functions of art. It explains that art can communicate information, elevate spirits, show beauty or injustice, and be used for worship, personal expression, and influencing social causes. Additionally, the document discusses what creativity is, noting it as the ability to create something new that has value. It also examines untrained artists who work outside of formal art education and traditions.
The document provides information about Roman art from 200 BCE to 400 CE. It discusses that Roman art was heavily influenced by Greek art and was used to celebrate and showcase the power of the Roman Empire and its emperors. Specific art forms discussed include sculpture of Roman leaders that were realistic and placed in public spaces, coins with images of emperors, relief sculptures on architecture, and massive public buildings like the Colosseum and Pantheon that demonstrated the empire's might.
Thomas Moran's 1878 oil painting "Florida Scene" depicts the landscape of northern Florida, capturing the hazy atmosphere and unique climate of the region. The painting shows various tropical vegetation like palm trees, shrubs, and wildflowers, as well as the ocean and sky. In the background, a ship is shown letting off passengers who are walking along the beach. Moran aimed to promote tourism to Florida through romanticizing its natural beauty and highlighting the opportunities for work on the undeveloped frontier. The painting provides valuable documentation of Florida's landscape and climate in the late 19th century.
Sales & Marketing Revitalizing the Value Proposition, Keith O'Brien, Frost & ...Corporate Visions
The document summarizes Kronos' efforts to revitalize its marketing and sales value proposition through better alignment between its marketing and sales organizations. Key activities included assessing Kronos' existing value proposition, developing a new value proposition focused on addressing customers' critical business issues, translating this into new sales messaging, and ensuring adoption of the new messaging by the entire sales force. This included workshops, developing customized messages and materials, and establishing sales and marketing leadership councils. The goal was to differentiate Kronos' offerings and address slowing product growth.
The document discusses strategy maps and the balanced scorecard as tools for strategic planning and management. It provides examples of strategy maps for different types of organizations, including generic, classic Kaplan/Norton, and public sector examples. It also discusses templates and presents an empty template for a strategy map. Finally, it introduces the Quickscore software application for implementing strategy maps and balanced scorecards.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
This document discusses building a high performance organization through tools, best practices, and mentoring. It provides an overview of key elements like vision, strategy, engagement, implementation, delivery, and measurement. Specific tools are mentioned for tasks like customer lifetime value
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today they work with some of the largest international brands, believing exceptional talent delivers exceptional business growth. They focus on high growth, invested businesses and have explored partnerships, ventures and acquisitions to continue their fast growth.
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have a history of success and high growth, having previously helped a technology retailer grow from 3,500 to 12,000 employees over 5 years. Today, Assured works with some of the largest international brands, delivering exceptional growth through talent acquisition. Their vision is to provide faster, smarter recruitment services through continuous improvement, collaboration and innovation to generate return on investment for their customers.
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today they work with some of the largest international brands, believing exceptional talent delivers exceptional business growth. They focus on high growth, invested businesses and have experienced strong compounded annual growth rates. Their customer engagement process focuses on discovery, design, deployment, and delivery to provide customized recruitment solutions through technology and collaboration.
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today they work with some of the largest international brands, believing exceptional talent delivers exceptional business growth. They focus on high growth, invested businesses and have experienced strong compounded annual growth rates. Their service delivery includes retained search, interim management, and flexible contingent recruitment solutions.
Assured Recruitment Solutions is an innovative recruitment group specializing in professional and managed services. It has experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today it works with some of the largest international brands, delivering exceptional growth through talent acquisition. Assured believes exceptional talent delivers exceptional business growth and has a vision of continued future expansion through partnerships, ventures, mergers and acquisitions. It focuses on "invested" private equity and venture capital backed customers experiencing growth, recovery or transformation.
Marketing science at Dell: modeling investment trade-offs; George Sadler, Director, Social Media & Marketing Insights; Mu Sigma Customer Summit 2012, Half Moon Bay, CA, February 27, 2012
The document discusses how high-performing companies achieve organic growth through entering new markets, creating new products/services, and developing new skills. It finds that top companies:
1) Approach new markets with a deep understanding of customers and broad product ranges tailored to local needs.
2) Innovate new products/services faster and closer to customers to gain competitive advantages.
3) Intensely manage talent like customers, accessing diverse talent pools and paying more to retain key skills.
This document discusses strategic performance management and outlines three levels of performance (implementation, improvement, and innovation) that provide business benefits. It provides examples of how these levels impact organizational processes, marketing, technology, and other areas. It also discusses how the three levels relate to organizational, group, and individual needs. Finally, it discusses evaluating training efforts based on reaction, learning, behavior, and results.
This document discusses strategic performance management and outlines three levels of performance (implementation, improvement, and innovation) that provide business benefits. It provides examples of how these levels impact organizational processes, marketing, technology, and other areas. It also discusses how the three levels relate to organizational, group, and individual needs. Finally, it discusses evaluating training efforts based on reaction, learning, behavior, and results.
The document discusses iRobot's options for expanding its business, including popularizing robotics, infusing robotic technology into everyday products, and licensing its technology or pursuing strategic alliances. It recommends that iRobot complement its core competencies with informal strategic alliances to promote innovation, mitigate contract risk, and leverage its research and development capabilities.
The document outlines iRobot's core competencies in effective food processing and distribution operations which give them advantages in adaptability, efficiency, quality, and cost savings. It analyzes iRobot's options to expand into new markets such as popularizing robotics, infusing robotic technology into everyday products, or licensing their technology. The implementation timeline shows iRobot's plan to launch advertising campaigns and new products over the next few years.
This document discusses business consolidation and mergers and acquisitions (M&As). It notes that while M&As can help drive growth, most acquisitions destroy shareholder value by failing to create expected synergies. To create value, companies must focus on executing successful post-merger integration. Emirates NBD achieved cost and revenue synergies exceeding targets in its acquisition of National Bank of Dubai by maintaining a phased approach prioritizing customers, processes, back office consolidation, and third-party relationships. Communication, planning, and dedicating integration resources are keys to delivering the expected value from a consolidation.
This document discusses marketing strategies and plans. It explains that marketing is used to reach, satisfy, and retain customers profitably. Businesses must establish operational procedures to implement their marketing strategy. Modern marketing utilizes various social sciences and involves both science and craft. The marketing plan is a blueprint that outlines how a business will achieve its revenue and growth goals. It identifies customer needs, competition, and measures for generating sales. Marketing professionals can help guide businesses through developing and implementing effective strategies.
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
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.
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 (16)
1. Balancing
Growth
Implementing
the 3C Strategy
Shaun Sakhrani
Sahil Tank
Conquest Consulting Jenny Jao
Joshua Wong
2. Value Proposition
Overview Correct Change Create Implementation
Maintaining sustainable long term growth by leveraging
Objectives
partnerships and exploring new ventures
3. Value Proposition
Overview Correct Change Create Implementation
Maintaining sustainable long term growth by leveraging
Objectives
partnerships and exploring new ventures
Critical Issues Market Long Term
Overextension
Saturation Growth
4. Value Proposition
Overview Correct Change Create Implementation
Maintaining sustainable long term growth by leveraging
Objectives
partnerships and exploring new ventures
Critical Issues Market Long Term
Overextension
Saturation Growth
Solutions Reorganization Hybrid Strategy Hotel Market
5. Value Proposition
Overview Correct Change Create Implementation
Maintaining sustainable long term growth by leveraging
Objectives
partnerships and exploring new ventures
The 3 C Strategy
Critical Issues Market Long Term
Overextension
Saturation Growth
Correct
Solutions Reorganization
Change Strategy
Hybrid Hotel Market
Create
6. Value Proposition
Overview Correct Change Create Implementation
Maintaining sustainable long term growth by leveraging
Objectives
partnerships and exploring new ventures
Critical Issues Market Long Term
Overextension
Saturation Growth
Correct Change Create
Solutions
(Reorganization) (Hybrid Strategy) (Hotel Market)
Establish new revenue streams while enhancing current
Value Added
internal operations
7. Value Proposition
Overview Correct Change Create Implementation
Maintaining sustainable long term growth by leveraging
Objectives
partnerships and exploring new ventures
Critical Issues Market Long Term
Overextension
Saturation Growth
Correct Change Create
Solutions
(Reorganization) (Hybrid Strategy) (Hotel Market)
Value Added NPV of $234 million
8. Company mission statement and target customer
Overview Correct Change Create Implementation
Mission Statement:
Invoke, provoke and evoke the imagination, the senses and the emotions of people
around the world.
Typical Cirque Du Soleil Customer
Highly Educated Higher
Home Owner Traveler
(College Degree) Income
Upper middle class adults with discretionary income
who regularly attend live artistic performances such as opera and ballet
9. Core Competencies
Overview Correct Change Create Implementation
Keys to Success
Uncompromising Focus on
Creativity and Quality
“Show Before Business”
Well Structured Contracts
Exclusive and Original Experiences
“Clowns, yes. Clones, no.”
Strong Portfolio of Premium Partners
10. Reinforcing business model
Overview Correct Change Create Implementation
Creativity and
Human Capital
Partners
Custom Productions
Premium Prices Brand Equity
And Facilities
High End
Unique Experience
Clientele
11. Reinforcing the model through the 3 C`s
Overview Correct Change Create Implementation
Creativity and
Human Capital
Correct
Partners
Custom Productions
Premium Prices Brand Equity
Change And Facilities
Create
High End
Unique Experience
Clientele
12. Generating Increase Returns
Overview Correct Change Create Implementation
Correct
Operational 1. Over-
Efficiency extension
Manage
Costs
1. Residency
Increase Shows 2. Touring Change
Returns Big Top 2. Hybrid
3. Arena Model
Drive
Revenue 1. Hotel
Other 2. Nightclub Create
Channels 3. Spa 3. Hotel
4. Restaurant Partnership
13. Generating Increase Returns
Overview Correct Change Create Implementation
Correct
Operational 1. Over-
Efficiency extension
Manage
Costs
1. Residency
Increase Show Venue 2. Touring Change
Returns Big Top 2. Hybrid
3. Arena Model
Drive
Revenue 1. Hotel
Other 2. Nightclub Create
Channels 3. Spa 3. Hotel
4. Restaurant Partnership
14. Cirque du Soleil Faces Overextension Problems
Overview Correct Change Create Implementation
Issues Solution
Overflowing with New Move Departments into
Production Surrounding Offices in
Montreal
BUT
Don’t want to outsource Need to Grow
With Each Building will Focus
Complexity of on 1 of 4 Main Divisions
Maintain Centralized Business
Model
Keep Creative arm at
Current HQ with
Fear of Compromising Management
Quality / Artistic Integrity
15. Cirque du Soleil Faces Overextension Problems
Overview Correct Change Create Implementation
Issues Solution
Overflowing with New Move Departments into
Production Surrounding Offices in
Montreal
BUT
Don’t want to outsource Need to Grow
With Each Building will Focus
HQ
Complexity of on 1 of 4 Main Divisions
Maintain Centralized Business
Model
Keep Creative arm at
Current HQ with
Fear of Compromising Management
Quality / Artistic Integrity
16. Generating Increase Returns
Overview Correct Change Create Implementation
Correct
Operational 1. Over-
Efficiency extension
Manage
Costs
1. Residency
Increase Show Venue 2. Touring Change
Returns Big Top 2. Hybrid
3. Arena Model
Drive
Revenue 1. Hotel
Other 2. Nightclub Create
Channels 3. Spa 3. Hotel
4. Restaurant Partnership
17. Saturated Vegas Market
Overview Correct Change Create Implementation
Treasure Island
Aria
The Mirage
Bellagio MGM Grand
New York- NY Luxor
18. Need to Expand Outside Vegas
Overview Correct Change Create Implementation
Key Takeaway
Treasure Island
Exclusive Contract with MGM
7 out of 7 Key Hotels Aria
The Mirage
2 More Planned for Las Vegas
Bellagio MGM Grand
Need to Expand Elsewhere
New York- NY Luxor
19. Expanding Into Developed Markets
Overview Correct Change Create Implementation
Facts Key Questions
Facts
Resident How to enter Mature Markets?
• Benefit = Best Experience • No Casinos
• Flaw = Limited Reach • Business model?
• Partners?
Touring
• Benefit = Wide Reach / Low Cost
• Flaw = Lower Quality, Short Run
Implementation Solution
Solution
Smaller Venues on Rent Basis
Hybrid Model
• Lower Cost
Geographically Staged Expansion
• Higher Quality
• Wider Reach
20. Entering Developed Markets
Overview Correct Change Create Implementation
Benefits Impact and Results
Allow Entry into Mature
Less Capital Intensive
Entertainment Markets
Brings Cirque Du Soleil to
Quick Entry
Customers
No Need for Casino Partner Combine Best of Both Worlds
Easy Exit Broaden Target Market
Allow Successful Entrance into New Venues in Developed Markets
22. Top 50 Tourist Destinations
Overview Correct Change Create Implementation
Alice Springs Cairns Kuala Lumpur Montreal Rome
Amsterdam Cairo Kyoto Munich Salzburg
Athens Christchurch Las Vegas Naples San Francisco
Auckland Costa del Sol Lisbon New York City Sydney
Ayers Rock Dubai London Nice Tokyo
Bangkok Dublin Los Angeles Oahu Vancouver
Barcelona Edinburgh Madrid Orlando Venice
Bayeux Florence Melbourne Paris Vienna
Boston Franz Josef Miami Perth Washington DC
Brisbane Geneva Milan Phoenix Zurich
23. Evaluation Criteria for Hybrid Implementation
Overview Correct Change Create Implementation
Evaluation Criteria for Hybrid Implementation
GDP Per Capita Internet Penetration Rate Import / Export Percentage
Income Per Capita Government Expenditures Price of Crude Oil
GDP Real Growth Rate Cable Penetration Employment Rate
Central Bank Discount Rate Discretionary Spending / Capita Literacy Rate
Electricity Production Income Disparity Government Debt
Electricity Consumption Government Influence Heath Insurance Coverage
Oil Consumption Political Stability Life Expectancy
Luxury Expenditure Taxation Fertility Rate
Foreign Reserves Infrastructure Education Expenditures
Inflation Rate Oil Production Industrial Production Growth
24. Macro Evaluation Criteria for Hybrid Implementation
Overview Correct Change Create Implementation
Macro Evaluation Criteria for Hybrid Implementation
GDP Per Capita Internet Penetration Rate Import / Export Percentage
Income Per Capita Government Expenditures Price of Crude Oil
GDP Real Growth Rate Cable Penetration Employment Rate
Central Bank Discount Rate Discretionary Spending / Capita Literacy Rate
Electricity Production Income Disparity Government Debt
Electricity Consumption Government Influence Heath Insurance Coverage
Oil Consumption Political Stability Life Expectancy
Luxury Expenditure Taxation Fertility Rate
Foreign Reserves Infrastructure Education Expenditures
Inflation Rate Oil Production Industrial Production Growth
25. Final Decision Criteria for Hybrid Implementation
Overview Correct Change Create Implementation
Final 4 Factors
Entertainment Growth Tourism Growth
Market Maturity Prevalence of Arts
26. Overview Correct Change Create Implementation
Phase 1:
Many Cultural Activities, Bustling Night Life
Largest Percentage of Tourists 35-44 years old,
followed by 45-54 years old
1 Sydney
Overnight International Visitor Spends $101/night
Bustling Night Life
2 Hong Kong Overnight Visitor Spends Approx $700 / Night
Plethora of Cultural Activities
3 London
Top 2 Tourist Locations
Limited Space
27. Overview Correct Change Create Implementation
Phase 1: Phase 2:
1 Sydney 1 Paris
2 Hong Kong 2 Berlin
3 London
3 Amsterdam
28. Overview Correct Change Create Implementation
Phase 1: Phase 2: Phase 3:
1 Sydney 1 Paris 1 Moscow
2 Hong Kong 2 Berlin 2 Rio de Janeiro
3 London
3 Amsterdam
3 Dublin
29. Overview Correct Change Create Implementation
Phase 1: Phase 2: Phase 3:
Key Takeaway
2 Years of Development
1 Sydney 1 Paris
1 to 3 Shows Developed Per Year
1 Moscow
2 Hong Kong 2 Berlin 2 Rio de Janeiro
Complete Expansion to 9 Locations
In 3 to 6 Years
3 London
3 Amsterdam
3 Dublin
30. Generating Increase Returns
Overview Correct Change Create Implementation
Correct
Operational 1. Over-
Efficiency extension
Manage
Costs
1. Residency
Increase Show Venue 2. Touring Change
Returns Big Top 2. Hybrid
3. Arena Model
Drive
Revenue 1. Hotel
Other 2. Nightclub Create
Channels 3. Spa 3. Hotel
4. Restaurant Partnership
31. 4 Types of Expansion
Overview Correct Change Create Implementation
Restaurant Nightclub
Spa Hotel
32. Evaluating Expansion Options
Overview Correct Change Create Implementation
Long Term
Creative Social
Sustainable ROI
Challenge Responsibility
Partnership
Nightclub
Restaurant
Hotel
Spa
Poor Fit Strong Fit
33. Hotels Meet Criteria for New Development
Overview Correct Change Create Implementation
Long Term
Creative Social
Sustainable ROI
Challenge Responsibility
Partnership
Nightclub
Restaurant
Hotel
Spa
Poor Fit Strong Fit
34. Why Hotels
Overview Correct Change Create Implementation
Sustainable, Long-Term Investment
More Cross-marketing Opportunity
High Risk, but Much Higher Return
High Exposure to Target
Demographic Hotel
Leverage Established Partnership
Spa
35. Why unsuccessful in the past
Overview Correct Change Create Implementation
Why Unsuccessful?
Pre-Mature Market
Brand Equity Was
Not as Strong
Wrong Approach
36. How to become successful in the future
Overview Correct Change Create Implementation
How to Become
Why Unsuccessful?
Successful?
Adhere to Core
Pre-Mature Market
Competency
Brand Equity Was Choose Right
Not as Strong Partner
Wrong Approach Staged Entrance
37. Details for hotel implementation
Overview Correct Change Create Implementation
Division of Strengths 25%
75%
Cirque du Soleil
• Design
• Production
Hotel Chain by
• Construction
• Management
Deal Structure
Average Hotel Occupancy: 75%
Cirque du Soleil Target: 25%
38. Implementation
Overview Correct Change Create Implementation
Implementation Floor Plan
•Establish Main Hotel Lobby Cirque
Du Soleil
Elevators
• Cirque du Soleil Experience with Restaurant
Separate Entrance Security
Main
Lobby
Notable Examples Front
Desk Main
Elevators
•Venetian Venezia
•Wynn
•Mandalay Bay
39. Example of floor plan
Overview Correct Change Create Implementation
Floor Plan
Cirque
Du Soleil
Lobby
Restaurant
Check-in
Main
Lobby
Front
Desk Main
Elevators
40. Options for strategic partners
Overview Correct Change Create Implementation
4 Criteria For Choosing Partners
Cultural Flexibility in Access to
Luxury Brand
Similarities Negotiation Capital
Potential Partners
Hotels
PE/VC
41. Seeking partners
Overview Correct Change Create Implementation
Why partner with hotel chain Why partner with us
Provide a Complete Cirque Du Soleil
Experience Innovative idea
Over 3MM spectaculars annually
Leverage Brand Image of Hotel Chain
Increased Occupancy Rate via Bundling
Increase Accessibility to Audience Luxury Brand Image
Relatively Lower Risk Expansion Successful Track Record in Show
Strategy Performances
Almost Successful in Entering Market
Mature Market with Viable Entertainment Options
Why London Low Wealth Disparity
Focus on Arts and Cultural Experiences
High Flow of Tourism
42. Timeline
Overview Correct Change Create Implementation
2010 2011 2012 2013
Correct: HQ Expansion
Secure Leasing Agreements
Move
Change: Hybrid Model
Concept Development
Lease Negotiation
Launch Show
Create: Hotel Concept
Find Partners
Enter Negotiations
Develop and Plan
Financing
Construction
Launch
43. Timeline
Overview Correct Change Create Implementation
2013 2014 2015 2016 2017
Correct: HQ Expansion
Secure Leasing Agreements
Move
Change: Hybrid Model
Concept Development
Lease Negotiation
Launch Show
Create: Hotel Concept
Find Partners
Enter Negotiations Break Even Point: 2017
Develop and Plan
Financing
Construction
Launch
44. Financial Assumptions
Overview Correct Change Create Implementation
Correct Change Create
4 offices Staged Joint division
surrounding release per of cost at
Assumptions
HQ year 50/50
Initial Capex Revenue
Renting of $25 M per Sharing at
city 70/30
25%
Op. Income
Cost of $4 M Premium
of $15 M per
per year 75%
year
Occupancy
45. NPV
Overview Correct Change Create Implementation
Correct Change Create
Net Present Value with
4 offices Sensitivity
Staged Joint division
surrounding release per of cost at
Assumptions
HQ year 50/50
$165 million $234 million $337 million
Initial Capex Revenue
Renting of $25 M per Sharing at
city 70/30
25%
Op. Income
Cost of $4 M Premium
of $15 M per
per year 75%
year
Occupancy
46. Value Proposition
Overview Correct Change Create Implementation
Maintaining sustainable long term growth by leveraging
Objectives
partnerships and exploring new ventures
Critical Issues Market Long Term
Overextension
Saturation Growth
Correct Change Create
Solutions
(Reorganization) (Hybrid Strategy) (Hotel Market)
Value Added NPV of $234 million
47. Balancing
Growth
Implementing
the 3 C
Strategy
Shaun Sakhrani
Sahil Tank
Conquest Consulting Jenny Jao
Joshua Wong
48. Outline
Appendix
Value Proposition Timeline Methods of Financing
Target Customer Financials Entertainment Options
Core Competencies Assumptions in London
Business Model NPV Not Cruise Ships
Decision Tree Appendix Not emerging markets
Correct Strategy Risk, Mitigation, Contingency in South East Asia
New Markets Wyndham Partnership Not Casino’s
Benefits & Results Custom designed events Competitive Landscape
Top 50 cities Not Restaurants Not Paris
Criteria Not Night Club Berlin
Final 4 Factors Not Spa Sydney
3 Phases Planned Expansion
Create Strategy 3D Movies?
Evaluation Not Amusement Parks
Why hotels Reebok
Why unsuccessful Current Partnerships
Details Not Arenas
Implementation Ideas for New Shows
49. Appendix
2007 Partnership: Official Hospitality Partner for
Touring Shows (Saltimbanco, Kooza, Corteo)
Alignment of Brands
| Innovation | Flexibility | Dazzling Guest Experience|
Cross Marketing
Over 3 million Cirque du Soleil Spectators
50. Appendix
Access to Unforgettable Custom-Designed Events
Current Marketing Mix Additional Marketing Channels
VIP Ticket Packages
•Drinks
Displays Word of Mouth
•Special Entrance
•Meet Cast
Cirque Du Soleil Party
30% 15%
•Main Ballroom Transformed to fit
Discounted Discounted
Cirque Du Soleil Theme
Show Tickets Booking Rates
•Performer Present at Event
Higher Occupancy Rate
51. Why Not Restaurants
Appendix
Difficult to Incorporate Dinning and
Performance Arts Experiences
Restaurant Nightclub
Expensive to Scale
High Risk
Average Failure Rate: 70% within
10 years
Spa Hotel
Source: “Why New Restaurants Fail”
52. Why Not Night Clubs
Appendix
Short-term Success because of
Nature of the Industry
Average Lifespan of Nightclub: 2-3
Years
Nightclub
Source: The Journal Record
53. Why Not Spas
Appendix
Spa Ambience Conflicts with
Energy of Cirque du Soleil
Low ROI
Spa Hotel
55. Planned Expansion
Appendix
2010 2011 2012
March 2010 April 2010
Banana Shpeel Cirque 2010
Residence Touring
Beacon Theater, New York Montreal, Quebec, and Toronto
before Heading to Europe
Spring and Summer 2010
Seasonal Touring Show
Radio City Music Hall, New York
and London or Paris
56. Planned Expansion
Appendix
2010 2011 2012
Kodak Theatre, Los Angeles
Residency Show
Scheduled for 10 years
Movie Theme
57. Planned Expansion
Appendix
2010 2011 2012
Dubai, UAE
Residency Show
Palm Jumeirah. Dubai
Scheduled 15 Year
Partnership with Nakheel
58. Appendix: Why 3D Movies?
Appendix
Pros Cons
Low Cost Inconsistent with Focus on Exclusivity
Build Brand in Cities Without A Show
Target Audience Expect Live Entertainment,
not Digital Experience
Embracing New Technology
Unique Premium Experience Lack Demand
59. Appendix: Why not Amusement Parks?
Appendix
Reasoning
Different Target Market in Income
Levels
Dilute High-End Image
Top Theme Park Groups
1. Walt Disney Parks 118 MM
2. Merlin Entertainment 35MM No Other Amusement Park With
3. Universal Studio 25.7MM Premium Brand Image Like Disney
4. Six Flags 25.3MM
Source: TEA/ERA Theme Park Attendance Report 2008
60. Jukari
Appendix
Partner: Reebok
Venture: Innovative Workout
with the Music and Colors of
Cirque du Soleil
Implementation:
April 2010 USA and Europe
Late 2010 Asia and Latin
America
61. Appendix: Current Partnerships
Appendix
Global Partnerships Regional Partnerships
Commercials
Automotive Provider France
Preferred Tickets
Upgrade / Discounts
Exclusive Video
Content
Japan
Operations
62. Appendix: Why Not Arenas?
Appendix
Arena
Brand Dilution
•Lower Ticket Prices Undercut
Perception Premium Show
Touring More Growth Opportunity in
Hybrid Model
Important Part of Current Strategy Diversify Access Points
Less Central to Brand Identity
Already Aggressively Expanding
with New Shows
63. Appendix: Ideas for New Shows
Appendix
Cultural Themes
Bollywood
Japanese
Samurai Era
Mardi Gra
Pop Culture
64. Appendix: Sponsored Events
Appendix
Purpose Description
• Corporate Events
Hire Cirque du Soleil
• Large Scaled
performers
Parties
65. Appendix: Methods of Funding
Appendix
Financing
Equity Debt
Company Unable to Make
Cheaper Option
Interest Payments
Company has Strong Asset
More Expensive
Base
Able to Make Interest
Company Can Issue Shares
Payments
67. Appendix: Why Not Cruise Ships?
Appendix
Stage Limitations
Less Marketing
Limited Audience
Opportunity
Low Return
68. Appendix: Why Not EM SE Asia?
Appendix
Guangzhou, China | Bangkok, Thailand | Ho Chi Minh, Vietnam
Bangkok, Thailand
Pros Cons
• High Tourist Growth • Political instability
•Most Tourist Age Demographic •Tourists Expect Relaxing, Local
Consistent with Cirque audience Culture Experience Different from
Cirque Experience
•Most Tourists Aare Domestic who
Spend Less Than $30/Day
69. Appendix: Why Not Casino-Like Areas?
Appendix
Atlantic City
Lack Large Audience
11 Casinos in Total
Base
High-End Shows
Lack High-End
Perform on
Brand Loyalty
Temporary Basis
70. Why Not Paris, Berlin, Sydney?
Appendix
Paris Berlin Sydney
Have Touring Shows
Not a Major Tourist Not a Major Tourist
Never Entered with Attraction Attraction
Resident Show Before
71. Competition
Overview Correct Change Create Implementation
No Direct Competitors in Acrobatics,
but Substitutes in Other Live Forms of Entertainment Exist
Concerts Plays Amusement Parks Live Performances
72. Overview Correct Change Create Implementation
Risk Mitigation Contingency
Cannot secure office Must look further away
Decrease growth rate
space from HQ
Hybrid model is not Scale down production Revert to touring or
profitable and performances arena model
Approach other luxury
W refuses to partner More flexibility in
and contemporary-
with Cirque negotation
themed hotels
Hotel construction Careful planning and Switch construction
delays execution companies
Editor's Notes
Auckland slide
Auckland slide
Auckland slide
Auckland slide
Auckland slide
Auckland slide
Company Overview
Critical Success Factors
Reinforcing business model
Reinforcing business model
Auckland slide
Cirque du Soleil - as a proud sponsor of their North American touring shows, Wyndham can help provide access to unforgettable custom-designed events. Wyndham Worldwide (NYSE:WYN) today announced that it will be the official hospitality partner for Cirque du Soleil touring shows Saltimbanco™, KOOZA™ and Corteo™ for the next two years, providing the company with the opportunity to market to more than three million Cirque du Soleil spectators.At the core of the partnership will be the Wyndham Hotels and Resorts presence at Cirque du Soleil events through displays, advertising, signs and verbal acknowledgement at the opening of each show as well as an opportunity to work with Cirque du Soleil for advertising and promotional development. “Aligning Wyndham Hotels and Resorts with Cirque du Soleil is a natural fit,” said Peter Strebel, president of Wyndham Hotels and Resorts. “Both companies are known for innovation, flexibility and a dazzling guest experience. The partnership enables us to build upon our relationship with the frequently traveling Generation X customer.”
At the core of the partnership will be the Wyndham Hotels and Resorts presence at Cirque du Soleil events through displays, advertising, signs and verbal acknowledgement at the opening of each show as well as an opportunity to work with Cirque du Soleil for advertising and promotional development. Cirque du Soleil - as a proud sponsor of their North American touring shows, Wyndham can help provide access to unforgettable custom-designed events. Wyndham Hotels and Resorts is celebrating the return of the winter adventure to Manhattan with a double discount: 30 percent off the regular ticket price of any Wintuk show and a special 15 percent discount when booking at its participating New York City hotels. Cirque du Soleil fans also can receive a 25 percent discount on regularly-priced tickets at select Wintuk shows without the purchase of a qualifying hotel room online at www.cirquedusoleil.com or through Ticketmaster.
Montreal, March 17, 2010 – Following the worldwide success of JUKARI Fit to Fly™ Cirque du Soleil & Reebok today launch JUKARI Fit to Flex™, the second innovative workout to come out of the ground-breaking partnership between the leading women’s fitness brand and the world renowned entertainment company. JUKARI Fit to Flex™ is a dynamic and effective workout that uses the musicality and vibrant colors of Cirque du Soleil to bring fitness to life and create a visual spectacle of strong shapes and flowing movements. JUKARI Fit to Flex™ launches first in Montreal, Canada the home of Cirque du Soleil and will rollout in gyms in the USA and Europe from April and in Asia and Latin America later this year.