Cirque Du Soleil Analysis

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  • Topic: Cirque du Soleil, Contemporary circus, Blue Ocean Strategy
  • Pages : 5 (432 words )
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  • Published : April 25, 2013
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Title

“An Analysis of the Impact of The Blue Ocean Strategy in the Cirque Du Soleil business performance in 2012”

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MOTIVATION
 What do these companies/products have in common?

OVERVIEW
1.
 

The Blue Ocean Strategy
Main Concepts How to create Blue Oceans

2.
 

Case Study: Cirque Du Soleil
Traditional Circus Cirque Du Soleil and Blue Ocean Strategy

3.
 

Conclusion
About the BOS and Cirque Du Soleil Reflection

Questions at the end…

THE BLUE OCEAN STRATEGY

MAIN CONCEPTS  Red Oceans: All industries in existence today.  They have defined rules, competitors, and market boundaries.

 Blue Oceans: All industries NOT in existence today.
 This is undefined market space, otherwise known as OPPORTUNITY.

HOW TO CREATE BLUE OCEANS?  Four Actions:
1. 2. 3. 4. Eliminate Reduce Raise Create
Strategically Reduce Cost Reduce

Eliminate

A new Value Curve

Raise

Strategically Invest in Create
Source: The Blue Ocean Strategy

 Three characteristics of a good Strategy:
1. Focus 2. Diverge 3. Compelling Tagline

kennysilva.net 1000ventures.com airasia.com

CASE STUDY: CIRQUE DU SOLEIL

TRADITIONAL CIRCUS  Characteristics

vegascircus.freevar.com

CIRQUE DU SOLEIL  What did they do different?
 The best of circus and theatre  More comfort, sophistication, glamour and elegance  Unique theme and storyline in each show  New demand, attracting adults

 Unexplored new market space

They were the first, they innovated…

CIRQUE DU SOLEIL  Unique redeveloped Circus

cirquedusoleil.com

CIRQUE DU SOLEIL  Cirque Du Soleil: Value Curve
ELIMINATED Very-High
Source: The Blue Ocean Strategy

REDUCED

RISED

CREATED

High Offering Level

Cirque Du Soleil

Medium

Traditional Circus
Low

Inexistent

Competing factors

CIRQUE DU SOLEIL - 2012  Some amazing statistics:
     6 headquarters around the world… 5,000 employees (50 nationalities) They are expanding to South Africa and India… 15,000 spectators expected in 2012… 22 different show simultaneously around the world in 2012…  Annual profits around £630m…

cirquedusoleil.com

CIRQUE DU SOLEIL - 2012  New business initiatives:

cirquedusoleil.com

CONCLUSIONS

CONCLUSIONS  Cirque Du Soleil…
 Through the value of innovation…
    They discovered a new untapped market… A market without competitors… They created new demand… And they realized that the show must go on!!

 The Blue Ocean Strategy…
 Effective strategy…
 To entrepreneur ventures  To expand or obtain profit growth

CONCLUSIONS  Reflection

graphicleftovers.com

REFERENCES







Blueoceanstrategy.com (2012) Available at: http://www.blueoceanstrategy.com [Accessed 21th August, 2012] Cirquedusoleil.com (2012) Available at: http://www.cirquedusoleil.com [Accessed 25th August, 2012] Financial Post (2012) ´BCE, Cirque du Soleil forge new content development company´ Available at: http://business.financialpost.com [Accessed 02th September, 2012] Kim, W., and Mauborgne, R. (2004) ´The Blue Ocean Strategy´. Harvard Business, Review, 82(10), pp. 76-84.

QUESTIONS?

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