Q1. How the external and internal analysis of Cirque du Soleil was established?
Ans. Internal and external analysis of Cirque du Soleil
1. Largest professional performance group that includes 300 seamstresses, engineer, makeup artists32 talent scouts and casting staff 2. 20,000 members of Cirque’s cast, who number 2,700 and speak 27 languages 3. Mass of wonderful shows - Mystere, La Nouba, O, Dralion, Varekai, and Zumanity, which offer audiences manifestation of a spiritual 4. Good relationship with theater, and hotel and casino. Partners absorb up to 75% production costs transformed a one-tour, one-residence circus company into an entertainment powerhouses 5. Great management teams - use creative staff to make company run well focus on creative process and production personnel 6. High profits on shows - $430 million returned on Mystere; $480 million returned on O. 7. Very methodical approach of each project.
8. Planning process
9. Very efficient
10. Planning strategy starts 3-5 years before the event 11. Administrative side very accurate:
12. Detailed nomenclature on setup and tear-down tasks: everything must be done in a precise order, because tasks can only carried out once others have been completed. Nomenclature allows the company to ensure the proper packing and labelling of goods. 13. Speed and efficiency of each show is transferred from one site to another (Efficient dismantle, repack and re-installation). 14. Technology management allows them to reduce setup time by 25% (created an environment adapted to its own needs): computing hardware, communication by optic fibers and satellite… 15. Young, dynamic, passionate, adventurous, creative and open-minded entrepreneurs. 16. Creativity of logistics professionals to apply the right logistic management (Professional planners and logistician). 17. High linguistic...
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