CASE STUDY: CIRQUE DU SOLEIL 1. What are Cirque’s product and strategy? The cirque product is a circ show without animals‚ the main features of this show are: clowns‚ acrobats and gymnasts. The difference between Cirque du soleil and other circs is that the first one tries to make the show unforgettable by adding music specially composed for each show and also an elaborated “attrezzo” (lights and scenario). The Strategy that Cirque used is a blue ocean strategy‚ this strategy consist in creating
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how to deliver a good speech Good afternoon ladies and gentlemen‚ I hope everyone is enjoying this very special day so far. It’s been an emotional day‚ ……..even the cake is in tiers. I would like to start by thanking the lovely bridesmaid …………. I’m sure you will agree she has carried out her role superbly; I would also like to thank the ushers…… for at least turning up sober. If we could all raise our glasses to the bridesmaid! I would like you to turn your attention now to the bride Cathy
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rP os t HEC027 Volume 9 Issue 3 September 2011 Visioning Information Technology at Cirque du Soleil op yo Case prepared by Professors Anne-Marie CROTEAU‚1 Suzanne RIVARD2 and Jean TALBOT3 tC Danielle Savoie‚ recently appointed Chief Information Officer (CIO) at Cirque du Soleil‚ was delighted. She had just met with the firm’s Executive Committee to present the very first information technology (IT) strategic plan in the history of Cirque. The plan presented a coherent and
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Market Orientation‚ Customer Value‚ and Superior Performance Stanley F. Slater and John C Narver Thinking in terms of the market (not marketing) is essential in the highiy competitive arenas of today‚ o achieve superior performance‚ a business must develop and sustain competitive advantage. But where competitive advantage was once based on structural characteristics such as market power‚ economies of scale‚ or a broad product line‚ the emphasis today has shifted to capabilities that enable a
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study Cirque du Soleil ( “Circus of the Sun”) is a Canadian entertainment company‚ self- described as a “dramatic mix of circus arts and street entertainment”. The company operates globally‚ it was found in 1984 by a 24 year old entrepreneur Guy Laliberte. The aim of this report is to demonstrate an understanding of the importance of team work and team effectiveness in the context of Cirque du Soleil. The emphasis on team have been a critical success factor in the establishment of Cirque du Soleil
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high bargaining power‚ due to the circus’ dependency on specific acts. Buyers have high power‚ as they are able to choose amongst various identical circus performances or alternative forms of entertainment. More still‚ there are an ample number of entertainments that could act as substitutes. Finally‚ due to a thorough public understanding of how the industry operates‚ there is little restriction for new circuses seeking to enter the industry. As such‚ rivalry is commonplace amongst traditional circuses
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Structured Cabling Technology and Market Assessment January 13‚ 2013 When we started researching the structured cabling market a few months ago‚ it seemed like not much had changed in the past three years. Some of the individuals we interviewed for this report thought so‚ too. But as it turns out‚ there have been many changes to the market. The recession reduced investment‚ led to the cancellation of many projects‚ and those that continued worked under reduced budgets. This‚ in addition to changes
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might want to include (assuming that it is true‚ of course) that the speaker has made over 2 million dollars in real estate deals in the past year‚ has saved over 300 homes from foreclosure and helped the families that were losing the homes get back on their feet‚ or that the speaker has been in real estate investing for the past four decades. All of these things indicate that your guest speaker is a successful person who has something relevant to say to those attending a real
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Cirque du Soleil’s creative art form incorporates music and acrobatic performances to entertain people all over the world. Allowing employees the freedom and responsibility to be creative in their art and develop a brand that encourages customer loyalty is their business strategy. Cirque’s biggest problem is employees are given too much control over artistic development and input regarding the direction of the business. Artists frown upon customers’ feedback‚ however Cirque wants customers to
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CAR- Cirque du Soleil 1) How has Cirque structured and supported its cast to deliver superior performance? Vertical Coordination – all management centered at Montreal HQ. Organization built around charismatic leader – Laliberte. Strategic vision mostly set by Laliberte. HQ is sometimes distant from the touring groups. Shows conceived/designed in Montreal. Directors visit to check the show is being performed as designed (protect the brand and guard the concept). Division of Labor by Product (tours)
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