Case study: Cirque du Soleil SWOT analysis: Strenghts: * Very methodical approach of each project. * Planning process * Very efficient * Planning strategy starts 3-5 years before the event * Administrative side very accurate: * 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
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Cirque du Soleil Notes INTRODUCTION LEADERSHIP * Marc Gagnon – Chief Operating officer – Started 1989 * First task: Write a termination policy * Employee newsletter – la boule – employee submissions completely uncensored. * How do we reach our people? How do we keep them focused? * Tried to create a strong sense of community & family. * Struggle with benevolent parent & official employer * Mario D’Amico – Executive Vice President Marketing
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1. Cirque du Soleil combined street performers‚ clowns‚ acrobats‚ and gymnasts to present feats and create theater and dance dramas. Besides the circus performance‚ Cirque du Soleil has multimedia division‚ which has released feature film and television special. It also created an IMAX large-format film. Moreover‚ Cirque du Soleil keeps diversifying its commercial activities in publishing and merchandising by opening store on the property of Walt Disney world Resort in Florida. Regarding the stage
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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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Cirque du Soleil- Porter’s Five Forces Mission Statement: Invoke the imagination‚ provoke the senses and evoke the emotions of the people around the world. They want their audience to bring imagination‚ while challenge the senses and bringing out the emotions of people around the world. Their vision is to continually introduce a new and exciting show. Strength: They are introducing and challenging the audience to a unique way of a circus experience. Their use of words with invoke‚ provoke
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Research Report on Cirque du Soleil Julien Lallement ISEG Business School 5 Group2C January 10‚ 2012 Human Resources Management‚ Pr. Michelle K. Duffy‚ Phd ABSTRACT This final research report relating to the Human Resource course will be focused on the Cirque du Soleil business case discovered in class. In a first part we will develop and articulate the Cirque du Soleil HR portfolio. This part will also relates the company values and core competencies. The first part will be concluded by a series
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Information Technology at Cirque du Soleil By‚ Indraneel Kuppili INDEX Introduction | 3 | The Fantastic Journey of Cirque du Soleil | 3 | Establishment of Headquarters | 3 | Mission of Cirque du Soleil- Invoke‚ Provoke‚ Evoke | 4 | Confronting the Challenges | 4 | Major Problems faced by Cirque du Soleil: | 6 | Conclusion | 8 | Recommendations | 8 | Implementation | 9 | References | 9 | Visioning Information Technology at Cirque du Soleil Introduction: The main
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Cirque Du Soleil Case Study 1.Identify ALL resources and capabilities possessed by Cirque du Soleil: column 1 a/ which of them are a “must” for any cirque? b/ which of them are rare/unique to Cirque du Soleil? (note these resources with asterisk * in that same column) 2. Which of the rare resources possessed by Cirque du Soleil create value? How? (column 2) 3. What is Cirque du Soleil’s core competence (if any)? (column 3) All Resources: Innovative‚ Creativity‚ unique show‚ Diversified
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costs millions of dollars to develop and produce. The challenges. High production costs and values mean high ticket prices. To justify the cost to the audience‚ Cirque must do two things: continue to come up with spectacular ideas; and continue to find‚ recruit and train enough of the right people. Both are tough. The market for Cirque is maturing. An estimated 90m people have seen a performance. How do you leave them wanting more? Performers tend to have short careers: the attrition rate is about
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The Strategic Human Capital Case Study The Cirque du Soleil and Its Continued growth Chen Chen The Johns Hopkins University Carey Business School The Cirque du Soleil and Its Continued growth The product and strategy of Cirque du Soleil "We are not a product company‚ we are an artistic works company." said Mario D ’ Amico‚ the executive vice president of marketing in Cirque du Soleil. Cirque du Soleil launched a whole new approach of circus‚ called "New American Circus"
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