Innovation at Cirque Du Soleil
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Case Details:
Case Code : BSTR269
Case Length : 16 Pages
Period : 1985-2007
Pub Date : 2007
Teaching Note :Not Available
Organization : Cirque Du Soleil
Industry : Circus Entertainment
Countries : Canada
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Excerpts
The Innovative Strategies
When Cirque began its operations, it functioned with around 73 employees. By 2007, there were 3,000 people working in various areas like art direction, production, stage settings, lighting and special effects, IT, marketing and public relations, and as trainers, physiotherapists, fitness specialists, musicians, cooks and the kitchen staff, technicians, and performers...
Sets and Costumes Design
Cirque invested an enormous amount of time and money in preparing unique sets and costumes. Sometimes, the amount spent on creating a theater for a Cirque production was exorbitantly high. For instance, Cirque spent US$ 165 million to build a theater for KA at the MGM Grand in Las Vegas.
The theater's stage had two huge moving platforms which were controlled by a crane which weighed 260,000 pounds and used 4,000 gallons of hydraulic fluid...
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Target Audience and Value Innovation
Cirque differentiated itself from the traditional circus in all business aspects. The company created a niche market of live entertainment within the entertainment industry. Rather than providing a product for which demand already existed, it used its innovativeness and creativity to create a demand for live entertainment...
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Marketing
Typically, when Cirque planned any shows in new markets, a five- to six-member team would reach the new market about eighteen months before the event...
The Road Ahead
In April 2001, Laliberte announced that he wanted to make Cirque, the entertainment capital of the world. Cirque's future plans included building entertainment complexes in major cities including London, New York, Singapore, Hong Kong, Tokyo and Sydney, in the next 15 years...
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Exhibits
Exhibit I: The 'Blue Ocean' Strategy
Exhibit II: History of Circus
Exhibit III: Cirque's Mission Statement
Exhibit IV: Cirque's Newsletter
Exhibit V: Zumanity Newsletter
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