Cirque Du Soleil 's Success

Cirque du Soleil was founded in 1984, in Baie-Saint-Paul, Canada. The four founders of this amazing company were Guy Laliberté, Gilles Ste-Croix, Daniel Gauthier, and Rachel Vertus; however, this wasn’t the true beginning of Cirque du Soleil.

The main purpose of the case study is to incorporate IT into Cirque du Soleil.

Thesis: Learning about Cirque du Soleil will help you all understand that there is more to it than just “circus stuff”. It is about talented athletes who think outside the box, use teamwork and trust to put their life in the hands of another person. All of this hard work to mesmerize and amaze a large crowd of people who appreciate the dedication put in.

Cirque du Soleil first began in 1984 in Quebec Canada. It was first known as Le Club des Talons Hauts, consisting of mainly street performers. It had started out with only 73 employees and has expanded to over 2,100 individuals, 17 years later. The organization’s goal is to bring an unforgettable and unique experience to each audience through creativity from its one of a kind artists. Cirque du Soleil is always in constant search for creative and talented artists around the world that can contribute and be part of their unique organization. The artists consists of many different cultural backgrounds and range from mimes to clowns. Cirque du Soleil provides training to its employees and tries to maintain good communication with each of its employees. However, Cirque du Soleil faces many problems in retaining talent to the hiring and training and development process of its employees.

Vision: Cirque du Soleil is an innovative and creative entertainment industry which focuses on performing various artistic acts for those with a wild imagination. This rapidly growing company creates magic and creativity around the stage which evokes the emotions and imaginations of the people surrounding this magic.

Founded in 1984 in Quebec Canada, Cirque Du Soleil was formed by street performers. It was first known as Le Club des Talons Hauts and had started out with only 73 employees and expanded to over 2,100 individuals, 17 years later. The organization’s goal is to bring an unforgettable show to every audience through creativity from its____. Cirque du Soleil is in constant search for creative and talented artists around the world that can contribute and be part of their organization. The artists consists of many different cultural backgrounds and range from mimes to street performers. Cirque du Soleil provides training to its employees and tries to maintain good communication with each of its employees. However, Cirque du Soleil faces many problems in retaining talent to the hiring and training process of its employees.

Cirque du Soleil ("Circus of the Sun") is a Canadian entertainment company, self-described as a "dramatic mix of circus arts and street entertainment." Based in Montreal, Quebec, Canada, and located in the inner-city area of Saint-Michel, it was founded in Baie-Saint-Paul in 1984 by two former street performers, Guy Laliberté and Gilles Ste-Croix.

Background: Cirque du Soleil was the first ever circus group that evolved its self to the commercial world by introducing the simple but innovative and unique concept of combining the traditional circus acts with opera, dance, theatre and live music. Cirque du Soleil ensured success by executing the concept to the point of perfection. Excellent choreography and amazing pyrotechnics were the backbone of their success. The experience of a Cirque du Soleil show is considered to be as one of the most awaited and valued entertainment experience by people all around the world.

Q1. How would you assess the attractiveness of the circus industry in early 1980s? What would you conclude from industry analysis?

113). To start, the innovation of high quality shows with signature chorography created higher sense of quality for the cost of the ticket. Cirque du Soleil created more demand for these performances even at higher price points than originally (Rothaermel pg. 463). The second attribute is rare, which Cirque du Soleil has achieved since there is one and only one Cirque du Soleil. Even the substitutes are unable to imitate the name, or costly to imitate the same stunts performed at Cirque du Soleil unique environment. Lastly, Cirque du Soleil is organized to capture the value of this resource since the company follows a blue ocean strategy that focuses on differentiation and innovation. Cirque du Soleil is constantly looking for new blue oceans to enter first to gain that competitive advantage. The VRIO framework verifies that Cirque du Soleil has a sustainable competitive advantage with their core competencies.

Discussion Questions:  Tour Planning at Cirque du Soleil:  HEC Montreal Centre for Case Studies, HEC025‐ PDF‐ENG, March 1, 2011.  1) The main decisions facing Cirque is whether Istanbul is an attractive destination and if so, whether it  partners with Turkish Television and Entertainment Society (TTE) and/or with the City of  Istanbul/Ministry of Culture and Tourism (MCT).  To begin your analysis, please enumerate the  advantages and disadvantages for each of the two proposals. (2 pts)  In general, Turkey appears to have good market potential.  Istanbul performances are expected to  exceed 100,000 tickets if they are released for sale 8 months

Knowledge can refer to a theoretical or practical understanding of a subject. It can be tacit (as with practical skill or expertise) or explicit (as with the theoretical understanding of a subject); it can be more or less formal or systematic. Botha et al (2008) pointed out that tacit and explicit knowledge should be seen as a spectrum rather than as definitive points. Therefore, in practice, all knowledge is a mixture of tacit and explicit elements rather than being one or the other. The most important distinction within KM is between explicit and tacit knowledge. The overload of data is making knowledge management increasingly more important as it facilitates decision-making capabilities; builds learning organizations by making learning routine, and stimulates cultural change and innovation.

The third case study presents Le Noir. It is an Australian based circus company. It is a contemporary circus that features aerial acts, musicians, acrobats, balancing and the wheel of death. The concept of Le Noir is based on the best performers in the world gather to create an intimate style show where the audience is inches away watching the performance on stage. Part of the concept is to make the audience experience the show with the help of special effects ("Le Noir”).

Cirque du Soleil is a Canadian entertainment company. It is the largest theatrical producer in the world. For the APS 325 field trip, we attended Cirque du Soleil’s latest production-Volta. Volta has the theme of freedom as a movement and self- acceptance. It is inspired in part by the adventurous spirit that fuels the culture of action sports.

* Redesign services to attract more customers. Disney studio park and Val d’ Europe are two examples of services which capture more customers. The former one tries its best to include European elements in it. The approach provides guests something they were familiar with and attract more tourist to visit the Disneyland park. The latter one created a center to draw customers’ attention and affected their travelling preferences. Both of these two buildings were near Disneyland Paris and work as a transportation to connect the European culture and “Disney culture”. Buildings with familiar elements will make guests feel comfortable and reduce their unfriendly feelings to Disneyland Park. Therefore the park will get a chance to cross the cultural boundary and bring its customers excellent experiences.