Cirque du Soleil’s IT Initiatives

Tuere Turner, Alexandra Van der Gaag, Holly Wagner, Evan Shoshan,
Akash Malik, Minsup Kim
 Background Information
● In 1980, skilled stilt-walker Gilles Ste-Croix got together with other street performers
to found Les Echassiers de Baie-Saint-Paul
○ The group began with street performances that were financial failures
○ Late 1980- Les Echassiers added mimes, fire-eaters, jugglers, and artists; the profitable venture was
called the “High-Heels Club”
○ Among the added performers were Guy Laliberté, founder of Cirque de Soleil, and Daniel Gauthier
○ Ste-Croix stilt walked 56 miles to Quebec City to attract funding from Quebec Government
● 1984- Quebec was celebrating the 450th anniversary of Jacque Cartier’s discovery
of Canada and needed a show to carry out festivity
○ Cirque du Soleil was that show, named after the sun (soleil); toured Quebec that year for celebrations
● 1987- Cirque du Soleil went to the LA Arts Festival, attracted
Columbia Pictures’ attention
○ non profit entity to for profit this year
Cirque du Soleil Technological History
● In 1984 Cirque Du Soleil had around 70 employees and 1 show
○ Most shows were organized via phone calls or meetings
● As the company grew there were more units, such as show creating, casting,
costume design, logistics, merchandising, finance, etc.
○ Each unit had a different software- by 1999 there were over 200 used in the company
● 2000- Danielle Savoie joined as IT President
○ First act- learn about different shows’ infrastructures and standardize one software for everyone
to use
○ Began using SAP and Microsoft Office 2000 to run operations, but still wasn’t enough
● March 2003- Savoie went for IBM’s WebSphere Business Integration Server
Express Plus to integrate the departments
○ 4 phase process that lead to the globally recognized company of today
Key factors
● In 1984 Cirque Du Soleil had about 70 employees and one show
○ By 1990 Cirque had gone from a non-profit to for-profit entity
● The result of the expansion were several information systems.
○ show creation, casting, costume design and creation, ticketing, logistics,
merchandising, human resources, and finance
● Every department in the company had its own software
○ ticketing and point of sale application.
● The company used several different operating systems
○ more than 200 applications running
Key factors continued...
● Most of Cirques’ processes/applications weren't setup to share data
○ For example, replacing a performer
● Keeping track of 3,000 employees and performers. Along with this each
performer had specific procedures for makeup and costumes.
○ nationalities with up to 25 different languages
● Inefficient setup of communication networks
○ cables had to be laid and there were separate cables required for voice
and data.
● Summation: Cirque Du Soleil had developed many information silos.
Challenges Faced by Cirque
● Different units used different operating systems
○ Over 200 applications on each system
○ Unable to share data between systems
○ Centralization of systems
● Difficult to transfer equipment from one location to the other
Problem 1: Operating Systems
● Did not want to have to completely redesign the set-up
○ BPR
● Loaded Windows 2000 onto each machine
○ Allowed employees to access each database and the applications within them
● Implemented SAP and SAP ERP
○ SAP used for finance, human resources and logistics
○ SAP ERP used for scheduling and procurement
○ Microsoft Office was still used for POS and equipment management
● 2003 -> Entered 3-year contract with IBM
○ Switched over to IBM’s WebSphere Business Integration Server Express Plus
○ Provided wireless infrastructure, digital content management, recovery services
○ Transition took over a year to complete
● 2006 -> Switched to CGI
○ Managed PCs, servers and the help desk
○ Payroll, costumes, inventory, merchandise
Problem 2: Smooth Transport
● Created IT road cases
○ Inside was padded
○ Cases had wheels
○ Ensured that equipment would not be damaged
● Replaced copper wires with fiber optic cables
○ Easier to install
○ Could be used for both voice and data communication
● All inventory (IT and otherwise) was given a barcode
○ Production managers could scan barcode upon arrival to new location
○ Cut the time it took to check the equipment in half
● Infrastructure centralization
○ Only one IT technician was needed to set up infrastructure at a new location
Stakeholders
● Somebody who is affected or could be
affected by the companies actions.
● Paying customers
○ The more customers not satisfied, the lower the
value of a ticket to the show.
● Cirque Du Soleil is so complex that all of its
departments are potential stakeholders.
○ Audition and staffing department
○ Costume department
○ Equipment set-up employee’s
Stakeholders
● Cirque du Soleil always has a themed show.
○ Successful partnerships can affect both parties in
Cirque’s shows.
● Partnerships with other companies.
○ Microsoft gaming software
○ Athletic Wear (Reebok)
Analysis - Problems
● Unique Needs
○ Ticketing
○ Artist Management
○ Costume design
○ Inventory Management
Analysis - Approach
● Facilitated the Travel
○ Fiber optic cable
○ Road Cases

● Data Centralization
○ ERP
○ Central Database
○ Swift Damage Control
Analysis - Evaluation
Cirque du Soleil has grown from (2000) to (2010)

● # of Shows
○ 5 touring shows
○ 1-2 resident shows
● # of Spectators
○ 3 million a year
● # of Shows
○ 6 touring shows
○ 2 arena shows
○ 9 resident shows
○ 1 seasonal resident shows

● Length of a tour ● # of Spectators

○ 8 years ○ 10 million a year
● Length of a tour
○ 12 years
The Future of Cirque du Soleil
● Private company owned by founder Laliberti (95% of company)
● Grown to:
○ 5,000 employees
○ 15,000 costumes
○ 1,000 tons of equipment per show
● 20 different shows
● $1 billion revenue
● Started with 200 applications running IT infrastructure
● Streamlined so all data was accessible and shared
The Future of Cirque du Soleil
● Possible Bankruptcy
● $25 million to produce a show
● Profits are non-existent
● Laid off 400 employees
● Must reduce expenses and raise profits to survive
○ Outsourcing
○ Shorten length of shows
○ More shows per location
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