Cirque du soleil

Was founded in 1984 by group of street performers and the CEO is Guy Liberte Despite early financial
hardships, Cirque du Soleil (French for Circus of the Sun) has remained one of the most successful
theatrical producers in the history of the entertainment industry. What started as a troupe of street
performers in Baie-Saint-Paul, Quebec, Canada named Les Échassiers de Baie-Saint-Paul (French for the
Wading Birds of Baie-Saint-Paul) has grown into a global entertainment business whose performances
have been seen by over 100 million spectators in nearly 271 cities worldwide 4.000 employees
from 40 countries introducing 17 shows in 271 cities. The Income – $810 million/year.
Awards: Emmi, Bambi, Drama Desk.

Cirque du Soleil can easily be described in terms of well-developed cultivation: itdemonstrates the
preparation of a performance group to promote their own growth,develop training, culture,
sophistication, and collective acculturation. Laliberté’s leadership style was unique and included
patterns of behavior that nurtured the building

of norms and values of a cognitive performance culture. Laliberté’s innovative style and creativity made
him a talent harvester and cultivator of people, committed to building individual talent levels while
maintaining a stewardship for the individual’s physical and emotional welfare.

Rise to Make History

The cirque is now multifaceted and runs social programs that help disadvantaged youth through
teaching circus skills that help build self-confidence as well as personal and social skills. With Cirque du
Soleil’s vast global reach, t, Cirque du Soleil has revolutionized performance culture, and with the
importance that the company places on imagination and innovation. We will show the difference
between the old work of the circus and the new, as follows:-

Object Declining Era Raising Era

 Heavy economic burden.
 Medical care, housing, insurance, and  Eliminating
Animal
transportation. expensive elements.
Shows
 Rising public concern about the treatment of
circus animals.
 Theater performance
Performer  Promoted their performers as stars. has a theme and story
s  Traditional three-ring shows. line controlled by
musical score.
 Magical seen from
outside, comfortable
Tent  Classic shape, Uncomfortable.
and attractive chairs
inside.
The Ford Model T Reflection on Blue Ocean Strategy
Ford’s Model T, introduced in 1908, is a classic example of a market-creating blue ocean strategic move
that challenged the conventions of the automotive industry in the US. The industry was small and
unattractive with cars unreliable and expensive, costing around $1,500, twice the average annual family
income. Ford changed all of that with the Model T. He called it the car ‘for the great multitude,
constructed of the best materials.’ And it was priced so that most Americans could afford one.

Ford reconstructed the industry boundaries of cars and horse-drawn carriages to create a blue ocean.

Ford added the most important 2 values from carriages over the existed expensive cars to his T Model;

 Easily negotiating the bumps and mud of the dirty and snowy roads.

 The ease and flexibility of maintenance.

Ford’s revolutionary assembly line replaced skilled craftsmen with ordinary unskilled laborers who
worked one small task faster and more efficiently, cutting the labor hours by 60%.

Ford managed to combine between the core engines of blue ocean strategy which are differentiation
and low cost.

Ford’s understanding of these advantages helped him unlock enormous untapped demand and
succeeded to make the competition irrelevant.

Sales of the Model T exploded. Ford’s market share surged from 9% in 1908 to 61% in 1921.

Balance Score Card Part

Ford Business Model Canvas
Balance Score Card, Internal Process Perspective:
To satisfy our customers and shareholders, what business processes do we need to achieve
excellence in?

NO. OBJECTIVE PROCESS MEASURABLE KPIS

1 Process & Capacity This area of operations management 1. Capacity Utilization Index
Design supports production goals. 2. Overall Operating
Efficiency Index
3. Number of Produced Cars
on Time
2 Quality Standard quality assurance practices & 1. Customers’ Quality
Management random batch tests on products to Satisfaction Index
ensure quality. 2. Sales % Increase or
Decrease
3. Number of Defected Units
3 Supply Chain & Streamlining and cost-effectiveness in 1. Delivery Time & Accuracy
Inventory the supply chain & adopting just-in- 2. Inventory Turnover
Management time manufacturing methods. 3. Supply Chain Cost VS
Sales Volume

4 Maintenance The goal in this strategic decision area 1. Machine Set-up Time
of operations management is to 2. Scheduled & Unscheduled
maintain adequate business processes Downtime
to satisfy demand. 3. Overall Equipment
Effectiveness

5 Marketing Digital Channel Contribution in Online Revenue

Revenues Contribution %