MBA Semester IV

Business Strategy II
Sec E
Batch of 2010
Date: 17
th
December, 2009
Presented by:
Chanchal : 08BS0000792
Bushra : 08BS0000781
Prosenjit : 08BS0002408
Pravin : 08BS0002330
Rajesh : 08BS0002546
1980 Gilles Ste-Croix, Laliberte and Daniel
Gauthier founded Les Echassiers de Baie-
Saint-Paul.
Le Balcon Vert turned into a organized
performing troupe.
Ste-Criox stilt walked between Baie-Staint-
Paul andQuebec City.
Les Echassiers was a commercial failure.
Club des Talons Hauts A troupe formed by
bringing together many street permormers.
1981 - High-Heels Club made profits.
Sep, 1981 Les Echassiers broke even.
July, 1982 The fair, La Fete Foraine de
Baie St-Paul
1984 Celebration in Quebec with grant
running toC$ 1.2 million.
Cirque Du Soliel formed.
New experience with amazing light effects,
own music and radically different costumes.
Excluded animals, well known and famous
artists and loud music.
Live band playing strong emotionally
charged music.
1984 Additional Grant fromQuebec Govt.
Major renovation with Guy Caron, founder of Canadas
National Circus School.
1985 Performance outside Quebec in Ontario.
1986 Childrens Film Festival in British Columbia & in
World Fair, Vancouver
Failure at Toronto &Niagara, debt of US$750,000.
Daniel Lamarre, President & CEO of largest TV
Broadcaster in Quebec joinedCirque.
1987- Non Profit to For Profit Entity.
Success at Los Angeles Arts Festival where noticed by
Columbia Pictures but didnt materialize.
1990 2500 seats &tickets @US$ 33.5
Nouvelle Experience dotting 13 cities in US over 19
months covering 1.3 million people.
1991 Fuji Television Network sponsored Asia tour
@ US$ 40 Million beginning with Tokyo.
Partnered with Circus Knie for Switzerland.
Agreement with Mirage, a Las Vegas hotel to
perform Nouvelle Experience resulting to Mystere.
1994 - Agreement prolonged with permanent
facility at Treasure Island.
Steady revenue from ticket sales and merchandise.
1995 European headquarter in Amsterdam.
INNOVATIVE
STRATEGY
Always Tiying to ue uiffeient
Inteiesting Piocess of ueveloping the acts in
a show
Constantly innovating anu auuing new acts
in the kitty
TRATEuY AB0PTEB BY CIRQ0E B0 0LEIL

BL0E 0CEAN TRATEuY

Blue 0cean tiategy
Coinei stone of blue ocean stiategy was
value innovation
Bow Ciique uu oleil implementeu blue
ocean tiategy
Sets and Costumes design
o CDS invested an enormous amount
of time and money in preparing
unique sets.
They had two huge moving platforms
which were controlled by a crane.
The platform could be tilt on 110
degrees, rotated and lifted.
High tech cameras and computers
used to generate special effects
which transform the set into a
cinema screen.
o Innovation at CDS
Every seat have two speaker
placed near the ear to give a
surround sound experience
Beneath the stage there were
infrared motion detecting sensor
were placed
Touch sensitive panels also
formed a part of system could
detect artist location
Swimming pool
Great amount of innovation in
creating a Olympic size swimming
pool
A temperature of 31.1 degree Celsius is
maintained all times and a lower
temperature were maintained at
audience side
It had underwater communication
systemand air tanks for artist to breath.
Much attention was given for creating
costumes for the artists
The theme was involved around air,
water, fire, earth.
Quidamused wide array of fabrics
likewool, linen, velvet, leather, jute
etc.
For O artist each costume took 40
hours to create and involved in lots
of trial and error.
As soon a new artist joined cirque
took their plaster cast of head to get
wigs if they get worn out they can be
replaced while they were on tour.
The size of employee in costume
shop grew from 30 to 300.
At any point of time they would have
3000 costumes and 1000 costumes
designs.
Target audience and value innovation
Children
Adult
The product
Fromcircus to theater
Allure, factors of traditional circus and
classic acrobatic
Story line,intellectual richness,artistic music & dance
Multiple productions breaking the rythm
Tight cost control
Collective creativity
To be different and attractive:
Cirque du Soleil effectively
combined the best of both
the circus and the theater
while eliminating everything
else which allowed them to
achieve both differentiation
and low cost to break the
value-cost trade-off.
COST
BUYER VALUE
VALUE
INNOVATION
The 4 Action Framework
Star Performers
Animal Shows
Aisle Concession Sales
Multiple Show Arenas
Unique Revenue
Theme
Refined Environment
Multiple Productions
Artistic Music & Dance
Fun & Humour
Thrill & Danger
New
Value
Curve
by Administrator
Local alliance to represent the
company locally
Local promoters would help in
getting sponsorships.
Help in finding a venue.
Help In promotion.
Positioned itself as creative and innovator.
Companies attached themselves with cirque
du soleil to change their positioning from
being a local to a global player.
American electric power did so in North
America.
Market can be segmented into three target
populations:
1. Individuals: people who are a fan of
entertainment and artistic shows.
2. Families: a group of people, either friends or a
group of nuclear relatives who are fond of
watching entertainment and artistic shows
together.
3. Tourists: those travellers who wish to see some
entertaining and quality shows and
performances
The main goal of the company is to provide
superior quality entertainment and artistic
performance for the customers and
communities through their innovation,
leadership, as well as partnership. The
company exists to attract and retain their
target customers.
Word of mouth.
Integrated with local community by giving
tickets to charitable organisations.
In premier shows they invited important
people like Hollywood actors, International
sportsman etc.
Emphasized on inexpensive and innovative
method.
Adult themed show like zumanity entertained
guests at bar.
Team was sent to local venue to challenge
locals.
Creative medium of advertising as this would
virtual experience of cirque.
Website won best design and realization
award from suxess, Australia.
It also launched an email program to
strengthen its relationship with viewers
spread across the world.
It was unique because of personalization.
Company did not believe in market research.
The culture of the company is not to fix a
show to meet market demands but to
produce a new show that fix an old one.
Thank You