Bs II 17-12-2009 Sec e - Innovation at Circque Du Soleil

8/2/2019 Bs II 17-12-2009 Sec e - Innovation at Circque Du Soleil

1/35

MBA Semester IV

Business Strategy IISec E

Batch of 2010


2/35

Date: 17 th December, 2009

Presented by:Chanchal : 08BS0000792Bushra : 08BS0000781Prosenjit : 08BS0002408Pravin : 08BS0002330

Rajesh : 08BS0002546


3/35


4/35

1980 Gilles Ste-Croix, Laliberte and DanielGauthier founded Les Echassiers de Baie-Saint-Paul .

Le Balcon Vert turned into a organizedperforming troupe.Ste-Criox stilt walked between Baie-Staint-Paul and Quebec City.

Les Echassiers was a commercial failure.Club des Talons Hauts A troupe formed bybringing together many street permormers.1981 - High-Heels Club made profits.


5/35

Sep, 1981 Les Echassiers broke even.July, 1982 The fair, La Fete Foraine deBaie St-Paul1984 Celebration in Quebec with grantrunning to C$ 1.2 million.

Cirque Du Soliel formed.New experience with amazing light effects,own music and radically different costumes.Excluded animals, well known and famousartists and loud music.Live band playing strong emotionallycharged music.

1984 Additional Grant from QuebecGovt.


6/35

Major renovation with Guy Caron, founder of Canada sNational Circus School.1985 Performance outside Quebec in Ontario.

1986 Children s Film Festival in British Columbia & inWorld Fair, VancouverFailure atToronto & Niagara, debt of US$750,000.Daniel Lamarre, President & CEO of largest TVBroadcaster in Quebec joined Cirque.1987- Non Profit to For Profit Entity.Success at Los Angeles Arts Festival where noticed byColumbia Pictures but didn t materialize.1990 2500 seats & tickets @ US$ 33.5


7/35

Nouvelle Experience dotting 13 cities in US over 19months 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 toperform Nouvelle Experience resulting to Mystere.

1994 - Agreement prolonged with permanentfacility at Treasure Island.Steady revenue from ticket sales and merchandise.1995 European headquarter in Amsterdam.


8/35

INNOVATIVESTRATEGY


9/35


10/35


11/35


12/35

Sets and Costumes design


13/35

o CDS invested an enormous amountof time and money in preparingunique sets.

They had two huge moving platformswhich were controlled by a crane.

The platform could be tilt on 110degrees, rotated and lifted.High tech cameras and computersused to generate special effectswhich transform the set into acinema screen.


14/35

o Innovation at CDS

Every seat have two speakerplaced near the ear to give asurround sound experienceBeneath the stage there wereinfrared motion detecting sensorwere placedTouch sensitive panels alsoformed a part of system coulddetect artist location


15/35

Swimming poolGreat amount of innovation increating a Olympic size swimmingpool

A temperature of 31.1 degree Celsius ismaintained all times and a lowertemperature were maintained ataudience side

It had underwater communicationsystem and air tanks for artist to breath.


16/35

Much attention was given for creatingcostumes for the artists

The theme was involved around air,water, fire, earth.Quidam used wide array of fabricslikewool, linen, velvet, leather, juteetc.For O artist each costume took 40hours to create and involved in lotsof trial and error.


17/35

As soon a new artist joined cirquetook their plaster cast of head to getwigs if they get worn out they can bereplaced while they were on tour.

The size of employee in costumeshop grew from 30 to 300.

At any point of time they would have3000 costumes and 1000 costumesdesigns.


18/35

Target audience and value innovation


19/35

Children

Adult


20/35

T he productF rom circus to theater

Allure, factors of traditional circus andclassic acrobatic

Story line,intellectual richness,artistic music & dance

Multiple productions breaking the rythm

T ight cost control

Collective creativity


21/35


22/35


23/35

To be different and attractive:Cirque du Soleil effectively

combined the best of boththe circus and the theaterwhile eliminating everythingelse which allowed them toachieve both differentiation

and low cost to break thevalue-cost trade-off.

COST

BUYER VALUE

VALUE

INNOVATION


24/35

The 4 Action Framework

Star PerformersAnimal Shows

Aisle Concession SalesMultiple Show Arenas

Unique Revenue

ThemeRefined Environment

Multiple ProductionsArtistic Music & Dance

F un & HumourT hrill & Danger

NewValueCurve


25/35


26/35

by Administrator


27/35

Local alliance to represent thecompany locally

Local promoters would help ingetting sponsorships.

Help in finding a venue.Help In promotion.


28/35

Positioned itself as creative and innovator.Companies attached themselves with cirque

du soleil to change their positioning frombeing a local to a global player.American electric power did so in NorthAmerica.


29/35

Market can be segmented into three targetpopulations:

1. Individuals: people who are a fan of entertainment and artistic shows.2. Families: a group of people, either friends or agroup of nuclear relatives who are fond of watching entertainment and artistic showstogether.

3. Tourists: those travellers who wish to see someentertaining and quality shows andperformances


30/35

The main goal of the company is to provide

superior quality entertainment and artisticperformance for the customers andcommunities through their innovation,leadership, as well as partnership. Thecompany exists to attract and retain theirtarget customers.


31/35

Word of mouth.Integrated with local community by giving

tickets to charitable organisations.In premier shows they invited importantpeople like Hollywood actors, Internationalsportsman etc.


32/35

Emphasized on inexpensive and innovativemethod.

Adult themed show like zumanity entertainedguests at bar.Team was sent to local venue to challengelocals.


33/35

Creative medium of advertising as this wouldvirtual experience of cirque.

Website won best design and realizationaward from suxess, Australia.It also launched an email program tostrengthen its relationship with viewersspread across the world.It was unique because of personalization.


34/35

Company did not believe in market research.The culture of the company is not to fix a

show to meet market demands but toproduce a new show that fix an old one.


35/35

Thank You

Documents

Bs II 17-12-2009 Sec e - Innovation at Circque Du Soleil