Cirque Case
The Strategic Human Capital Case Study
The Cirque du Soleil and Its Continued growth
Chen Chen
The Johns Hopkins University Carey Business School
The Cirque du Soleil and Its Continued growth
The product and strategy of Cirque du Soleil "We are not a product company, we are an artistic works company." said Mario D ' Amico, the executive vice president of marketing in Cirque du Soleil. Cirque du Soleil launched a whole new approach of circus, called "New American Circus". This new approach is mixture of circus arts and street entertainment, that means the Cirque du Soleil combines street performers, clowns, acrobats and gymnasts. However, as mentioned by the employee of Cirque du Soleil, Cirque was first and foremost a circus without animals, which is the main difference when comparing with other circus. The music of Cirque du Soleil was in a Latin-sounding language that transcends cultural boundaries and top scale production and lighting. The lifecycle strategy of Cirque du Soleil is quite clear and efficient, it was firstly formed in 1984 by a troupe of street performers, and was doing street performers ' festival in a small town outside Quebec City. Kara Pendleton wrote in her article The History of Cirque Du Soleil: Dazzling Human Circus and More: What began as stilt-walkers known in Quebec, Canada as 'The High Heels Club ' in the early 1980s, slowly evolved over time to include acts such as jugglers and fire-blowers. By 1984 it was officially named 'Cirque du Soleil ' after multiple acts which met at festivals decided to all come together under the same big top to perform. After being opened in Quebec, the Cirque du Soleil went on tours in the mid-1990s. Cirque had tried to manage three divisions at first, but eventually the management was centered only at Montreal, and the circus went on North American Tour first. After establishing reputation in North America, Cirque du Soleil expanded its tours to Europe and
The Cirque du Soleil and Its Continued growth
Chen Chen
The Johns Hopkins University Carey Business School
The Cirque du Soleil and Its Continued growth
The product and strategy of Cirque du Soleil "We are not a product company, we are an artistic works company." said Mario D ' Amico, the executive vice president of marketing in Cirque du Soleil. Cirque du Soleil launched a whole new approach of circus, called "New American Circus". This new approach is mixture of circus arts and street entertainment, that means the Cirque du Soleil combines street performers, clowns, acrobats and gymnasts. However, as mentioned by the employee of Cirque du Soleil, Cirque was first and foremost a circus without animals, which is the main difference when comparing with other circus. The music of Cirque du Soleil was in a Latin-sounding language that transcends cultural boundaries and top scale production and lighting. The lifecycle strategy of Cirque du Soleil is quite clear and efficient, it was firstly formed in 1984 by a troupe of street performers, and was doing street performers ' festival in a small town outside Quebec City. Kara Pendleton wrote in her article The History of Cirque Du Soleil: Dazzling Human Circus and More: What began as stilt-walkers known in Quebec, Canada as 'The High Heels Club ' in the early 1980s, slowly evolved over time to include acts such as jugglers and fire-blowers. By 1984 it was officially named 'Cirque du Soleil ' after multiple acts which met at festivals decided to all come together under the same big top to perform. After being opened in Quebec, the Cirque du Soleil went on tours in the mid-1990s. Cirque had tried to manage three divisions at first, but eventually the management was centered only at Montreal, and the circus went on North American Tour first. After establishing reputation in North America, Cirque du Soleil expanded its tours to Europe and
References: Kara Pendleton(2007), The History of Cirque Du Soleil: Dazzling Human Circus and More. Yahoo Contributor Network, retrieved September 15, 2013, from: http://voices.yahoo.com/the-history-cirque-du-soleil-dazzling-human-circus-756417.html?cat=37 Margaret Heffernan (2013), Cirque du Soleil and MGM Mirage: A Lesson in Strategic Partnership. Inc.com, retrieved September 15, 2013, from: http://www.inc.com/margaret-heffernan/strategic-partnership-cirque-du-soleil-mgm-mirage.html Daniel Taylor (2010, December 28), Office Environment Key To Staff Motivation. Financial Times. pp. 3B.