Cirque du Soleil combined street performers, clowns, acrobats, and gymnasts to present feats and create theater and dance dramas. Besides the circus performance, Cirque du Soleil has multimedia division, which has released feature film and television special. It also created an IMAX large-format film. Moreover, Cirque du Soleil keeps diversifying its commercial activities in publishing and merchandising by opening store on the property of Walt Disney world Resort in Florida.
Regarding the stage performance, Cirque du Soleil’s strategy is to attract audience with astonishing shows which combines highly creative costuming, lighting, and dance, presenting a unique blend of creation and the performing arts, of architecture and the arts in general. Regarding customer experience, Cirque try not to outprice audience, move to shorter stops and perform fewer shows in each location, such that in each market demand would be created and not entirely satisfied.
Regarding employee relations, Cirque du Soleil keeps in close touch with artists and touring shows, proving good working environment and considerable pay rate, create a strong sense of community and family at the company. 2. Strategic vision mostly set by Laliberte. Headquarter in Montreal is where all the shows are designed, artists are trained. The administrative staff keep in touch with the artistic progress of shows, while the artists see firsthand the support they receive from the administrative staff.
Each show is a division with its own director, artists, support staff, sales and marketing staff. In order to support its cast to deliver superior performance, 1) HR recruits talented artists all over the world, creating a learning environment where artists can perform in multicultural environment, learn from each other while fostering deep friendship. 2) Management creates a strong sense of community and family at the company by encouraging honest internal corporation communication. 3) There is no code of behavior, rather it empowers artists to be creative, which is highly valued by the company.
The Term Paper on Cirque Du Soleil 5
... But for Savoie and her staff, Cirque du Soleil’s fantastic growth and unique culture created an information systems disarray not ... acrobats, dancers and trapeze artists with elaborate lighting and musical production, has made Cirque du Soleil a $500 million ... there’s the matter of feeding the performers and support staff. In these traveling “cities,” more than 300 meals ...
Cirque tries to create best working conditions for the artists, including lavish food, transportation and considerable pay rate, and supporting staff. 3. 1) The tour in Asia had been less successful with 65% capacity on average, compared with 90% in the US, because of the economic downturn, currency rates as well as the fact that employees had gotten more senior and more costly. 2) With more and more fierce competition and barrier of protectionism, it becomes harder for Cirque du Soleil to get big market share.
High production costs result high ticket prices, it removes a considerable potion of possible audience members from seeing the performance. 4) To engage the audience and keep its own artists excited about the work, Cirque must continue to come up with spectacular ideas and reinvent the circus. 5) It is a challenge for human resources management to continue to find, recruit and train enough of the talented people, as well as manage the creative people, keep the good performance with relatively low turnover rate.
