SIM336-Bui Thanh Hong

8/10/2019 SIM336-Bui Thanh Hong

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StrategicManagement

July 9

201

2 Bui Thanh Hong 119111620 Cirque du Soleil

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Table of Contents

I. Executive Summary...............................................................................................2

I. Introduction.............................................................................................................3

II. Detail......................................................................................................................4

1. Stakeholder o! "ir#ue du Soleil and the relationhi$ %et&een the interet

o! takeholder and the !inancial $er!ormance..........................................................4

1.1. Stakeholder o! "ir#ue du Soleil and the reaon &hy they are o

u$$ortive o! "ir#ue to exit..................................................................................4

1.2. 'elationhi$ %et&een the interet o! takeholder and the !inancial

$er!ormance...........................................................................................................(

2. "ir#ue du Soleil and their o$erational innovation..........................................)

2.1. Identi!y a num%er o! o$erational innovation to the traditional circu and

ho& ho& they contri%ute to the uni#ue Soleil ex$erience....................................)

2.2. *he im$act o! the o$erational innovation to the !inancial dynamic o!

the %uine.........................................................................................................10

3. Develo$ a cor$orate miion !or "ir#ue........................................................12

III. "oncluion.........................................................................................................14

I+. 'e!erence........................................................................................................1,

+. -$$endice..........................................................................................................1)

Word count: 3094 words

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I. Executive Summary

Since 1)4/ "ir#ue du Soleil $er!ormance have in$ired and amaed million

o! $eo$le around the &orld. "ir#ue cram%led the exiting tradition o! the circu and

the $er!orming art and reinvented the &heel.

In order to achieve a ucce!ul %uine/ the u$$ort o! takeholder i one o!

the vital element !or "ir#ue. In the !irt $art o! the re$ort/ the iue relating to

undertanding di!!erent takeholder conideration and the ynthei %et&een

re$oni%ility and $ro!ita%ility are analyed. In the econd $art o! thi re$ort/ the

o$erational innovation o! "ir#ue du Soleil and their contri%ution to the !inancial

dynamic o! the %uine are de!ined. aed on thee o$erational innovation/

"ir#ue can create a ne& !orm o! entertainment &hich %ring audience the dream

&orld o! artitic $er!ormance. at %ut not leat/ $art three included the cor$orate

miion !or "ir#ue and the miion tatement &hich $rovide the direction/ legitimacy

and motivation !or the %uine going !or&ard

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I. Introduction

"ir#ue du Soleil &a created in 1)4 %y uy ali%erte. 5i conce$t &a to create

the $er!ormance &ith a mix o! o$eratic/ choreogra$hed and acro%atic to $roduce

high cla arena entertainment. -t the ame time/ he re&rote the rule o! the indutry

during the $roce. *hi trategic management re$ort contain three main $art

&hich !ocu on the iue related to "ir#ue takeholder/ the "ir#ue o$erational

innovation and the contri%ution to organiational !inancial dynamic a &ell a the

cor$orate miion !or "ir#ue

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II. Detail

1. Stakeholders of Cirque du Soleil and the relationship between the

interests of stakeholders and the financial performance

1.1. Stakeholders of Cirque du Soleil and the reasons why they are so

supportive of Cirque to exist

In order to achieve a ucce!ul %uine/ every com$any need the u$$ort o!

takeholder. Stakeholder are thoe individual or grou$ &ho 6de$end on the

organiation to !ul!ill their o&n goal and on &hom/ in turn/ the organiation de$end7

89ohnon/ Schole and :hittington/ 200,/ $1;o% o! u$$orting the ho& 8technician/ artitic director/ ho&

manager< and cor$orate ervice. *he connected takeholder o! "ir#ue are the

trategic $artner uch a Itithmar :orld and ?akheel &ho o&n 20@ tock o!

"ir#ue 8Aor%e/ 200ority o! it $er!ormance take $lace in the Gnited State

8De :it and eyer/ 2004/ $2)


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u$$ortive o! "ir#ue to exit. Airtly/ the internal takeholder uch a the em$loyee

that &ork on tage a &ell a undertake the >o% o! u$$orting the ho& have

inveted their human ca$ital and contri%uted their talent to %uild u$ the uni#ue and

artitic $er!ormance o! "ir#ue. *he exitence o! "ir#ue &ill not only hel$ thee

internal takeholder ati!y their $aion !or artitry %ut alo $rovide them a good

return or re&ard !or their contri%ution 89one and eorge/ 200/ $11,


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contri%ute to %oth the tandard o! living through the taxe it $ay and the #uality o!

li!e through the !un it $rovide !or citien o! all age 8cra&5ill 5igher Education/

200;


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identi!y their need and &ant/ "ir#ue can im$rove the $er!ormance and $rovide the

cutomer an exciting line o! ho& &ith the o$timum in #uality then increae the

ale o! ticket a &ell a com$anyH $ro!it. at %ut not leat/ the ucce o!

ati!ying the interet o! external takeholder alo %ring many %ene!it !or "ir#ue.

Aor intant/ !rom the %eginning/ &ith a GSJ 1.; million contract !rom the $rovincial

government o! Fue%ec/ the ho& could travel $rovince and attract a huge num%er o!

!an. *here!ore/ %y erving the interet o! the external takeholder through the

re$ect !or the la& a &ell a the trong involvement in the community it erve/

"ir#ue can have a $ermiion and u$$ort o! thee external takeholder to ex$and

their %uine in more than )0 communitie and increae their $ro!it annually. It can

%e een that %y erving their takeholder interet/ "ir#ue took in revenue o!

around )00 million dollar in 200 8Aor%e/ 200


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In ummary/ it i neceary !or "ir#ue to undertand the relationhi$ %et&een the

interet o! takeholder and the !inancial $er!ormance. aed on the undertanding

o! thee relationhi$/ the main duty o! "ir#ue i to %alance the interet %et&een

variou kind o! takeholder and kee$ maximiing $ro!it &ithin the %oundarie o!

&hat i legally $ermii%le 8De :it and eyer/ 2004/ $(02


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Figure 1: The strategy canvas of Cirque du Soleil !i" and #aul$orgne% &00'% (40)

aed on the value chain analyi &hich &a created %y Porter 81),< 8ee

a$$endix 1


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art and treet entertainment/ !eaturing &ild cotume/ taged under magical lighting

and et to original muic 8De :it and eyer/ 2004/ $2)


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not the main reaon !or $ectator to come to the circu %ecaue the ocalled tar

o! circu are trivial com$are &ith the movie tar. :ith thi elimination/ "ir#ue can

reduce the cot !or unattractive element and !ocu on develo$ing the theme and

other !actor &hich contri%ute to the ucce o! "ir#ue $er!ormance. In addition/

&ith the redeigning o! the tage %y removing the threering venue/ "ir#ue can not

only avoid the angt among $ectator %y &itching their gae !rom one ring to other

%ut alo decreae the cot !or $er!ormer needed 8Kim and aul%orgne/ 200,/ $3;


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cor$orate miion !or "ir#ue/ the organiational %elie!/ $ur$oe and value mut %e

examined critically 8ee a$$endix 3


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6"ir#ue du Soleil miion i to create uni#ue $er!ormance and $roduce high

cla arena entertainment that invoke the imagination/ $rovoke the ene and

evoke the emotion o! $ectator around the &orld. :e %elieve our %uine ucce

and com$etitive advantage de$end on our e!!ort to continue innovation/ %e $re$ared

to take rik/ re$ect each individualH contri%ution to our %ody o! &ork and learn !rom

all takeholder. :e commit to execute the la& o! every >uridiction &e &ork in and

create career o$$ortunitie and !inancial re&ard !or our em$loyee a &ell a

contri%ute our %et to im$rove the #uality o! li!e o! a %road community7.

In thi cor$orate miion/ the direction/ legitimacy and motivation are $rovided. In

term o! direction/ the cor$orate miion ha de!ined the %oundarie &ithin &hich

trategic choice and action mut take $lace. It limit the co$e o! trategic o$tion

and et the organiation on a $articular heading &hich !ocu on creating 6di!!erent

$er!ormance genre7 and $roducing 6high cla arena entertainment7 that 6invoke the

imagination/ $rovoke the ene and evoke the emotion o! $ectator7. n the other

hand/ a !or legitimacy/ thi miion tatement ha ho&ed the "ir#ue commitment

to 6execute the la& o! every >uridiction &e &ork7 a &ell a the &illingne to 6learn

!rom all takeholder7 and 6contri%ute our %et to im$rove the #uality o! li!e o! a %road

community7. It can %e een that thi cor$orate miion ha conveyed to all

takeholder inide and outide the com$any that the organiation i $uring

valua%le activitie in a $ro$er &ay. eide/ %y the commitment o! 6re$ect each

individualH contri%ution to our %ody o! &ork7 and creating 6career o$$ortunitie and

!inancial re&ard7 !or "ir#ue em$loyee/ thi miion tatement i actually in$iring

individual to &ork 8De :it and eyer/ 2004/ $,4


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III. Conclusion

*hi trategic management re$ort $rovided the undertanding o! di!!erent

takeholder conideration and the ynthei %et&een re$oni%ility and $ro!ita%ility.

aed on thi re$ort/ "ir#ue du Soleil can !ind out the miion tatement &hich

$rovide the direction/ legitimacy and motivation !or the %uine going !or&ard.

5o$e!ully the com$any can develo$ their trategie in order to kee$ generating

revenue and $roviding exciting line o! ho& that ha attracted million o! $eo$le.

IV. References

1. #ook sources

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De :it/ . and eyer/ '. 82004< Strategy rocess% Content and Conte/t: n

2nternational ers(ective/ 3rdEdition/ *homon earning. Page ,131

Edexcel 5?" L 5?D uine 82004


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"ir#ue du Soleil. 82012


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ichael 5ammer 82004


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V. Appendices

$ppendix 1% &alue chain' (orter )1*+,-1

*he "ir#ue innovation to the traditional circue can add value and contri%ute to

thoe activitie that drive com$etitive advantage !or "ir#ue=

perationsR Eliminate animal ho&/ tar $er!ormer/ threering tage. -$$ly ome

noncircu !actor to their $er!ormance uch a theme/ re!ined &atching

environment/ multi$le $roduction/ artitic muic and dance.

/arketin0 and Sales R y %reaking the market %oundarie o! theater and circu/

"ir#ue du Soleil can increae the ale a &ell a attracting not only circu

cutomer %ut alo theater cutomer to come to the circu

$ppendix 2% #alanced Scorecard ramework2

1-vaila%le at= htt$=NN&&&.$rovenmodel.comN2(NvaluechainanalyiN$orter/michaele.

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http://www.provenmodels.com/26/value-chain-analysis/porter,-michael-e.http://www.provenmodels.com/26/value-chain-analysis/porter,-michael-e.


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$ppendix !% lements of a corporate mission8De :it and eyer/ 2004/ $,2

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