Value chain of Cirque

Inbound logistics: Recruiting employees, artists (supported by procurement:

choose the talented artists, recruit experienced employees)
Operation: Training and performing (supported by human resource management:
skilled coach, creativity)
Outbound logistics: (supported by infrastructure: design unique venue)
Marketing and sales: not really good
Service:
Strengths & weaknesses
1. Strengths
-
- Receive strong supports from government: Government of Quebec,
Canadian federal Government, Canada Council for the Arts gave Cirque
grants to maintain its shows in early 1980s.
- Creativity and distinction: Cirque brought new ideas into circus
industry: no animals, no rings. Cirque owners wanted to add more
emotional music, storyline, and cleared the distance between performers
and audience, making them pay attention on the whole performance.
They comprised universal products
- Talented, enthusiastic artists (employees) who came from all over the
world create diversified culture and inspired the company to stay
creative
- Well received by audiences and criticism. Cirque shows made great
impression on people and made them feel brand news new definition
of circus
- Unique venue:
2. Weaknesses
Cross culture misunderstanding
-high turnover rate (18 -22%)
High overheads
- Limited financial resources: (budget restraints) Cirque depended too
heavily on the government grant, meanwhile it needed sustainable
finance to develop. Its first shows failed to gain high profit even caused
some loss to the company.
- Poor at management: Cirque management system was not completed, the
founders and owners had very little/no experiences in management (they
originally were street artists). This led to financial deficit, financial
difficulties, internal disagreement. It also challenged Cirque to work with
performers who came from different cultures.
- Lack of tools, equipment, technology
- Limited human resources: Based on its distinctive orientation of
developing, Cirque had a big demand on talented employees.

ST and WT: differentiation focus strategy value innovation
Eliminate
Star performers
Animal shows
Aisle concession sales
Multiple show arenas
Raise
Unique value
Reduce
Fun and humor
Thrill and danger
Create
Theme, storyline
Refined environment
Multiple productions
Artistic music and dance
(Phn tch k ci bng lc thuyt trnh, so snh vi traditional circus)

ST, WT
- Cut costs (no animals, no stars)
- Improve management system
- Gain profit and be less dependent on governments grant
- Make progress in technology (equipment, makeup process, performing
costumes)
- Target market: adults high income, interested in art # traditional circus:
children
- marketing & sales, service: discount, supply information,
Become unique and draw publics attention
(Dn chng v s pht trin nhanh chng m cirque t c )
Conclusion: Cirque chose the suitable strategy so that it expands and makes
increasing profits.


Slide: 2clip : 1 v cirque, 1 v xic truyn thng
nh ng gi tr ca cirque v xic truyn thng