![]() ![]() It appealed to a whole new group of customers: adults and corporate clients prepared to pay a price several times as great as traditional circuses for an unprecedented entertainment experience. Instead it created uncontested market space that made the competition irrelevant. From the perspective of competition-based strategy, the circus industry appeared unattractive.Īnother compelling aspect of Cirque du Soleil’s success is that it did not win by taking customers from the already shrinking circus industry, which historically catered to children. and Barnum & Bailey set the standard, and competing smaller circuses essentially followed with scaled-down versions. There was also increasing sentiment against the use of animals in circuses by animal rights groups. Partially as a result, the industry was suffering from steadily decreasing audiences and, in turn, declining revenue and profits. ![]() Children cried out for video games rather than a visit to the travelling circus. Alternative forms of entertainment -ranging from various kinds of urban live entertainment to sporting events to home entertainment-cast an increasingly long shadow. Supplier power on the part of star performers was strong. What makes this rapid growth all the more remarkable is that it was not achieved in a declining industry in which traditional strategic analysis pointed to limited potential for growth. and Barnum & Bailey-the once global champion of the circus industry-more than one hundred years to attain. In less than twenty years since its creation, Cirque du Soleil achieved a level of revenues that took Ringling Bros. ![]() Cirque’s productions have been seen by more than 150 million spectators in more than 300 cities around the world. Its blue ocean strategic move challenged the conventions of the circus industry. It created a blue ocean of new market space. Cirque du Soleil took the world by storm. ![]()
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