Download - Cirque du soleil - business model & strategy
![Page 1: Cirque du soleil - business model & strategy](https://reader033.vdocument.in/reader033/viewer/2022061203/547d3282b379593f2b8b51fd/html5/thumbnails/1.jpg)
![Page 2: Cirque du soleil - business model & strategy](https://reader033.vdocument.in/reader033/viewer/2022061203/547d3282b379593f2b8b51fd/html5/thumbnails/2.jpg)
ContentCompany profile
PEST analysisFive forces analysis
Market lifecycle modelValue chain
Canvas modelStrategy
![Page 3: Cirque du soleil - business model & strategy](https://reader033.vdocument.in/reader033/viewer/2022061203/547d3282b379593f2b8b51fd/html5/thumbnails/3.jpg)
Mission and goal
GoalBe a responsible proponent of change.
MissionTo invoke the imagination, to provoke the senses and to evoke the emotions of people around the world.
![Page 4: Cirque du soleil - business model & strategy](https://reader033.vdocument.in/reader033/viewer/2022061203/547d3282b379593f2b8b51fd/html5/thumbnails/4.jpg)
Company profileCircus of the Sun
1984, Baie-Saint-Paul, Canada
Guy Laliberté and Gilles Ste-Croix
73 5.000 employees
>100M spectators
31 shows
Annual revenue $1Billion
![Page 5: Cirque du soleil - business model & strategy](https://reader033.vdocument.in/reader033/viewer/2022061203/547d3282b379593f2b8b51fd/html5/thumbnails/5.jpg)
31 Shows:Cirque du SoleilLa Magie ContinueLe Cirque Réinventé
Nouvelle ExpérienceSaltimbancoMystèreAlegríaQuidamOLa NoubaDralionVarekaiZumanityKàCorteoDeliriumLove
KoozåWintukZaiaZedCriss Angel BelieveOvoBanana ShpeelViva ElvisTotemZarkanaIrisImmortal World TourAmalunaOne
![Page 6: Cirque du soleil - business model & strategy](https://reader033.vdocument.in/reader033/viewer/2022061203/547d3282b379593f2b8b51fd/html5/thumbnails/6.jpg)
Pest analysis
Political Ban on animals in circus in 33 countries (whole or part) Social
Circus less popular
TechnologicalMaterials becoming lighter and stronger
EconomicalGlobal economic slowdownLess budget for entertainment, especially high-end
![Page 7: Cirque du soleil - business model & strategy](https://reader033.vdocument.in/reader033/viewer/2022061203/547d3282b379593f2b8b51fd/html5/thumbnails/7.jpg)
Porters five forcesThreat of new entrants – low (high cost)
Threat of substitutes – high (plurality of entertainment option)
Bargaining power of customers – high (no switching cost)
Bargaining power of suppliers – low (no major suppliers)
Intensity of rivalry – high (circusses and many other shows)
Complementors – low (no major partners)
![Page 8: Cirque du soleil - business model & strategy](https://reader033.vdocument.in/reader033/viewer/2022061203/547d3282b379593f2b8b51fd/html5/thumbnails/8.jpg)
CANVAS MODEL
![Page 9: Cirque du soleil - business model & strategy](https://reader033.vdocument.in/reader033/viewer/2022061203/547d3282b379593f2b8b51fd/html5/thumbnails/9.jpg)
Value chain MODEL
![Page 10: Cirque du soleil - business model & strategy](https://reader033.vdocument.in/reader033/viewer/2022061203/547d3282b379593f2b8b51fd/html5/thumbnails/10.jpg)
SomethingWhite
![Page 11: Cirque du soleil - business model & strategy](https://reader033.vdocument.in/reader033/viewer/2022061203/547d3282b379593f2b8b51fd/html5/thumbnails/11.jpg)
SomethingWhite