A Cirque du Soleil Business Case study Analysis

By
Kelechi C Ofoleta
(kogonuso@gmail.com)
http://www.icmrindia.org/casestudies/catalogue/Business
%20Strategy/BSTR269.htm

Abstract
viewissue
on that she encountered as a Vice-President of Information Technology and
the
Knowledge
Management (KM) following her mandate to find effective ways for IT to support the
upcoming substantial growth planned by Cirque. It takes a pertinent look at the
organizational
background, and the current and future direction of Cirque du Soleil aimed at
resolving the
issues bordering the organization and recent progress made in this regard. In
addition, this
report sized-up the key issues and justifies why they are issues of great concern to
the
issues.

Page1

Having sized up the issues and its characteristics this report performed analytic
thinking of
the issues by looking at the causes and the effects on the organization, including
strengths,
weaknesses, opportunities, and threats (SWOT) analysis of the organization. It
recommends
to the organization, practical approaches and feasible strategies that have helped
some
successful organizations overcome similar issues and point out the potential
benefits that the
organization might derive if they choose to follow these recommendations. It
advised that
more research is required by Cirque du Soleil towards finding how IT can continue to
add
value to its business as it concludes.
Keywords: Knowledge Management, Information Systems, SWOT Analysis, Cirque du
Soleil business
Introduction
Cirque du Soleil is an artistic organization with its international headquarters in
Montreal. It
was founded in 1984 by group of entertainers led by Daniel Gauthier and Guy
Laliberte
whose intention was to reinvent the concept of circus, which had barely evolved
since 1800s.
It recorded rapid growth following its tours in Quebec and Canada in the first few
years;
Cirque performed in California in 1987, in Europe in 1990 and in Japan in 1992. Prior
to
2000, when Danielle Savoie became Vice-President of Information Technology and
Knowledge Management (KM), the organization was employing close to 2000
people. At the
time, Cirque had three permanent shows: Mystere, which had been presented at
Treasure
Island in Las Vegas since 1993, 0 presented at the Bellagio in Las Vegas since
October 1998,
and La Nouba presented at the Walt Disney resort since December 1998. Cirque du
Soleil
also had five tours on the road, which moved every two months. It has offices in
command of
managing the fixed Las Vegas, and Orlando shows and has three regional offices in
Montreal,
Amsterdam and Singapore - that supervises the road shows.
With the recorded success comes the issue of finding effective ways to support the
upcoming
substantial growth planned by Cirque. This task fell on Danielle Savoie, whose first
mandate

was on finding efficient ways for IT to support the forthcoming ample growth
planned by
play in an
organization
where creativity, imagination and inspiration were paramount like
Cirque, she
had to convince the top management team that IT is critical to the success of the
organization.
Rather than simply automating existing processes, Daniel Savoie used IT in
supporting

Page2
knowledge
management (efficient handling of information and resources) to
transform
Cirque by capturing, leveraging, and transferring knowledge across processes and
across
projects. Presently, Cirque du Soleil is looking forward to how IT can continue to add
value
to its business.
Issue size-up and justification
Lack of understanding the use and the requirement of IT in entertainment industry
constituted
the issue of resistance to IT-related change at Cirque. It was characterized by
opposition by
some members of the staff and notwithstanding managers which were wondering
about the
role that information technology (IT) could play in an organization where creativity,
imagination and inspiration were paramount. Some even considered IT as useless
and too
expensive. This issue became prominent as soon as Danielle Savoie became the VP
IT and
KM at Cirque. This issue is justifiable because addressing it positively will secure the
buy-in
of the people, especially stakeholders critical to the success of the change to
support the
strategic direction of the company and bring about a source of competitive
advantage at
Cirque in order to capture, leverage, and transfer knowledge across processes and
across
projects.
Another issue faced by Danielle Savoie at the Cirque is on how to integrate and
preserve data
from various activities such as suppliers, applications, design activities and so on,
such as
images, videos, sketches, notes and so forth for reuse to inspire future creativity.
The issue of
data integration and preservation span the entire design and creative activities at
cirque,
especially costume-making process; make-up process and making of plaster heads.
Prior to Danielle Savoie becoming the VP IT and KM at Cirque, the costume-making
process
information was stored separately in different Excel files, making it laborious to
manage all
input and output patterns easily. Consequently, information loss was difficult to
avoid despite
the critical nature of this process to Cirque du Soleil since it does not involve
animals in its
shows. The make-up process was affected by this issue in that it was very
cumbersome to

manage because it was applied to the artists and recorded via 35mm photos that
were kept in
local files. The specific make-up products used along with quantities, actual makeup recipes
and procedures were recorded on a form stored in large binders that make-up
artists had to
haul along on each tour. Similarly, making of plaster heads at Cirque was also
affected by

Page3
this
issue due to poor storage of information on the location of the heads.
Previously,
information on the location of the heads was stored in the performing artist's file,
and the
actual plaster heads were set in the costume workshop which was inhibitive in
locating and
retrieving the plaster heads as required. Mind you a total of over 1,500 heads
represents
Cirque's artists.
Anyhow, all these poor processes of handling information and knowledge from these
various
activities led to documents being lost as well as diverse inefficiencies due to the
considerable
amount of time spent retrieving information. Hence Danielle Savoie needs to find a
solution
to integrate these data in order to preserve the information and knowledge
embedded in them.
Finding a solution can positively support the strategic direction of the company,
bring about
profitability, act as a source of competitive advantage, raise the morale of the
company's
employees, increase collaboration among different units and even enhance
customer
satisfaction at Cirque.
only,
US
market
hence there is the issue of how to provide a forum that places contests,
special
promotions, press galleries, multimedia experiences, as well as an artist and
employee
recruitment within everyone's reach. This is an additional issue faced by Danielle
Savoie. Of
course, this is justifiable in that having a centralized online presence where
everyone can
have access to information on shows on offer, and dates will help attract more
audiences than
not. Furthermore, the interaction between customers and the organization will help
the
business to keep reviewing its marketing strategy and extending the playful Cirque
experience.
Another time critical issue that faced Danielle Savoie was how to manage various
equipment
and activities that are required to set up the touring show site within 30 hours. This
involves
about 55 trailer-loads of equipment of over 20,000 categories as part of show
infrastructure.
Transporting this alone is an arduous task talk of the time tag that it must be set up
within in

order to allow for a successful show. These activities also include managing the
Travel
Group, and all the logistics associated with receiving new artists from all over the
world and
facilitating the procedures for their arrival. These procedures may include plane
tickets, visas,
immigration papers, travel arrangements, work permits, accommodations, and even
translation services, if required. With touring show being a major part of the
Cirques

Page4
business
process, there must be a workaround for these vast ranges of activities as
they
support the touring show business process of the organization.
Issue analysis
One of the most salient issues in the case was resistance to IT- related change
caused by lack
of understanding the use and the requirement of using IT and KM in the
entertainment
industry like Cirque. Soon after Danielle Savoie became the VP IT and KM at Cirque,
this
issue became overt. The nature of the business of Cirque's show is an ephemeral
event; that
is, it is existing or popular for just a short time with a lifespan of only 15 years.
Knowledge of
this fact gave rise to thoughts on how to preserve the knowledge involved in
handling
changes in the show and its personnel and further gave rise to the need to sustain
and grow
the earlier success recorded at Cirque. This led to the organization to evaluate the
importance
of IT for a company like Cirque and made a decision to hire Danielle Savoie's to find
attempt to get on with introducing IT and KM at Cirque met a stiff opposition from
Danielles
the
people in the organization. She was most affected by this issue because she was
forced to
secure the buy-in of the people first. Especially the stakeholders at the top
management team
had to be convinced that IT could be more than just a cost centre by Daniellebefore
she
proceeded with finding efficient ways for IT to support the upcoming substantial
growth
planned by Cirque.
This issue could have been mitigated or handle in many ways. Firstly, the
organization should
have consulted with the people on the idea of using IT to support the upcoming
substantial

planned growth, to secure the buy-in of many of the stakeholders before proceeding
to hire
Danielle Savoie to implement the idea. Alternatively, the organization should have
made
Danielle Savoie's initial task to involve securing the buy-in of the people soon after
she was
hired before taking her to start finding ways to use IT to support the forthcoming
sizable
growth planned. I prefer the first solution as it would have made the transition very
easy for
Danielle Savoieand would have prevented unnecessary tension caused by this
opposition
issue.
Next salient issuesfaced by Danielle Savoie at the Cirque is on how to integrate and
preserve
data from various activities such as suppliers, applications, and design activities and
so on.
This issue arosefrom poor data management due to recording resources and
processes at
Cirque that stores data independent of applications and systems making it difficult
to be
accessed efficiently and even lead to loss of valuable information. Again, Danielle
Page5
Savoie
was therelevant stakeholder to the situation, and the Cirque staff will be affected by
the
decisions to be made.The solution to this particular issue is so critical because if
executed
well will extend as a solution for other issues with dirty data and loss of information
that
Cirque may experience.The constraint this placed on Danielle Savoiewas that she
had to
understand the best way to integrate and preserve data efficiently to support the
business.
As a solution, building a customized simple database enabled system could be used
with
emphasis on ensuring that it is integrated with hardware/ all software and running
on a single
platform so that every separate application that interacts with this system has a
way of
integrating seamlessly with it. This issue best suited IT solution given that it
involves data
integration and preservation. Alternatively, acquiring or developing an Enterprise
Resource
Planning (ERP) System to handle the data could be considered. For Cirque, I will
prefer the
first option because the organization is quite unique that it will benefit better from
customised
application than generic complex ERP.
link it to

the worldwide audience is an issue that Danielle Savoie must view as critical to the
organizations IT and KM business sustainability strategy. This problem was caused
by the
fact that Cirque business has not expanded around the whole world due to limited
resources,
but there is the need to create the awareness of the innovative circus in order to
generate more
revenue to sustain the organization. Another cause was that the show involves
touring around
the world, hence there is the need to find a way to tell people about it, sell tickets
and other
stuff to them via this online media in preparation for the tour. These causes are
mainly
resources and related processes. The issue affects Danielle Savoie the most given
her job task
at Cirque. The constraint for Danielle Savoie is to work out online platform that will
serve
this purpose more efficiently, and the opportunities are that the world will interact
with the
business from this medium towards achieving the strategic objective of the
organization. The
business will enjoy more publicity and recognition than when its activities were only
local
inhibited by travel cost, geographical location, international laws and so on.
The issue of managing the various activities involved to set up a touring show is one
more
salient issue sized-up that will not be analysed due to limited word count space.
Page6 analysis
S.W.O.T
Strength, and Weakness, opportunity, and threat (SWOT) analysis is specifically
influential
in demonstrating the idea that good strategy indicates enduring a fit between the
external
situations an organization confronts (opportunities and threats), and its own internal
features
is a big
corporate
image and is famous in the entertainment industry with many years of
experience in
a circus show. It has an innovative concept to reinvent the circus art removing the
need for
training animals because it has strong creation and innovation concepts and is
vertically
integrated as it does its design, logistics, staff recruitment and so on in-house. It has
unique
shows that involve only adult live entertainment. Apart from this, it has high-quality
shows
with original concept and has both permanent and touring shows thus achieves
production
diversity. Weakness: Cirque du Soleil has poor information and knowledge
management. It

currently has no permanent show outside Las Vegas and Orlando, uses anonymous
or
disguised performers,
and it has
no unique
that
involvemerchandise,
only childrens
live
entertainment.
Opportunities:
it can
expandshows
to new
markets,
expand
to more
audiences around the world, diversify themes, technology and market, establish
fixed shows
in other continents, offer more affordable tickets, including children. Threats:
competition
from the Pickle Family Circus, Big Apple Circus and so on should be kept in check.
There is
the possibility of entry of the market by a real competitor that will disrupt the Cirque
business
model. Poor resource management can harm the growth of Cirque, including
knowledge
preservation and transfer, competition from opera, dance, and circus shows should
not be
ignored too.
Recommendations
should
solve this problem by understanding the true nature of the resistance. Most of the
time
employees resistance
relationships
that generally
is usually
accompanies
to social technical
change that
change
is, the
and
change
not ininthe
their human
technological
change itself. This will help to resolve the issue faster than second-guess the
solution.
People-related resistance is difficult issue to manage, but once the cause is
understood
the solution becomes easy. Quiz the opposition politely to get first-hand information
Page7
on the cause of the resistance, and act to resolve it.
processes
well
as theas
resources at Cirque in order to reduce information loss and increase
collaboration, data retention and knowledge retention efficiency. Deriving business
value from information assets depends on the effective use of data-management
technologies and best practices. A key individual componentsto pay attention
include
data integration, data quality, database management systems, data warehousing
and
enterprise information management, especially with regards to costume-making
process, make-up process and making of plaster heads.
technology
typeshould
of online
to support
the 2.0
sales
information
display
Danielleand
Savoie
useplatform
the knowledge
of web
toand
determine
the web
and gathering that will support Cirque and ensure that the database at the back-end
of
the platform is integrated to the custom system recommended above. This will
ensure
that both online and offline application have some form of a link for continuous
information acquisition, storage and so forth towards supporting the mobile nature
of
Cirque Business.
touring
show set up was not analysed, it will be worth recommending that these times
critical

activities that must be completed within 30 hours before the show start to be built
into
bundles of related components. Even components that can be set up permanently
while still portable to be transported around the world should be put together this
way,
though it may mean modifying the components for the purpose. This will see to the
separate components forming bundles being in proximity to the technicians who set
up the tourofvillage,
thus reducing the time required to set up and dismantle the
categories
equipment.
diversify
its product line to give customers a new experience with every show. As Cirque
expands its business globally, it must bear in mind that value system varies, and as
such it needs to investigate the values of the people that the touring show it going
to
meet. Using the findings, they are now designing a show that will be palatable to
the
values and culture of the people. This will mean that the people will accept the
show
and even look forward to on coming shows than when a generic show designed for
Page8
another culture is offered to a different culture.
Conclusions
Cirque du Soleil is an artistic organization with its international headquarters in
Montreal. It
was founded in 1984 by group of entertainers led by Daniel Gauthier and Guy
Laliberteaims
to reinvent the circus show, especially removing the use of trained animals in the
show.
Cirque shows were successful, but it needed to use IT and KM to extend the lifespan
of its
shows beyond projected 15 years. It invested heavily in IT despite initial stiff
opposition from
some of the employees. Danielle Savoies technology and KM strategy have
significantly
supported Cirques business growth, but the trend is slowing and the organization
needs to
that it to do more, and the recommendations should be followed, and more research
needs
is
required by Cirque du Soleil towards finding how IT can continue to add value to its
business
in the future.
Bibliography
Hill, T., & Westbrook, R. (1997). Swot analysis: It's time for a product recall. Long
range
planning, 20, 46-52.
Rivard, S., Pinsonneault, A., & Croteau, A. (2011).Information Technology at Cirque
du
Soleil: Looking Back, Moving Forward.Thirty Second International Conference on
Information Systems