Inzamam ul haque. 1722090630. Mid. case 2 PDF

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ID-MIDASSIGNMENT 2Prepared byInzamam-Ul-Haque 1722090630Mgt 489 Section:11; Summer 2020Submitted toBobby Hajjaj Department of Management North South University Bashundhara, Dhaka15tth August 2020Prepared byTable of Contents ID- Vision Framework Vision Intention I. Strategic Intent II. Mission Ideolo...

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MID ASSIGNME

Prepared by

Inzamam-Ul-Haque

17

Mgt 489 Section:11; Summ

Table of Contents Vision Framework.......................................................... Vision ........................................................................... Intention .......................................................................... I.

Strategic Intent ....................................................

II. Mission ................................................................. Ideology ........................................................................... I.

Core value ............................................................

II. Core purpose........................................................ Key Issues ........................................................................ Goal.................................................................................. Porters Five Forces ........................................................ Distinctive competence ................................................... Value chain ...................................................................... Value-Net ......................................................................... Key Success Factors ....................................................... VRINO model (Resourced based view) ....................... Value Innovation ............................................................

Vision Framework Vision Cirque de Soleil is a Canadian entertainment compan entertainment by their creative and innovative activities communities, and the planet. (“About Cirque”,n.d.)

Intention I.

II.

Strategic Intent: Cirque De Soleil basically ble live music and world class choreography and m lovers. Mission: To create a creative platform where t into a wonder, by representing live forms of ente

Ideology I.

Core value: Passion for live entertainment, brin

II.

live entertainment shows by adding more servic for the audience. Core purpose: To create an alternative reality so

Porters Five Forces Circus falls on the Entertainment industry and as Cirq services like dance, theatre, music along with circus in entertainment industry. Barrier to entry (Moderate) Talking about the entertainment industry, there is moder industry. Though the big fishes like Cirque de Soleil hav an edge on economy of scope yet comparatively smaller Eos gave a good competition which proves that the i Medium level of capital cost is required to enter in the en enter the industry easily. There can be excessive capacit entertainment shows might contain less number of custo Along with this though the older companies have a lear new entry as well. So, this is clear that Barrier to entry is moderate and attractive. Competitive Rivalry (High) For some entertainment companies though the growth is is moderate to low as a result of which competitive riva switching cost and can choose some other ways of entert

many suppliers with high supplier competitions. Moreov is larger than their suppliers. Therefore, the power of supplier is low which makes th

Threats of Substitute (High) Threats of the substitute is very high as there are su Moreover, the substitute is offering almost same compar Cirque de Soleil, Cirque Eloize is offering same level o customer have low switching cost and technological adv As a result, the threats of substitute is high and industry According to porters five force though barriers to entry i yet high competitive rivalry, high power of buyers and h Unattractive.

Distinctive competence Cirque de Soleil is very powerful and famous brand in some distinctive characteristics for which they have upp I

Cirque de Soleil has a unique set of culture whic

Value chain Step 1: Primary Activities Inbound Logistics 







Receiving Raw materials from the suppliers Warehousing those raw materials. Keeping records of the suppliers and keeping receipt. Keep the information when the raw material will be needed again.

Operations  

 

Preparations of the shows All types of arrangement for the shows including alignment of the setups, rehearsals of the contestants Proper Training of the artists. Ensuring proper safety of the artists.

Outbound Logistics  Proper tracking stage wo deliver th shows properly  Maintain other supportin tools.  Keep the informat artist wh performi

Step 4: Internal Differentiation Analysis Cirque de Soleil are always focus in different diversifica to make changes in their representation of arts and m museum and show based on life origin where water play of differentiations. Step 5: Industry Profit Pool Cirque de Soleil from the very beginning was making 80% of their profit from the selling of tickets and 20% f present they are a giant in this industry with a huge pro de Soleil is making a lot of profits and this is obv representation of Arts and live entertainment, Step 6: Vertical Linkage Analysis Cirque de Soleil has to perform shows both in Canada a they need a setup of arrangement, stage to perform the s in case of offline. So, they can make their own set of a the cost. Moreover, moving to YouTube and other o showing on T.V channels are both useful and fruitful fo Step 7: Iterations Repeating the all 6 steps again will help Cirque de Sole

Value-Net Suppliers Raw material provider for costumer, supplier of instruments and other materials

Competitors Cirque Eloize and Cirque Eos

Cirque de Soleil

Buyers General people

v.

By adapting with the culture of the countries whe their performance and tactics of presenting. Change the Scope: Cirque de Soleil has seve economy of scope in their industry. Differen competitors moves and customers demand.

Key Success Factors The things that customer care about I. II. III. IV. V. VI. VII. VIII. IX. X.

Strong brand value and reputation. More diverse set of entertainment. That the organization is performing social resp Safe environment for the audience. Discount for the children of a specific age grou with their parents. Choosing renowned places for the venue of th the customers. Online shows for those group who are not will Is up to date with the trends and latest demand Not using animal in their circus shows as this Fair in the pricing of tickets which is equal to

VRINO model (Resourced based view) Cirque de Soleil has a very good reputation and its brand v for the firm. By this VRINO model we are going to s advantages. Here, indicates the characteristics are uni characteristics are not unique and source of competitive Characteristics Valuable Rear Inimitable Non-substitute Organizations

or

Value Innovation Cirque de Soleil entered an unattractive industry and ch ocean strategy and latent demand of the industry. The po Industry:   

Cirque de Soleil didn’t think much about what th The industry was unattractive at that time as child circus and other entertainments. By implementing blue ocean strategy Cirque de industry.

Competition: Cirque de Soleil didn’t think what competi customer demand and create a completely new package Market: The main strategy was shifting the buyer gro rearrange the services by including other services and Making a bundle of opera dance, theater, live music a circus helps a lot to add the distinctive strengths of other a total new sets of services to more mature and higher sp Capabilities: Cirque didn’t think about the capabilities a thinking it as a new form of industry and they were starti

3 Generic Strategy (Competitive positioning One of the big problem of Cirque de Soleil was that they frame-work. When new competitors enter the market th As a result of which by that time Cirque de Soleil had a the change maker and innovates a lot in the entertainmen focus to specific or niche group of people rather was targe as well. This eventually force Cirque de Soleil to stuck in strategies need to be made in order to shift either left and the middle will cause the death of Cirque de Soleil.

Cost Leader

Stuck in the Middle (Pres

II.

III. IV. V.

VI.

VII.

They can arrange rounds for the audience and a perform as well. This would increase the interes their new artist as well. Arranging several marketing campaign like exhib conducted in water theme. Focusing more on the online media like Facebo on tradition radio or T.V as they are going to be t Achieving Dynamic capability by continuou transforming existing asset. It can only be done wh with their audience and cope up with the new tre Masterclasses for the audience who wants to lear about the activities of circus. This will bring custo customer centric works. Focus more on the group who are in love with a should be sophisticated and brand loyal. This can and targeting a specific group of people in large. T be done by keeping those group of people in their

Best Possible strategy The best possible strategy to achieve the goal is using p strategies. Along with this key success factors and disti demand of consumer to some extent and about their rep

Reference I.

II.

III.

(PDF) JCRI PROOF CIRQUE DU SOLEIL 202 14, 2020, https://www.researchgate.net/publication/33961 LEIL_2020 Cirque du Soleil Entertainment Group acquires (n.d.). Retrieved August 14, 2020, fro https://www.cirquedusoleil.com/press/news/201 acquires-the-works Cirque Du Soleil Case - 1184 Words | Bartleby. Bartleby.com website: https://www.ba F3FLJZAXHKUEY#:~:text=Cirque...