Week 2 - Cirqude Soleil 1, 2, 3

1.) S - in house engineering and designers; scouts; practice facility. W - huge staff (2700) speaking 27 different language may create communication problems; permanent tour locations. O - smaller venues throughout the US/Canada. T - economic recession that keeps people out of Las Vegas or Disney; what if there was a major terrorist incident in Las Vegas?

2.) COST: Every show has made a profit. Approximately 50% of profits paid to the hotels where they perform, hotels cover 75% of costs. PRODUCT/SERVICE DIFFERENCES: Not a traditional circus; exotic costumes and staging that often require employees to invent their own materials. NICHE STRATEGY: Not a touring circus; permanent locations, mainly in Las Vegas that have a built-in, ever rotating customer base.

3.) MARKETING PLAN - IMPLEMENTATION/EVALUATION/CONTROL: Business policy do not interfere with creative process. Production development is determined by the creative team and is not limited by budget. Ongoing popularity of the show provides evaluation (2 shows have been running continuously since 1993 and 1998). Also, all shows have been profitable. Established long-term, permanent locations in Las Vegas and Disney. (NOTE: I don't feel that the information provided in the case study was enough to make a good argument regarding their control practices)