Case study: Cirque Du Soleil

Résumé du document

Cirque Du Soleil doesn't talk about product, but “artistic works”. The main artistic works that the company delivers is circus shows without animals all over the world. They offer a luxury service. They perform 375 shows a year and the large variety of shows make their “product” unique every single time with dancers, acrobats, clowns... There are several shows at the same time at different places across the world, with the principle of the three years cycle. Shows are modern, original and special with lights, music, and a good organization.

Cirque du Soleil grew up rapidly and is now a huge worldwide group. The headquarters of the company is located in Montreal. The strategy of the company is focused on artistes. They create an environment to enhance creativity and they will never compromise creativity.

Artists comes from every parts of the world, they are at the center of the strategy. One of the Cirque du Soleil's strengths come from cultural differences. The company delivers high standards and values, such as creativity, learning, performance, multicultural acceptance, diversity, engagement, adaptability… There is interdependence between all members of the company, they all work together in the same direction, and they have the sense of community and family.

Extraits

[...] It requires a lot of time and money. The recruiting personnel have to be reactive; they are able to move across the world. The recruitment play a key role as the firm hires people with a lot of motivation, people looking for a new kind of experience, capable to learn and flexible. They constantly seek to improve the engagement of artists by many ways, they seek synergy. Management: The Company focuses on artist and it is not so easy. The company tries to improve working conditions. [...]

[...] Cirque du Soleil encourages artists to give feedbacks and ideas. It encourages shares of knowledge's and enhances creativity. The Cirque also recognizes the effort and the great job of artists; they manage financial and non financial reward. Career management is important; they propose intern promotion, and evolution. The management of payroll is well done. They have a good general management that enables them to perform their shows. They find the right people; put them at the right place. Employees are happy, and motivated, there is a synergy. [...]

[...] Training: Cirque du Soleil challenges artists to learn, to move flexibly between artistic forms. There are different training opportunities and classes to attend (e.g.: language training). All employees are interdependent and they have to share their knowledge, they are a teacher and then a “student”. As there is a large diversification of skills, trainings are exhausting. Good physical and psychological intense training. Salary: The group doesn't offer huge salaries at the beginning but possibility to evolve. There are also non reward benefits. [...]

[...] Importance of the team Building links is really important. A good work climate will enable to have good performance. Coworker's relationships matter. Encourage team playing, not individual stars. Team work implies having flat hierarchies: seniors work together with juniors for the development of new ideas. Example: PIXAR: encourages trust and respectful relationships to foster this. Everyone's role is not clearly define: they are naturally when a team is made, depending on each's characteristics. Shared responsibility for everyone. Example: Brasserie Les Halles. [...]

[...] It is an internal state experienced by the individual. Action and performance are in part a function of motivation. Motivation is a multi faced phenomenon. Individuals differ in terms of their motivational state & the factors that affect the individual's motivational state vary across time & situations. For example CDS should: - Continue to give opportunities for personal growth and achievement, - Empower its employees, and recognize a well-done work, - Pay as well as competitors, - Continue to improve working conditions, - Create fair policies and increase the transparency of all processes, and so build trust, - Value collaboration and teamwork, - Encourage sharing of best practices Increase training opportunities A need is a discrepancy or gap between what is and what ought to be. [...]