Cirque-du-Soleil ... ¨We Reinvent The Circus¨ Expresses what it achieved with innovation, reinventing the circus.

Cirque -du- Soleil is a model of creativity and business innovation named by several management authors.

Cirque-du-Soleil was born in 1984. A true feast of experiences for all our senses. An innovative concept that revolutionized the world of entertainment.

How do you achieve perfection while maintaining this huge business?

The headquarters is a thirty-minute drive from Montreal (Canada). Seen from the outside, it resembles a typical office building.

Sixteen hundred of the three thousand employees (forty nationalities and nine hundred artists speaking twenty-five languages) work and rehearse there. Even production takes place at the headquarters. More than three hundred craftsmen work in the workshops that make twenty thousand pieces of costumes a year.

In business, nothing is impossible: Guy Laliberté had a dream in the early 1980s, supported by a group of Canadian street artists, to form a circus in Quebec and take it around the world, and this dream was associated with a shared vision that became a reality. And that is to pleasantly stimulate the imagination of spectators by providing rewarding experiences.

In 1984 Cirque -du -Soleil was selected to celebrate the discovery of Canada. The show toured the different provinces of Canada, a country with almost no circus tradition, until 1987, when they made their debut in the United States at the Los Angeles Festival, precisely with ¨We Reinvent The Circus¨, which expresses what the entrepreneurial innovation of reinventing the circus really achieved!

The success obtained generated invitations and tours in Japan and in 1992 he signed a 10-year contract to present Mystere, a new show that revolutionized and transformed entertainment in Las Vegas.

Differentiation of the business concept. Guy Laliberté took an aging art form that people had forgotten about and consequently believed that they could not be offered something different from what they knew. It was then that he created his own innovative and creative concept, where each show offers a unique, different, and special value proposition for acrobats, dancers, and athletes to showcase their skills.

The key success factor: Innovation in value. If any organization were to create value without innovation, the value would improve, but it would not stand out because there was no innovation at all. If, on the contrary, it innovates but without value, what happens with many pioneering and innovative technologies remains just that, because they do not add the necessary and expected value.

To obtain innovation with value, it is necessary to emphasize both value and innovation. Consequently, innovation in value is achieved simultaneously, either by reducing costs through eliminating and reducing variables and expenses on which we compete and increasing the value for customers, creating, and offering propositions never offered before and highly valued.

Main strategic analysis tool applied to redesign innovation with value. Redesigning the aspects that create value for customers, is very useful, where two actions are directed to obtain lower cost and the other two actions to obtain greater value.

What the four actions "ERIC" help us do:

1-Eliminate: Identify if there is or will be value migration and which actions are currently applied that destroy value and generate unnecessary costs.

2- Reduce: Specify which are the services or proposals that increase costs, but without perceiving anything in return.

3- Increase: Provide customers with what they value, eliminating the possible sacrifices to which they are subjected.

4- Create: Provide new value and modify the industry's pricing strategy. In turn, the matrix "ERIC" complements the scheme of the four actions and helps the company to act and create a new value curve, as did Cirque-du-Soleil, which eliminated costs of traditional circuses that had not been questioned until then, such as the use of animals that were increasingly rejected by the public, and that managing these animals involved very high costs, such as training them, feeding them, insuring them, transporting them and providing them with medical care.

The same thing happened when using several tracks, where the spectator had to move unnecessarily from one to another when he could be offered unique thematic proposals on a single stage with a refined atmosphere complementing music and artistic dance in the show. TO BE CONTINUED...

@ Lucia Sotomayor

#Innovator #CXmarketResearcher #UXinsightsResearcher #CXM #SalesExcellence #HighPerformance