Cichoracki 1
Betsey Cichoracki
Dr. Nick Linardopoulos
CRTV 303-900
18 May 2011
Case Brief For Cirque du Soleil
Problem Definition
Cirque du Soleil has a strong commitment to brining an engaging and fresh every night to a worldly audience. One downside to that unrelenting determination is fatigue of the show’s staff, performers and behind-the-scenes people alike. Cirque also wishes to stay true to its humble beginnings, remaining a completely independent production and a family-like environment for its entire staff. At the onset, Cirque was also a performance for the every-man and the organization wants to bring its show to anyone who can attend but they want to keep the appeal intriguing and not by over saturating the market by touring too much. Cirque du Soleil has increased demand all over the globe but concerns about a road weary staff and being too widely available are issues that need to be addressed with as much detail as the show itself.
Recommendations
These challenges can be addressed through careful staff management and tour planning. I’d like to propose a committee made up of select individuals from different departments who can meet and discuss which staff members should go out on each tour and who have liaisons out on the road with every show who can call back with any concerns or likewise, receive messages from headquarters about company updates making the connection between the touring side of the company and those at the Montreal headquarters stronger.
I’d like to suggest casting director Murielle Cantin for her knowledge of each artist’s background, Vincent Gagné for his experience both on the road and at headquarters, and operating officer Marc Gagnon for his business sense to spear head the committee. This group will meet at least monthly to discuss how staff and artists can be utilized to their potential while keeping it fun and energetic for all. All decisions from this committee should reflect the interest of Cirque founder Guy Laliberté.
The committee should address the following issues:
- Artists on tour vs. artists in training, plus a group of artists who can act as “relief” for touring artists who have been injured or need a break
- Can tours be shortened without it affecting sales and revenue. Shorter runs will drive up demand and decrease the road fatigue
- To compensate for the need for experienced employees at headquarters, how many positions can be filled by promoting internally
- To cross cultural divides, when shows are in different countries, if possible, have a staff member native to that country teach key terms in that country’s language and provide information on a country’s customs. If a member of the staff is not available, hire a tutor or local college professor to offer this same service.
- A member of this committee will visit any touring show at least once a month to check in to make sure everyone is happy and in good health. They will also gauge demand and audience excitement while in a particular city.
- Have an open ear when an artist suggests an improvement to the show’s routine. This will help keep the show fresh and engaging for the artists
- What new cities can be visited and are there any local performers who could be contacted to join in the show to give it a local appeal. These opportunities could lead to future Cirque hires.
- What local tie-ins with local museums, zoos, restaurants, etc. can be used to make Cirque du Soleil more of an experience to plan a vacation around.
Supporting Data
- Currently has over 500 artists and requires 100 more artists each year
- Over 40 nationalities are included in Cirque du Soleil’s staff
- over 25 languages are spoken among its employees
- There is more competition and thus more places for artists to go if they are not happy / overworked
- Cirque has built a reputation and maintain that, they need to reinvent the circus experience for every show / tour.
- The company is growing and needs more employees on the business side that have the Cirque’s interests protected and who fit in as part of the family-company atmosphere.
- A committee will be in place to assess Cirque’s steps towards diversification without becoming a corporate brand.
Resources / Action Plan
Action: Due Date:
Committee forms Week of July 1
Plan artists / touring schedule Week of August 1
Implement tour changes Week of September 1
On-Tour feedback Week of October 1
Judgment on changes Week of November 1
Decisions made before holiday break Week of December 1
New touring and staff practices fully implemented Week of January 1