229 artistic development animal care star performers animal shows aisle consession sales multiple show arenas fun & humor thrill & danger theme refi ned environment mutliple productions artistic music & dance unique venue focus on families focus on theater & opera visitors animals star performers refi ned environment costly animal maintenance costly star performer fees artistic production ticket price increase aisle concession sales Cirque du Soleil features prominently among Blue Ocean Strategy examples. Next we apply the blended Blue Ocean and Business Model Canvas approach to this intriguing and highly successful Canadian business. First, the Four Actions Framework shows how Cirque du Soleil “played” with the traditional elements of the cir- cus business Value Proposition. It eliminated costly ele- ments, such as animals and star performers, while adding other elements, such as theme, artistic atmosphere, and cirque du soleil unique venue theme refi ned environment multiple productions artistic music & dance fun & humor thrill & danger star performers animal shows aisle concession sales multiple show arenas VP CR CH CS KP KA KR R$ C$ adding the artistic element to the value proposition changes activities & costs eliminating animals from the show substantially reduces costs the value proposition combines elements from circus, theater & opera, which allows catering to higher end customers who pay higher ticket prices refi ned music. This revamped Value Proposition allowed Cirque du Soleil to broaden its appeal to theatergoers and other adults seeking sophisticated entertainment, rather than the traditional circus audience of families. As a consequence, it was able to substantially raise ticket prices. The Four Actions Framework, outlined in blue and gray in the business model canvas above, illus- trates the effects of changes in the Value Proposition. Source: Adapted from Blue Ocean Strategy. animal care animals star performers refi ned environment eliminate reduce create raise bmgen_final.indd 229 6/15/10 5:44 PM
Business Model Generation Flipbook Page 234 Page 236