Reference no: EM132713533

Innovation at Cirque Du SoleilThe Innovative Strategies:

When Cirque began its operations, it functioned with around 73 employees. By 2007, there were 3,000 people working in various areas like art direction, production, stage settings, lighting and special effects, IT, marketing and public relations, and as trainers, physiotherapists, fitness specialists, musicians, cooks and the kitchen staff, technicians, and performers. When Cirque began its operations, it functioned with around 73 employees. By 2007, there were 3,000 people working in various areas like art direction, production, stage settings, lighting and special effects, IT, marketing and public relations, and as trainers, physiotherapists, fitness specialists, musicians, cooks and the kitchen staff, technicians, and performers.

The Road Ahead

In April 2001, Laliberte announced that he wanted to make Cirque, the entertainment capital of the world. Cirque's future plans included building entertainment complexes in major cities including London, New York, Singapore, Hong Kong, Tokyo and Sydney, in the next 15 years.

QUESTION

Using the case of Cirque de Soleil critically examine the strategy evaluation process used in modern corporations