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Compact case
Subject category: Marketing
Published by: Stanford Business School
Originally published in: 2013
Version: 1 June 2014
Length: 5 pages
Data source: Field research
Notes: This item is part of a free case collection. For terms & conditions go to www.thecasecentre.org/freecaseterms

Abstract

Circle Du Soleil was one of the most successful entertainment companies in the world, a cross between a vibrant acrobatic show and a compelling narrative musical framework that captivated audiences since 1984. However, building one of the world’s greatest entertainment companies was a competitive task. This case explores how President and CEO Daniel Lamarre responded to the challenge by leading the organization with four focal values in mind: creativity at the center of everything the company does, developing people and their talents, financial responsibility, and social responsibility. Although it had grown spectacularly over the decades, Cirque du Soleil still sought to operate with the agility and creativity of a young, small organization. Its focus remained putting on shows that stimulated audiences by capturing their imaginations. This case is part of the Stanford Graduate School of Business free case collection (visit www.thecasecentre.org/stanfordfreecases for more information on the collection).

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Abstract

Circle Du Soleil was one of the most successful entertainment companies in the world, a cross between a vibrant acrobatic show and a compelling narrative musical framework that captivated audiences since 1984. However, building one of the world’s greatest entertainment companies was a competitive task. This case explores how President and CEO Daniel Lamarre responded to the challenge by leading the organization with four focal values in mind: creativity at the center of everything the company does, developing people and their talents, financial responsibility, and social responsibility. Although it had grown spectacularly over the decades, Cirque du Soleil still sought to operate with the agility and creativity of a young, small organization. Its focus remained putting on shows that stimulated audiences by capturing their imaginations. This case is part of the Stanford Graduate School of Business free case collection (visit www.thecasecentre.org/stanfordfreecases for more information on the collection).

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