Circus Industry with Blue Ocean

309 Words2 Pages
Q1) what were the factors that traditional circus companies competed on? Draw the value curve for the traditional circus (Big league – Ringling Bros., and small league). Also draw the value curve for theater/opera. Traditional circus companies competed on price, aisle concession sales, key performers, animal shows, multiple show arenas, fun&humor and thrill&excitement shows. Small league circus are regional and they have less resource than big league circus. They have less ability to offer each competing factor and their value curve lies down the big league circus’s curve. The value curve for theater/opera is below. Q2) Using the tools provided in the readings, can you come up with a blue ocean strategy for a player in the circus industry? Which factors should be eliminated/reduced/raised/created? A new player should create an untapped market space by create new values for customers. By combining the most valued elements of the theatre and the circus, and eliminating the negatives of both, new market space can be created. A theme, better watching environment, different productions and artistic narrative for a circus show are key contributing areas to create an untapped market space. Fun&humor and danger should be reduced for a thematic and artistic show. Eliminating the high costs associated with the three rings of the traditional circus, animal shows and star performance helps to increase the profit. Removing the reliance on costly animals eliminates complaints and removes one of the barriers to some people attending also. The Eliminate-Reduce-Raise-Create grid and value curve of a new kind of circus with blue ocean strategy are below. The Eliminate-Reduce-Raise-Create Grid | Eliminate Star performers Animal shows Aisle concession sales Multiple show arenas | Raise Unique venue | Reduce Fun and humor Thrill and danger | Create

More about Circus Industry with Blue Ocean

Open Document