Analyzing The Business Model of Live Performances：Cirque du Soleil, Cloud Gate and Pili International Multimedia
Date Issued
2008
Date
2008
Author(s)
Chang, Pei-Ching
Abstract
From business’s point of view, the live performance organizations in Taiwan have the bottleneck to meet satisfying box office and to make profit self-sustainingly. Facing the shortening subsidy policy and the unstable donation, Taiwan’s live performance organizations need to find ways to self sustain. Taking Cirque du Soleil as an example, it was found in 1984; made profit in 1990; didn’t need any subsidy or donation in 1992. There have been totally 80 million audiences since 1984 and 10 million audiences in 2007 only. The annual revenue reached 70 million in 2007. From 20 street performers to 1,000 professional performaners, Cirque du Soleil becomes a global entertainment company. The path of Cirque’s growth and development is worthy to study.This thesis adopts the case study research. Cirque’s strategic moves are analyzed by the theories of business model, Blue Ocean Strategy and platform strategy chronologically. The generalized results would be made into a checklist. Cloud Gate’s strategic moves are also analyzed and made into checklist in order to compare with that of Cirque and to find out the causes which prevent Taiwan’s live performance organizations from self-sustain.Pili International Multimedia is a distinctive case in Taiwan’s live performances. The Huang’s, the owner, makes the puppet drama as media dependent entertainment. Their business includes satellite TV channel management, puppet play on stage and on big screen with their own’s reserves. The business model of Huang’s Pili is also a representative case.
Subjects
Live Performances
Business Model
Cirque du Soleil
Pili International Multimedia
Cloud Gate
Platform
Type
thesis
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