Étude de cas : Océan bleu du Cirque du Soleil

Cirque du Soleil is a Canadian entertainment company that has redefined the concept of circuses and theatrical performances. Founded in 1984 by Guy Laliberté and Gilles Ste-Croix, Cirque du Soleil began as a small troupe of street performers and gradually evolved into a global phenomenon. 

The concept of red and blue oceans, as introduced by W. Chan Kim and Renée Mauborgne in their book “Blue Ocean Strategy,” refers to the market space a company operates in. Red oceans represent existing industries with intense competition, where companies try to outperform each other to capture a greater share of the market. In contrast, blue oceans represent untapped market spaces where companies can create new demand by offering innovative products or services.

Cirque du Soleil successfully applied the Blue Ocean Strategy by creating a new market space that combined elements of circus arts, theatre, and music. They differentiated themselves from traditional circuses by focusing on artistic performances, eliminating animal acts, and targeting a more mature and discerning audience. By doing so, Cirque du Soleil attracted a new customer base and reduced direct competition, allowing them to set their own pricing and establish a unique brand identity. 

The benefits of Cirque du Soleil’s red/blue ocean strategy include:

Overall, Cirque du Soleil’s success exemplifies the power of creating blue oceans by offering unique value propositions, targeting new customer segments, and redefining industry boundaries.