Cirque Du Soleil's product is a performing circus. The basis of the company is a show combining music, dance, and theater. The show uses acrobats, gymnasts, clowns, and other performers. The show also uses a type of music based on a created language. The purpose of the music is to transcend cultural boundaries and make the show accessible to everyone.

The company's show is also multicultural in nature. It is designed to reach the widest audience possible. This is done by using the music that is not based on any real language. It is also done by using performers from a

The organizational structure of Cirque Du Soleil is based on recognizing the value of the performers. The case study describes the former tour director Vincent Gagne stating that he always emphasized to tour staff that they were there to serve the artists. This shows that the artists are recognized as representing the value of the company. The other services then become support services. This is not a case where the artists are at the top of the organizational hierarchy. However, it is a case where the artists are recognized as delivering the service that allows the organization to succeed. Gagne also suggests a good metaphor for the organizational structure, which is that of a circle. The performers can be considered as being at the center of the circle. They do not have high positions or decision-making authority, however they are the basis of the organization. The support staff are in the next circle. They have greater decision-making authority, but their work is defined by their need to satisfy the performers. Several of the employees described in the case study are in this level and they all describe their work as being focused on the performers. Gange does this when he states that the tour staff and technical people have to realize that they are there to support the artists. The casting director for Cirque Du Soleil, Cantin, describes how she looks for performers based on whether they will be able to fit in at the company. This shows that the performers are central to the organization and to the decisions made. In the final outer layer of the circle are the upper management. They have the greatest decision-making authority, but they are also operating based on pleasing the performers. This structure supports creativity because it puts the creative people of the company as central to its functioning. At the same time, the decision-making being at higher levels allows the creative people to be free to create and be innovative, without having any concerns related to how the company functions.

round the world. The company is global and shows are performed throughout the world.

Another challenge that faces Cirque Du Soleil is based on one of its key success factors, which is its ability to offer a new and unique show that impresses the audience. There are two main reasons that this ability to astonish an audience may be lost. One of them is seen in the experience of the conductor at Cirque Du Soleil, Oberacker. Oberacker notes in the case study that he is not as highly impressed with the show as the audience is. He links this to his experience on Broadway and notes that he has seen more astonishing things. He also notes that the shows ability to impress is not based entirely on the artists, but on how it is presented with lights, costumes, and music all adding a larger sense of awe. There are tw

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Approximate Word count = 1919
Approximate Pages = 8 (250 words per page double spaced)