M.Okan Çetinkaya 09.05.2014
Strategy and the Business Landscape
The Evalution Of The Circus Industry
1) 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.
2) 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
Basically, circuses compete on price and new spectacles that, at best, add small marginal returns. They’re
dependent on some big name stars and new circuses can enter the market relatively easily. Some
positives exist—like limited competition due to the market being segmented by region—but overall the
traditional circus industry is not a-ractive.
The factors that the traditional circus companies bri.y competed on were as follows:
I. Animal & Star Shows: Traditional circus companies usually rely on performers and animals with
superior competitive skills. Therefore, casting and fostering star power is a key element of their
business. Their core competence was a true mixture of different performing arts and a thematic line
to harmonize them. With high quality performance, they can keep their ticket prices high and gain
