Summary of Background and Facts

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Summary of Background and Facts
Since the formation of Cirque du Solei in 1984, the group has been owned and managed by Guy Laliberté and Daniel Gautier equally. Guy Laliberté is now president and chief executive officer of Cirque du Solei. Before joining Cirque du Solei, Guy Laliberté was a musician and fire breather in the first street performers’ festival which had been founded in a small town outside Quebec City. As the chief executive officer, Laliberté’s responsibility involves being in charge of creative production of the company (DeLong and Vineeta 1). Daniel Gautier also owned and managed the company alongside Laliberté. He was in charge of managing external partnerships and financing and most of the business. Other key players include Murielle Cantin who was casting director of Cirque du Solei who evaluated and tried to find the best talent from the far reaches of the globe. Another key player was Richard Oberacker who was the conductor for the North American tour of “Dralion,” and came from Broadway union.
Some of the facts of the case are that Cirque had 2,100 employees and 500 artists and played to 270,000 people averagely in a year. Cirque was a combination of street performers, acrobats, clowns, and gymnasts to create theater, present feats, music, and dance dramas. The artist, customers, and the staff of Cirque had a different experience of the company. The staff and artists had the worst experience of traveling without rest for three years.

This was against principles of human management that require that human capital should not be managed like resources or physical capital (Snell, Scott, Shad, and George 7).
Some of the problems experienced included lack equipment and finance since they could not be paid fees in Los Angeles festival which affected the management and the artists. The artists had the different experience at Cirque which depended on the point of comparison. Cirque also found challenges in getting the right artists. The problem affected the casting director who was in charge of getting the right artists. However, to solve the issue of lack of finance, Cirque secured a loan from Canadian government worth of 1.5 million to acquire equipment (DeLong and Vineeta 3). The group also works hard to make the artists happy and considers what their non-artistic needs when hiring artists from different countries. The company as well aims at having the customer experience what they never forget through getting the best services.
Works Cited
DeLong, Thomas J., and Vineeta Vijayaraghavan. Cirque du Soleil. Harvard Business School, 2002.
Snell, Scott, Shad Morris, and George W. Bohlander. Managing human resources. Nelson Education, 2015.