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From its beginning in 1984, Cirque de Soleil had thrilled over 150 million spectators with a novel show concept that was as original as it was nontraditional: an astonishing theatrical blend of circus acts and street enter- tainment, wrapped up in spectacular costumes and fairy- land sets and staged to spellbinding music and magical lighting. Cirque du Soleil’s business triumphs mirrored its high- flying aerial stunts, and it became a case study for business school journal articles on carving out unique markets. But following a recent bleak outlook report from a consultant, a spate of poorly received shows over the last few years, and a decline in profits, executives at Cirque said they were now restructuring a - In Week 1 through Week 9 - CASES CASE 35 CIRQUE DU SOLEIL* The founder of Cirque du Soleil, Guy Laliberté, after see- ing the firm’s growth prospects wane in recent years, was thinking about expanding his firm in new directions. For three decades, the firm had reinvented and revolutionized the circus. From its beginning in 1984, Cirque de Soleil had thrilled over 150 million spectators with a novel show concept that was as original as it was nontraditional: an astonishing theatrical blend of circus acts and street enter- tainment, wrapped up in spectacular costumes and fairy- land sets and staged to spellbinding music and magical lighting. Cirque du Soleil’s business triumphs mirrored its high- flying aerial stunts, and it became a case study for business school journal articles on carving out unique markets. 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