Value Innovation Strategy of Travel Management Company Assignment | Essay Help Services

My Background is travel management company. Industry: Travel Here are instructions: A one page visual and description of your value strategy. 1) The first part is your strategy canvas that illustrates your unique value, along with the alternatives. a) The strategy canvas should include the competitive factors for your industry and/or related industries, and any new ones you have added, and it should chart the value for you and the alternatives (the competition). b) Below the strategy canvas should be a summary of WHY your value curve is unique. This could include the process you used (i.e. 6 Paths Framework and/or the Eliminate-Reduce-Raise-Create method) to assess and create your unique value curve. You don’t need to go through each point, just explain WHY you’ve created this value curve for the target user. 2) The second part should identify at least one primary user, where your unique value curve matches up for higher levels of satisfaction. This should include the most important/relevant points of the following: Name Identifying tag line or quote (written to quickly communicate key goals and needs) Most salient needs Specific qualities of thinking Specific qualities of behaving Things they might say Marketplace evidence

Creating Blue Oceans
A ONETIME ACCORDION PLAYER, stilt walker, and
fi re eater, Guy Laliberté is now CEO of Cirque du
Soleil, one of Canada’s largest cultural exports. Cirque’s productions
to date have been seen by some 150 million people in over
three hundred cities around the world. In less than twenty years
since its creation, Cirque du Soleil achieved a level of revenues
that took Ringling Bros. and Barnum & Bailey— the once global
champion of the circus industry— more than one hundred years to
attain.
What makes this growth all the more remarkable is that it
was not achieved in an attractive industry but rather in a declining
industry in which traditional strategic analysis pointed to
limited potential for growth. Supplier power on the part of star
performers was strong. So was buyer power. Alternative forms
of entertainment— ranging from various kinds of urban live
entertainment to sporting events to home entertainment— cast
an increasingly long shadow. Children cried out for video games
rather than a visit to the traveling circus. Partially as a result, the
industry was suff ering from steadily decreasing audiences and,