Abstract Cirque du Soleil is an entertainment company that has been in operation for 29 years offering services across the world. Since its establishment, the company first engaged in offering entertainment services with elements of the traditional circus like the many entertainment companies in Canada until the year 2004 when it decided to employ a new strategy in the operations. In the year 2005, the company had to revise the strategies of operation to retain the image as well as gain competitive edge in the market. The company introduced the blue ocean strategy in its operations to explore opportunities in the market as well as establish a brand that does not have any competitor. To build its image the company operates with a multi cultural workforce as a way of appreciating different cultures in the world. Introduction Cirque du Soleil is a Canadian entertainment company that staged its first performance in the year 1983 but later offered the services to other parts of the world. The company was initially known as an entertainment company, which staged entertainment shows with elements of traditional circus, opera, and theatre. In the year 2004, Cirque settled a case against HIV discrimination by paying US$ 600,000 to Matthew Cusick one of the performers who had filed the case. To retain the image of the company the management had to review its policies by ensuring that there is no discrimination within the company and this resulted to the formation of a new strategy to operate the business (Tischler, 2005). The company settled on the strategy of creativity and innovation to gain competitive edge in the market. Cirque had a unique way of recruitment and selection with a multi-cultural workforce where each employee worked where he or she was best talented. The company, which had begun with 73 performers in the theatre, expanded in the year 2007 when the number of performers increased to 3,000 from different backgrounds (Hogg, 2005). Literature review There are several driving forces for a company to move from the red ocean strategy to a blue ocean strategy. Due to accelerated technology in the world space, industries have been forced to produce and supply what is new and has high demand in the market in order to be competitive. In addition, the emergence of globalization has led to the free trade among nations, which has accelerated creativity and innovation in organizations (Hamel, 1998). Through the research that was conducted investigating the performance of companies, applying blue ocean strategy verses the red ocean strategy in their operation it was discovered that the blue waters yield a lot of revenue and profits compared to the red ocean strategy. Studies indicate that competition on the same line of business has made it hard for companies to penetrate their brands to the market once the competitors are established in the same market (Zook, 2004). Research methodology The research was conducted within the company whereby the sample of the study was the employees and the management of Cirque de Soleil. There is use of both qualitative and quantitative approach as primary research in collecting the required data as well as the analysis. The structured questionnaires were used to collect the self-reported data that is the qualitative and qua