The notion that innovation is tied to creative destruction is embedded in the psyche of innovators and entrepreneurs, which is why individuals and companies instinctively focus on disruption in pursuit of innovation and growth. But is disruption the only way to innovate and create new markets? And is it the best way?

For several decades, the classical music industry has been in decline with demand down, costs up and profits shrinking as many orchestras struggle for survival. Against this backdrop, André Rieu and his Johann Strauss Orchestra stand apart.

This is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts.

This is the second of a two-case series. Cirque du Soleil very successfully entered a structurally unattractive circus industry. It was able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete.

The home video-game market in Japan was relatively small and the market in the US was on the verge of collapse. In Japan, Nintendo could expect stiff competition from a number of companies in, or actively considering an entry in this market. This did not look a good time for Nintendo to make an entry. Conventional strategic thinking would suggest that it is a suicidal action to enter the market.