TABLE OF CONTENTS

Contents TASK 1: Evaluation of the virgin group strategy: .......................................................................... 3 Strategic Hierarchy: ........................................................................................................................ 4 Corporate strategy: ...................................................................................................................... 4 Business strategy:........................................................................................................................ 5 Functional strategy: ..................................................................................................................... 6 TASK 2: VALUE ADDING: ............................................................................................................ 6 Understanding of institutionalized Markets: ............................................................................... 6 Virgin brand name to overcome barriers to entry: ...................................................................... 6 Limiting Risk in joint Ventures: ................................................................................................. 6 Management is not restricted: ..................................................................................................... 7 Innovation: .................................................................................................................................. 7 TASK 3: Environmental Influences: .............................................................................................. 7 PEST Analysis: ............................................................................................................................... 7 Political: ...................................................................................................................................... 7 Economical: ................................................................................................................................ 8 Social: ......................................................................................................................................... 8 Technological:............................................................................................................................. 8 Threats: ....................................................................................................................................... 9 The Main Issues Facing the Virgin Group in the given case study: ............................................... 9 Virgin Atlantic: ........................................................................................................................... 9 Virgin Rail: ................................................................................................................................. 9 Recommendations: ........................................................................................................................ 10 Become Less Diverse:............................................................................................................... 10 Change in Strategy: ................................................................................................................... 10 Page 1 of 20

TASK 4: Cultural Web: ................................................................................................................ 10 Company culture and structure: ................................................................................................ 11 Culture and its impact: .............................................................................................................. 11 Conclusion: ............................................................................................................................... 13 TASK 5: Change management in Virgin: ..................................................................................... 14 Human Resource Management: .................................................................................................... 14 Action research: ........................................................................................................................ 14 Organization‟s effectiveness: .................................................................................................... 14 Attitudes, values, beliefs: .......................................................................................................... 14 Employee‟s efficiency: ............................................................................................................. 15 Conclusion: ............................................................................................................................... 15 TASK 6: Three main core competencies: ..................................................................................... 15 Porter‟s five forces model: ........................................................................................................ 18 REFERENCES: ............................................................................................................................ 19

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corporate rationale is merely a projection of Sir Richard Branson‟s own personal philosophy. Please see Figure below: Sir Richard Branson. As the saying goes „you reap what you sow‟ thus.TASK 1: Evaluation of the virgin group strategy: The Virgin Group comprises of an assorted mix of businesses. Page 3 of 20 . It has its “finger in every pie”. which he has sown into the fabric of corporate rational. Sir Richard Branson‟s high profile already won over the general public and almost anything he would pursue or was associated with would be given the benefit of the doubt. A personal philosophy and a personal persona that is revered and respected by the British public and beyond. in British advertisements for Apple Computers. and featured as a „shaper of the 20th century‟. Sir Richard Branson was associated with great names such as Einstein and Gandhi. founder of Virgin in 1970 is in the author‟s opinion the single most important ingredient to all the success that has been reaped up-to-date. Being known as the “customers‟ champion” inevitably has done wonders for public relations. so to speak. Thus the word Virgin and Sir Richard Branson are almost interchangeable. The Virgin brand name is by far the most important asset to the company. The Virgin has group diversified into 200 businesses. This fact was capitalized on.

no one can deny that “the Virgin Group is one of the UK‟s largest private companies” (with reference to the case study) with an annual turnover (estimated) at £3bn by the year 2000. As for corporate bureaucracy its significance in the Virgin Group. Although to some this notion may seem a bit too good to be true. in terms of personal characteristics and persona. Therefore Sir Richard Branson adopted a „hands-off‟ policy with his managers and by doing so. and to have the competitive streak in their personalities.Sir Richard Branson. ownership and would try their up most to make a success of it. His understandings lead him to believe that sacrificing short-term profits for long-term growth was the way the business should be geared. The aim was to offer more for less and that each company was truly a Virgin in its own field. tired of the public listings obligations and corporate bureaucracy sought to take the business back into private ownership. It is the author‟s opinion that Sir Richard Branson employed managers who were made up of his image. He was providing an enriching atmosphere in which managers would flourish just as he had done Strategic Hierarchy: Corporate strategy: It‟s not surprising then. was reduced profoundly. encouraged their own initiatives. that management recruited carefully selected individuals to be innovative people. They would aim to Page 4 of 20 . Sir Richard Branson would take a more involved role. and extend the Virgin brand name further at a low cost. The key emphasis was in innovation and differentiation. Sir Richard Branson knew this fact. The Virgin Group‟s rationale is to diversify into as many markets feasible. It was also of importance for candidates to be able to share values and to work effectively as team players. By proving such freedom. The Virgin Group sought a challenge in ever venture. managers would inevitably feel more of a sense of responsibility. No real sense of management hierarchy can be found in the group except for when it comes to marketing and promotion issues. pioneers in their field. where stature could be relied upon to reduce barriers to entry into static markets.

Examples of the power of the Virgin brand name can be concluded from the various joint ventures that have been formed. and yet it is a 50-50 joint venture! Businesses were „ring-fenced‟ so that assets could not be switched between companies in the Virgin Group and if a company became too large another company would be spun off. Managers are free to make decisions independently for growth and feel the same degree of ownership and values that any other manager in the Virgin group would feel. because aside from his indubitable genius marketing and promotion of the Virgin brand name is the Holy Grail to the expansion of the Virgin Empire. Page 5 of 20 . For example Virgin‟s pledge in the Virgin Direct affair. To establish the virginity of a venture. The alluring factor to Virgin‟s Greenfield start-ups is the “reward-to-risk” ratio. to which 4 out of the 5 must be met by a new venture before giving the final go ahead. But AMP Limited the leading international financial services initial investment was an extensive £450m. Sir Richard Branson plays a more interactive role into affairs of marketing and promotion. As the author has previously mentioned the name Virgin has become synonymous with Sir Richard Branson‟s name. which could be acted upon by the experienced and capable Virgin management team. Thus many businesses outside the Virgin Group have shown their interest through joint ventures. so to speak in an institutionalized market extensive research was conducted into the static market to derive whether some sort of niche can be achieved and thus satisfied. This is Sir Richard Branson‟s key psychological strategy. and as you are acquainted by now. The key point is that the market to be entered must be still in its growing phase.provide better quality products than any competitor in a complacent market. in its place. Sir Richard Branson and his team deployed their 5 point criteria. Business strategy: All business within the Virgin Empire as mentioned in the Corporate Rationale section sacrificed short-term profits to gain long term growth and used an autonomous business level decision making method. The British public can immediately identify the roots to any Virgin advance as Sir Richard Branson‟s very own. was a mere £15m for the initial investment.

By giving a venture the prefix of Virgin. “fun”. is to send out a message to the consumer to say out loud this new business is a “virgin” in its market place. “Brand was the single most important asset of the company”. Virgin brand name to overcome barriers to entry: The Virgin brand name is a consumer‟s champion and as mentioned previously is a much respected brand with the British public. At “the heart of Virgin’s core strategy to develop the five pillars of the business empire: travel. What‟s in a one might ask? There answer to that question is an exceptionally well marketed. It is this expertise/experience coupled with the strategy to offer more for less that has help the Group plough through complacent business industries. Page 6 of 20 . “daring”. corporation or organization in a joint venture with the Virgin Group has the benefit of limiting its risk in the market place. mobile phones. “innovative”. entertainment retailing and personal finance”. It is achieved by the following points: Understanding of institutionalized Markets: Virgin‟s management team has done well in identifying complacency in the market. TASK 2: VALUE ADDING: The Virgin Group. Limiting Risk in joint Ventures: Any company. promoted and trusted brand name. It also has the effect of transferring all the marketing and promotional endeavors up to the present for that specific venture respectively. as a corporate parent does value to its business.Functional strategy: All the business in the Virgin Group is strategically targeted towards a “five pillar” empire system that Sir Richard Branson is eager to create. As you can see displayed in Figure all the ventures have inherited the Virgin name. This reiterates the point made in the last paragraph. leisure.

with Branson completely owning some and holding minority or Page 7 of 20 . Their innovation led them to promote unique services that shock-up the market. PEST Analysis: Political: Although Branson retains complete ownership and control of the Virgin Brand. It consists of more than 400 companies around the world.Management is not restricted: A flat management structure helps encourage innovation. Each of the companies operating under the Virgin brand is a separate entity. Innovation: Virgin‟s senior staff consists of individuals with successful careers. Virgin Group's date of incorporation is listed as 1989 by Companies House.01 billion. which most often bear fruit. “no monthly fees” and “cheaper prepaid” offers. Irrespective of the fact that Virgin Mobile did not actually operate its own network it had won the best wireless in the UK. For example Virgin Mobile formulated partnerships with existing telecommunications operators to retail in mobile services. provides flexibility and promotes the values of shared ownership and responsibility. TASK 3: Environmental Influences: Virgin Group Limited is a British branded venture capital conglomerate organization founded by business tycoon Richard Branson. The core business areas are travel. The net worth of Virgin Group Ltd as of September 2008 is £5. entertainment and lifestyle. The Virgin management team successfully identified that the complacency was in the handling of network management. These included “no line rentals”. however Virgin's business and trading activities date to the 1970s. These collective innovative thoughts and ideas are applied directly into business. The Group acquires likeminded partners in ventures who match their ability to innovate and differentiate. the commercial set-up of companies using it is varied and complex. who class it as a holding company.

The current Virgin logo was originally sketched on a paper napkin and remains largely unchanged since 1979. Another is the competition Page 8 of 20 . Branson. Another weakness is the low return of cash flow because they offer low prices for the passengers and there is a high expenditure for maintenance of the aircraft and sustaining the quality of their service. Social: Second are the Weaknesses behind the Virgin Airlines. Bronson is one of their major strengths. All of his proposed projects or business‟ strategies affect his other business although it is successful and stable. They considered themselves virgins in business. Third are the Opportunities for the Virgin Airlines. First is the Virgin Airlines‟ Strengths. he simply licenses the brand to a company that has purchased a division from him. Virgin Mobile Australia. Technological: Threats are the fourth analysis on the airlines. the European Union is on their side to support. they also get a chance to lease the aircrafts. There are more cities open for another hospitality service and based on the smooth record of the airline. Virgin Radio and Virgin Music (now part of EMI). such as Virgin Mobile USA. it is another success for them. values and legacy of Mr. Occasionally. Other advantage is that the business is privately owned which means they can manage the business well without the aid of following the government‟s restrictions. The business also set the good image and good marketing strategy which reflects in promoting each other‟s business as part of the alliance. Because of the different business try-outs of MR. The direct route from London to New York is also considered as part of the weakness because it only promotes the limited destinations.majority stakes in others. The rapid growth and change in the world economy is a factor of threat because of the New Airline Restrictions. Another factor is the strong leadership team of the seniors who are qualified enough in leading the entire organization toward the company. a record shop. Some of the large airline companies had experienced bankruptcy and it is a great opportunity and in addition. Since it is the first company that offers low prices. he is also part of his business‟s weakness. there is no doubt that influence. Economical: The brand name "Virgin" arose when Branson and a partner were starting their first business.

innovative product or service Increase in taxation Access of competitors to channels of distribution Terrorism. Threats:        Changing tastes and preferences of customers Competitors have new. over flight restrictions.and high prices on the cost of fuels. This proved to be dangerous by 2001. The Virgin Group being such a large empire of 200 businesses was wonderful publicity when things were going right but all it took is for a hand full of businesses in the empire to either experience unavoidable consequences. Deregulation increased the competition in the market place. Virgin Rail: The biggest problem faced by the Virgin Group was the Strategic Rail Authority‟s Review in 2000 because it was the most public. outbreaks. biological warfare. Slowly but surely Virgin‟s prized brand name was being slowly chipped away by the press. threats on the terrorism. All in all most compositors were experiencing losses. Virgin Rail was voted the most “unpopular” rail operator. as Virgin seemed to rely entirely on the profits of Virgin Atlantic. and hijacks (airline threats) Failure of one group due to inadequacy of Quality materials in construction (Virgin Trains) The Main Issues Facing the Virgin Group in the given case study: Virgin Atlantic: The airline industry like many industries is cyclic. was ample reason for Sir Richard Branson to feel a stake go through his reputation. and if that wasn‟t enough the statistics: Virgin ranked 23 rd and 24 th out of 25 operators. and the new airline companies are the other existing threats. which is the case of Virgin Atlantic and bad service and publicity as Page 9 of 20 .

On the one side it inevitably “limits risk”. Trying to limit risk is a knife that is sharp on both sides. Its name has become diluted and its brand a purely endorsement brand. On the other hand it sends out a contradictory signal to consumers.was the case with Virgin Rail for it to have quite disastrous effects on other areas of the group. How can Virgin be “daring” when Sir Richard Branson‟s value adding process is to limit risk? That is a question we should work towards eradicating. The pubic are sensitive and are attuned corporate strategies given time. Change in Strategy: The Virgin Group should change its policy to accommodate both independent and joint ventures to rely upon short-term profits on a few of its businesses for the sake of raises capital and release the „ring-fenced‟ policy so that important revenue making Virgin Atlantic can be bailed out during the low times. TASK 4: Cultural Web:  Stories      Rituals and routines Symbols Organizational structure Control systems Power structures Page 10 of 20 . Monies can be returned to the short-term ventures when the busy season arrives. Lessons for the analysis of the environment must be learned. Philosophies and policies should be such that can strategically change with time and environment. Public confidence is such a delicate matter. For example brand name alone isn‟t enough. Recommendations: Become Less Diverse: Virgin should become less diverse. Virgin as a corporate parent can add workable value to its businesses by investing and developing real expertise. The idea is to not restrict you to a policy of philosophy.

Consequently. The Virgin Group genuinely believes in making a difference in each consumer. Branson realizes the potential and importance of those who work for him. which is decentralized. Culture and its impact: The Virgin Group‟s overall brand identity is built upon the founder Richard Branson‟s philosophy which states that “if you keep your staff happy then the customer will be happy. Grant. the lack of formalization within the company may deem to be a weak aspect of the organizational structure. which are highly internalized within the organization.Company culture and structure: The Virgin Group is one of Britain‟s largest business empires. This underlying belief transcends into each one of Virgin‟s subsidiaries and into each individual organizational culture. which is continuously defined by the pop culture of its era (Virgin. as well as the structural characteristics that have allowed Virgin to successfully operate in many industries. the founder of the Virgin Group.d. The Virgin Group is a company with little bureaucracy. anti-corporate work environment. The heterogeneous British corporationfounded by Sir Richard Branson has infiltrated into vastly diverse industries whereby unconventional business tactics are utilized to cross borders into new industries. Because of the company‟s corporate culture and structure. Virgin has effectively forecasted possible occurrences and has dealt with them in a timely manner. as Branson often encourages employees to use their intuition to make decisions rather than a rational process.d.). which can only be accomplished by delivering quality service accomplished by empowered and motivated employees. regulations and procedures may create ambiguous situations for the company.n. he creates a structure. Since the approach in which an organization manages itself is imperative to its success. The company‟s fundamental values foster many of the dimensions of culture. The organizational culture that is synchronous with the Virgin brand. Though the Virgin Group has retained an undeniable mystique. it is important to look outside the box to assess the effectiveness of Virgin‟s management operations. This ultimately enables the Virgin group to foster an informal. n. little empirical research has been done to obtain a perceptive analysis on the empire. Management holds high Page 11 of 20 . 2004). However. The success and coordination attributed by Virgin‟s culture is greatly influenced by Richard Branson. and if you keep the customer happy then the shareholders are happy” (Virgin. through empowering his employees and providing them with autonomy.. since the lack of formal rules.

This work climate continually encourages positive employee-employer relations. 2004). Virgin Group demonstrates high autonomy and Page 12 of 20 . Essentially. This leads to workers having high autonomy. In economic terms. This simple act reduces information filtering by effectively decreasing organizational hierarchy and increasing accessibility to top management. This information aids in determining the „flatness‟ or „tallness‟ of the Virgin Group‟s structure. company. and team oriented culture of Virgin provides focused direction for its workforce to meet customer demands of quality products in a creative fashion. communication is effective. Virgin must caution itself of the danger of the sub-cultures that may develop within departments.sponsored weekend getaways. which is an index of the vertical division of labor. 2004). Virgin Radio sold two of its radio stations to offset its debt. The interaction between the companies can be considered similar to a „family‟. and long hours of work when needed (Grant. as opposed to a hierarchy. control and communication that exists among employees. Each company is empowered to run their own affairs. The effectiveness of Virgin‟s culture may be measured through various factors. one must examine the number of levels of authority that exist in the company. but they were into making value-added products.Financial rewards at Virgin for most employees are typically modest. For example. the company continues to procure an abundance of non-monetary benefits. aggressive. which include social activities. These innovative products are the main reasons for Virgin‟s success and are a direct function of the brewed culture. This effective communication is showcased through Branson‟s spontaneous dropins on employees in any level within the Virgin ranks to receive ideas and feedback. as well as the autonomy.expectations and as such they expect a high level of commitment. a suggestion could be made to emphasize the importance of shareholder value. The risk-taking. including economic and product analysis. it is determined that Richard Branson also empowers his workers by giving them the ability to make unsupervised decisions. This culture retained at Virgin has demonstrated that interpersonal relations are of key importance. but is expected to aid one another when needed. Through closer examination. and impromptu parties (Grant. which can possibly decrease power distance. the culture is operating very effectively. as interaction between employees of all ranks is transparent and descending through a long chain of command is not required. Also. the acceptance of personal responsibility. however. The established culture fits well with its horizontal structure and is an important factor in the essence of the Virgin brand. as well as effectively allowing Virgin‟s employees to create social networks while embracing the culture. However. but overall. there has been extensive media coverage on Virgin‟s financial problems. Company‟s division of labor purports a unique aspect of structure to analyze. However. Virgin was never into making profits. Additionally.

which indicates that it is a flat organization. as well as being aware of the problems with expansion.control. (Grant. He believes in building a strong relationship with employees. With regards to organizational structure. commonly have effective communication channels and coordination. 1992) Having a wide span of control. It may also create sub-cultural differences. as well as an effective communication system for employees. Additionally. These fundamental values and beliefs lead Branson to form a structure. such as Virgin. decreases the interaction between a manager and the employees. which demonstrates high empowerment. These attributes make decision-making in a company faster and more efficient. which may result in conflict. If the Virgin Group chooses to expand. Conclusion: It is evident that the Virgin Group is a successful international organization. If Virgin continues to operate in this manner. allowing them to express themselves. Virgin‟s recent penetration into the Canadian mobile market is an example of the company‟s forward-thinking and results-oriented capabilities. 2004) Flat organizations. however. it will slowly progress through the ranks of some of the most influential and dominating companies. aggressiveness and team orientation. This thriving expansion has proven that Virgin‟s organizational culture and structure have brewed corporate success. it is clear that they are effective. This success is a product of leader Richard Branson‟s unique view on organizational culture and structure. having a flat structure would be advantageous because the effects of failure are less significant. These responsibilities provide employees with the autonomy to execute unsupervised decisions. which results in a greater range of responsibility given to employees. high autonomy and low bureaucracy. Branson believes that the Virgin Group should possess attributes of a small business. The underlying theme of the organization‟s culture is the push for innovation. having a flatter organizational structure promotes a wider span of control. Although many of his practices are considered unconventional. (Lawler. Lawler expresses this premise in an article where he notes that one of the six factors that foster empowerment is a wide span of control. which in turn increase employee empowerment. These three facets contribute to Virgin‟s high exposure as well as its valueadded products. Page 13 of 20 .

sold a 49 per cent stake in Virgin Atlantic to Singapore Airlines. Management is changing time by time But. so they can then solve interpersonal and intergroup problems. Organization’s effectiveness: It applies behavioral science knowledge to improve the organization‟s effectiveness. cultural. procedural.TASK 5: Change management in Virgin: As virgin group is now Selling chunks of some businesses to fund new and existing businesses had become a familiar story at Virgin .they sold off their UK and Irish cinema houses. sold Virgin Music. Team building and survey research are others. whenever there is a strategic. It usually involves. Action research: It means collecting data about a group. values and beliefs of employees so that they themselves can identify and implement the technical. values. or a lack of interdepartmental communications. Sensitivity training is perhaps the most widely used technique in this category. department or organization and then feeding the information back to the employees so they can analyze it and develop hypothesis about what the problem in the unit might be. and in 2001 were seeking buyers for Virgin Sun and Virgin Express. or other changes needed to improve the company‟s functioning Page 14 of 20 . structural. cultural or technical change occur in any organization people of that organization need some counseling or some help to get alliance with the company change and that organizational change lead to organizational development become a huge pay off activity done by HR. Attitudes. conflict among employees or managers (might be possible in the given case). These problems might include. for instance. beliefs: It is the duty of HR department to change the attitudes. Human Resource Management: Its goal is to give employees the insight and skills required to analyze their own and other‟s behavior more effectively.

when company started its new project then authorities posted a project manager whose duty is to get the specific information and make a hypothesis. responsiveness. Mutual trust makes things much easier and once the research completes take a feedback from the low level employees as well and give them the insight of the whole scenario. Conclusion: In the light of the above information we can conclude that Human Resource management plays a major role in the development of people and further help employees to cope with the organizational development and changes. and effectiveness. which include value-for-money.  Secondly.Employee’s efficiency: It changes the organization in a particular direction toward problem solving. Virgin has built up their excellent reputation over time.S. Based on 1990s research. and trust across a range of Virgin businesses (Case. it is rare for a brand to have such positive consumer perceptions. quality of work. In the given case.  Lastly. p. the Virgin brand is valuable in the form of brand equity.685). and is also well-known in other important markets including Europe and the U. Thirdly. he has to take some tactical decisions and for that he really needs help from the HR department to help employees to understand the new situation and as they have an open culture so it really helps this whole process in terms of information. where „Virgin‟ is one of the most recognized brand names in the UK. fun. and is therefore path dependent and difficult for competitors to imitate.A. innovation. Page 15 of 20 . success. TASK 6: Three main core competencies:  The Virgin Brand Firstly. After that. competitors cannot substitute resources that serve the same functions as brand equity and corporate reputation. the Virgin brand was recognized by 96% of UK consumers.

697). including his ability to effectively use the media to raise public awareness of Virgin. as an „international celebrity‟. Furthermore. The management proliferate familial organization rather than hierarchy. He is well respected for his unconventional approach to business. Branson‟s reputation. Therefore.Richard Branson The personal reputation and image of Richard Branson is outstanding. p. They do not recognize bureaucracy as evident with the presence of a tiny board and absence of a global headquarters (HQ). All they have in mind is the idea of one team working towards a specified series of objectives. Information are originating in diverse sources. is often cited as a role model. and the rare tacit knowledge that he possess. Branson possesses distinctive capabilities. In terms of Page 16 of 20 . company structure and culture Virgin Group‟s innovative environment creates value for the organization as innovation promotes employee motivation and can lead to more efficient/effective processes. Innovation. he is easily able to acquire access to the right people and obtain partnerships or alliances when necessary. his superior negotiation skills and his excellent charisma. voted the most-popular businessman and named in London polls as the preferred choice for mayor despite never putting his name forward (Case. creates value for Virgin Group and is imitable and non-substitutable by competitors. nominated for enterprises. The Virgin Group has minimal management layers (2007). There is a free flow of affairs and cooperation among other companies that allows them to use team dynamics. thereby improving performance The strategic development of Virgin Group of Companies is considered prescriptive on the level of leadership management and team dynamics.

Because of the decentralized leadership of the company and many sub-divisions of the Virgin. sharing of ideas.planning and decision making. on the other hand considers this as weakness. economic. Therefore. various elements are contributed by all sections of the management. and goals are considered as real and tangible formula of success. Page 17 of 20 . there are some difficulties in the controlling mechanisms. This slows down the production processes because of the need of addressing or giving reference to the other board members and directors. While Virgin Group‟s operations management involves focusing on its core competencies with market position following its resource base. as well as political. In here. Virgin considers this as strength but the researcher. customer linking. However. Virgin Group has to be aware of the latest operations management changes. In organizational planning and decision making. channel bonding and technology monitoring. This is also part of the difficulties that Virgin is facing. this decentralization of the organizational structure is among the weaknesses of Virgin. there is definitely a need to reconcile both the inside-out and outside-in capabilities. values. This is for them to develop the outside-in capabilities such as market sensing. it provides a wide array of resources. These attributes are credited to the clear proliferation and application of team dynamics and effective leadership as well as management strategy. Thus. Branson and his company will be put into a disadvantageous position should they choose to neglect both the macro as well as the micro industry environment. interest. The principle of communalism. legal and even demographic trends. the concept of leadership and team dynamics can turn vague and stagnant. Virgin will also have a potential difficulty in finding out what division is accountable for the possible pitfalls.

Porter’s five forces model: Page 18 of 20 .

com/the-virgin-group-case-study. Human Resource Management (Ch.robabdul.com/doc/27898308/The-Virgin-Group-Executive-Summary-the-Virgin Virgin group‟s culture and corporate structure Visited at 5:25 6/5/2011 Page 19 of 20 .asp Virgin group case study Visited at 22:10 5/5/2011 http://www.com/the-virgin-group-case-study. 2002.: 8). New Jersey.html PEST analysis of virgin group Visited at 23:40 5/5/2011 www. Web: www.asp Virgin group case study Visited at 22:10 5/5/2011 http://www.managementparadise.com/forums/principles-management-p-o-m/208730-pestanalysis-virgin.REFERENCES: Book: Dessler. Prentice Hall.robabdul.scribd.

com/images/search?q=BCG+matrix+of+virgin+group&view=detail&id=AD79 79C7B6C7E71A28F2A5DBA2B7687EE2508061&first=0&FORM=IDFRIR Virgin group competency analysis Visited at 6:13 6/5/2011 http://www.slideshare.http://www.com/essays/Strategic-Management-Virgin-Case-Study/286757 Virgin group strategic development Visited at 7:05 6/5/2011 http://www.bing.net/arvindprabhu/the-cultural-web-presentation Virgin group cultural web Visited at 5:33 6/5/2011 http://www.com/ Virgin group introduction and general information Visited at 22:40 5/5/2011 Page 20 of 20 .oppapers.virgin.

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