Case Study – The Virgin Group Structure Leadership And Motivation

Case Study – The Virgin Group Structure Leadership And Motivation-90
"I suspect in most companies, the public relations person is down at No. If a negative story starts running away with itself in the press and is not dealt with fast, it can badly damage the brand.

"I suspect in most companies, the public relations person is down at No. If a negative story starts running away with itself in the press and is not dealt with fast, it can badly damage the brand.

And throughout his career, he has cleverly embraced the David role, taking on Goliaths like British Airways, EMI Music and Coca-Cola, with the intent of becoming the best rather than the biggest and working under the assumption that there are significant profits to be made in small pieces of big markets. He will do almost anything to promote the Virgin brand: driving a tank down Fifth Avenue in New York to introduce Virgin Cola to the United States, risking his life in high-profile hot-air balloon adventures or portraying a drowning victim on television's "Baywatch." Indeed, so crucial is the continued high profile of Virgin that Mr.

Branson says his highest paid and most important employee is Will Whitehorn, his public relations and communications director. "But, here, he is fighting incredibly important battles.

Virgin Atlantic offers spa-like lounges in its hub airports replete with showers, putting greens, haircuts, massages and manicures.

In the air, more massages, manicures and full sleeping outfits are available for its business-class passengers.

In fact, if you do it correctly, it can beat advertising hands down and save tens of millions of dollars." But Mr.

Branson stands for more than balloon trips and powerboat races across the Atlantic.From the winter of 1969, when as a 19-year-old wunderkind he founded his first venture - a mail- order record business, which evolved into a recording studio dubbed Virgin Records - Mr.Branson established a clear business ethos that had its genesis in the anti-establishment counterculture of the 1960's and remained steadfast even as the company grew and Mr.Branson's presence is felt through the enthusiasm evident in his employees, most of whom seem to be simply having a better time at their jobs than their counterparts on other airlines. Branson has done is insist on treating his customers as he himself wished to be treated.This was nothing short of revolutionary in the airline industry.Eschewing first class, Virgin Atlantic would offer a first-class experience at business-class prices.In the past 14 years, the airline has shaken up the industry with innovative ground and on-board service and entertainment.It is brand-builder's nirvana, made all the more impressive because the brand is all that ties together more than a hundred disparate Virgin businesses.There is little synergy or shared resources among the Virgin companies; Virgin, in fact, resembles the classic Japanese keiretsu such as a Yamaha or Mitsubishi. Branson has displayed remarkable staying power that is made possible only by adhering to his own carefully honed set of business values.Whereas most would avoid such elephantine competition as British Airways or Britain's entire financial services industry, Mr.Branson sees a "bigger, softer underbelly" that is vulnerable to attack. "We look for the big bad wolves who are dramatically overcharging and underdelivering," he explains.

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