Virgin Group: Finding New Avenues for Growth Harvard Case Solution & Analysis

Chapter branded private owner of the investment company Virgin brand is reflected in the new poles of growth. Since the 1970's, when Richard Branson created Virgin retailer records, Virgin has been developed from scratch by six companies worth more than $ 1 billion each, and changed its focus from retail recording and production of music to a broader-based airlines, health care, financial services, mobile and media businesses. In addition, Virgin could apply the Virgin brand of several different products without compromising the brand. Their task was to find capital to finance new enterprises, not the brand. Since 2005, Branson has been devoting more and more time to charity, Virgin Unite, and was appointed Stephen Murphy new CEO of the group. As Murphy under their growth strategy for the next decade, he faced a number of difficult decisions. First, what it should fund the new venture? While growing, the group sold its stake in the company and signed with them the license agreements for the use of a brand name Virgin. Virgin Group today free group of companies, some associated with the Virgin brand licensing agreements only. If they expand through the signing of new license agreements? Second, what capabilities it needs to look for? Should they keep acting as venture capital firms, the training of new businesses in the past, or whether they should invest in a larger and more stable company? What might be the consequences of their choice to the brand and the group? Will they ever be able to give the Virgin culture and turn the company? "Hide
by Gary P. Pisano, Elena Corsi Source: Harvard Business School 22 pages. Publication Date: March 13, 2012. Prod. #: 612070-PDF-ENG

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