Virgin corporate culture (Rakshith):
Salient elements of Virgin corporate culture
Artifacts and Espoused values of Virgin Empire
Virgin is often associated with brightly colored (red) flight attendant uniforms that includes miniskirts. It maintains an atmosphere of informality and openness at the head office and has none of the traditional corporate feel – neckties are rarely worn, jeans are commonplace, and everybody is on first-name terms. Its earlier logo, Gemini twins, was a groundbreaking sight of its time.
Branson is a people’s entrepreneur. He has diversified the Virgin brand into transport, travel, entertainment, financial services and communications while upholding the brand’s reputation for quality and consumer fairness. Virgin is not a one-product brand like Nike or Coca-Cola. Virgin is different and diverse and can extend to wider range of marketing areas. He never followed a path of growth through joint ventures, which has continued till present day. (potentially redundant) t brand like Nike or Coca-Cola. Virgin is different and diverse and can extend to wider range of marketing areas. He never followed a path of growth through joint ventures, which has continued till present day. (potentially redundant) t brand like Nike or Coca-Cola. Virgin is different and diverse and can extend to wider range of marketing areas. He never followed a path of growth through joint ventures, which has continued till present day. (potentially redundant)
Virgin has consistently resisted centralization. Each operating unit is expected to stand alone having little interaction with the head office or other units. Unit managers network informally and corporate policies are understood rather than codified. Even to this day, the company lac...
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...rld's press were already running the story, there was no way for the minister to backtrack. Within a few months Virgin had commenced flights to South Africa.
Celebrate staff
According to Virgin’s culture, “if you make the effort to celebrate your staff, they will pay you back in a thousand different ways”. One of the ways Virgin celebrates its staff is by throwing parties where people let their hair down, have a memorable time, and get to know each other a little better.
Branson expresses that as it is a well-deserved night off for the Stars, new ideas spark out as staff from different companies crossed paths. He believes parties are a breeding ground for brilliant ideas, and help to spark the Virgin businesses of the future. It is the celebration of Virgin. If staff feel valued, appreciated and loved, they are more likely to enjoy their work and perform even better.
A private label company called “Louis Vuitton Moet Hennessy” or better known as LVMH owns the brand of Louis Vuitton. The Louis Vuitton brand combines both its vision and mission statement into one proclamation. The statements include: “The
This cultural event also had a religious meaning and ceremony that went along with it. Like traditional ways, the birthday girl has to attend a special Mass that includes her close friends a...
The brand had scaled the heights of professionalism. It had interacted with big and small business. The same brand was apt for playing a bigger role in the improvement of the welfare of humanity. Further, the brand was guided by unique personal attributes. Without doubt, the Montana brand was now living on purpose.
Corning is a decentralized company currently being plagued by both external and internal threats, such as market uncertainty and poor communication and planning systems. The company has just recently started to recover from a large layoff in 1975, which reduced worker job confidence. The Houghton family has a preference for an informal workplace with an ambiguous leadership style that contradicts the formal and strict resource allocation system designed for their international strategy. The current strategy being employed differs with the owner’s philosophy, which is important, since the President must buy into the plan to understand and communicate it effectively. This miscommunication creates goal incongruence, which is exemplified by the confusion of corporate divisions about whether they should be focusing on reducing cost or being an innovator. Also, each officer has been described as having work that overlaps, showing no focus and a lack of efficiency. The fact that each of the over 150 businesses groups have to write up a resource allocation request and business strategy creates the issue of finding time to read each report.
Resources are being classified into tangible and intangibles assets as the followings: *Resources of *Virgin Group Tangible Resources Intangible Resources Capabilities of Virgin Group are established by the integrated resources that assisted it to stay competitive and to outdo its competitors. Valuable capabilities will aid Virgin Group to effectively tap and explore spotted opportunities as well as to minimize threats in the external environment. Should capabilities are consistently and effectively utilized, they will turn significant and be difficult to be imitated or substituted. With the resources discussed above, 3 capabilities of Virgin Group are identified as follows: - *Capabilities 1: Unique C*ulture of *"Making difference and creating uniqueness"* (*Contributed Resources: *Financial, Organizational, Human, Innovation*, Technological*) Creativity, Innovation are the foundations to Virgin and Richard Branson’s success! Technology push is the spine for innovation and likely to simulate process innovation in how service is provided when looking into Virgin. Technology is more likely to simulate process innovation. Every turn and businesses Branson venture has been with some kind of innovation or creativity element if not something unique, something that has not been seen or heard of before in the relevant market. Virgin Group has achieved a competitive advantage among its competitors by uniformly followed its culture in all business in serving good value and service to the customers in different ways. The basic and the core competence of all Virgin Group's business ventures are to do things just a little bit differently from the rest. And also they always tried to add value by adding a little fun to the business. By differentiating in strategy itself to fit of the activities and the ways of doing business have also differentiated itself from the rivals and make it difficult to imitate Virgin’s strategy. Hence, they have established their business to an untouchable position. How would you characterize the corporate strategy of Branson's Virgin Group? The answer to that question will not be so different from the ones above. However to better understanding we can characterize the corporate strategy of Virgin Group as "Making difference and creating uniqueness" in any kind of customers' service. They are not stuck to any business field so that makes them flexible of thinking and creating new ideas for their customers and the whole consumers around the world who need (or will need) Virgin's service.
Teams were composed of a leader, two guides, the eight clients, a lead Sherpa, and seven climbing Sherpas. Corporations are increasingly trading in their typical hierarchical dynamic for a team-oriented one, as th...
Organizational structure can be defined as the “formal arrangement of jobs within an organization” (Robbins & Coulter, 2009, p. 185). Having a defined and unified structure helps employees work more efficiently. Jacques Kemp, former CEO of ING Insurance Asia/Pacific, realized this need early on in his role. The company had been performing well and recently acquired another insurance company to become “one of the largest life insurance companies in Asia-Pacific” (Schotter, 2006, p. 4). However, Kemp’s proactive personality led him to seek out ways to achieve more efficient coordination between the regional office and business units (Robbins & Coulter, 2009). Kemp noticed that “most business unit managers did not even know the current corporate standards” and he began searching for a way to manage the managers (Schotter, 2006, p. 5). ING Insurance Asia/Pacific’s organizational structure was mechanistic and fairly well structured, but for a company that had recently been involved in a major acquisition and was divided across 12 geographically dispersed markets there was a great need to tweak this structure to unify the company (Schotter, 2006). If I had been in Kemp’s position as CEO, I would have made modifications to the organizational chain of command, formalized business processes, and used technology to stimulate collaboration amongst the region to help this company overcome organizational design challenges.
Managing ‘up’ “…means consciously and deliberately developing a meaningful task-related, mutually respecting relationship with one’s direct superiors” (Daft, 2015, p. 196). De La Vega should have strived to gain a clearer understanding of what his role would be as the ‘day-to-day’ operational leader. He could have employed the five principles of followership to establish a successful relationship with Bussard as CEO. The CEO failed to ‘manage up and down’ the hierarchal scale of his own organization as a leader and would not relinquish power. The CEO was dependent upon De La Vega to be his key “point man” in day-to-day operations. The follower-leader relationship is important to both the leader and the follower because “…Leaders of higher organizational levels depend upon their subordinates for information, support, and assistance in accomplishing the organization’s goals” (Daft, 2015, p. 197). Had the principles and strategies of effective followership, combined with the desirable followership traits of “cooperation, honesty, dependability and competency” (Daft, 2015, p. 211) been utilized by the CEO and COO, the outcome of the case study would have been
After stumbling upon what appears to be a typical party, music, dancing, girls, the boys enter the house thinking they were at the party they were invited too. There are a series of four girls introduced into the story. While Vic meets only one, Enn encounters three.
In addition to urgency, Gustavsson could not create a powerful guiding coalition. He established a cross-functional team to develop a new moisture-resistant product. But the team did not include a sales manager who knows customers' needs and eventually sells the product. Although the team developed a commercially-viable product, their efforts, at least in the short term, were unsatisfactory, because with sales people's own doubts about the new product, they were afraid of jeopardizing the reputation of current product. Moreover, these cross functional teams operated within the established organization maintained the company's dominate culture and past norms. We know that structurally independent teams that are tightly integrated into the existing hierarchy with different cultures and processes are often more successful.
Major escalation in the amount and kind of investments necessary to support a successful brand. Total brand management takes a variety of forms: Heavy investments in information systems, customer service which contribute to marketing of the core product, Leveraging innovations, marketing investments and trade promotions over a coherent brand port...
Covering sixty-three nations, the vital union will see Vodafone Global Enterprise supply about 50,000 Unilever workers with gadgets, network and Managed Mobile Services, which will enhance the conventional path and direction of Unilever's portable interchanges spend, upgrading cost efficiency and effectiveness in relation to the delivering of products and services. Vodafone Global Enterprise deals with the correspondence demands and needs of its clients in relation to the agreement, Vodafone will likewise supply services to Unilever with important information on the most proficient method to increase more prominent upper hand through conveying inventive versatile arrangements. Likewise, Vodafone will give key guidance on new patterns, for example, the successful administration of purchaser gadgets and applications in the working environment. Vodafone and Unilever will work a graduate learner trade project to empower further versatile development in the work environment. To rearrange the administration of Unilever's versatile interchanges, Vodafone will send a variety of arrangements including Vodafone Telecoms Management, a completely facilitated and oversaw administration intended to eliminate various operational issues. Supported by Vodafone's worldwide backing and administration level understandings, Vodafone Telecoms Management will give Unilever more prominent perceivability and administration control over its telecoms consumption, and additionally enhance the nature of administration conveyed to representatives. (Technology Marketing Corporation,
First connotations were simple: "jeans are tough and rugged as men who wear them". This image of a 100% man was even strengthened after western movies appeared. Soon jeans, and so Levi’s brand which in people’s mind turned to be their synonymous, became a symbol of freedom, adventure and independence. In this moment, managers of LS&Co decided to expand the brand. Even though there where various new cloths introduced to the market ; 501 jeans remained their top-selling product. It was their new brand strategy to "offer products for every life style", which turned to be a fiasco. Not only it didn’t bring expected results, what is more, this to big diversification caused drops in sales. It was so decided to come back to the core product and it’s image. To strengthen the Levi’s position on a market, their launched a new campaign which emphasizes emotional connection between jeans and theirs owner. To wear 501 it is to be yourself – they said.
LVMH was able to broaden the company’s media operations, create new retail outlet, enhance their line of champagne, and open fashion houses, like Fendi. LVMH found their corporate strategy was diversification into a wide variety of luxury products. They grouped all of their brands into six different business units. Their wine/spirits unit poss...
[a] company may have a unique vision, a superior product, strong management and an efficient distribution system – yet if it is not able to convey the core benefits of the brand to its target audience it will ultimately fail. [5]