The head of the branded private investment company owner of the Virgin brand reflected on the new principals of growth of the group. Additionally, Virgin had been competent to apply the Virgin brand to a number of diverse products without damaging the brand. Their confrontation had been resulting in the capital to finance the novel enterprises rather than the brand. He faced a number of difficult choices, as Murphy considered their growth strategy for the following decade.
How should he fund new ventures? The Group had sold stake in its corporations and had signed with them licensing agreement for the use of the Virgin brand name, while growing. The Virgin Group was today a loose group of companies some linked by brand licensing agreements exclusively to Virgin. Should they expand by signing licensing agreements that are new? Second, what kind of chances are supposed to be seen? Should they remain acting as a venture capital firm, developing new enterprises as before or should they invest in larger and more established firms? What would be the consequences of their picks on the Group and on the brand? Would they consistently manage to inject the culture that is Virgin and turn companies around?
Virgin Group Finding New Avenues for Growth, Chinese Version Case Study Solution
PUBLICATION DATE: March 13, 2012 PRODUCT #: 616C05-HCB-CHI
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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