Swot Analysis Of Virgin Group

Analysis and Assessment
Analysis of the Corporate Strategy Employed by Virgin Group
From its beginning as a start-up, the Virgin Group still utilizes the same strategic model, which entails devolving from its original values and culture. Markedly entrepreneurial, Virgin group has no headquarters even though it has overseen an extended period of considerable growth and persistent profitability. Uniquely, even though lacking a specific corporate structure, Branson, his advisers and senior executives are observed to establish a team capable of guiding Virgin Group’s business development, entire financial control and overall strategy. Thus, all strategic objectives likely to involve altering the financial, organizational or managerial structures,
This facilitates an inherently sustainable competitive advantage for the group. To many consumers, they perceive Virgin as having the best interests of the customers at heart. However, the risk persists over sustainable competitive advantage especially from events likely to tarnish the Virgin brand. Nevertheless, Virgin has managed to gain entry to numerous industries via partnerships and joint ventures as it did with Singapore Airlines in its airline business and Stagecoach in the case of rail
Centralization and decentralization are reflections of the levels in which decisions are taken. For centralized firms, decisions are undertaken at the higher organizational levels and vice-versa applies (Gulati & Puranam 2009). Hereby, Virgin Group is made up of a loose alliance of independently controlled companies linked by the Virgin trademark. Branson has conferred significant rights to executives in various companies to take decisions to take decisions that will improve each organization based on his people-oriented capitalist vision. For Branson, it is essential that every individual believes in hard work and approaches his or her responsibilities as if dealing with own company (Gulati & Puranam