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Essay / Research Paper Abstract
A 4 page paper assessing a case study of Virgin Group in 1998. The recommendation is that (1) Virgin organize its businesses according to a central core such as transportation, entertainment, hospitality and other categories into which present businesses fit; (2) identify five the company believes it can maintain a position of no less than third place in the industry; and (3) sell all remaining businesses. Bibliography lists 4 sources.
Page Count:
4 pages (~225 words per page)
File: CC6_KSmgmtVirgin.rtf
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Unformatted sample text from the term paper:
The beginning of what would become Virgin Group was founded in 1970 by Richard Branson (Leader Speak, 2005). Twenty-eight years later, the company still was wondering what
it wanted to be when it grew up. By 1998, Virgin Group contained at least one representative company from most recognized economic industries. Containing more than 200 companies,
Bransons acquisition activities over the years had not included the other word commonly attached to "acquisition," that of "merger." Each of the 200 companies existed as separate, self-contained entities
operating under the Virgin name. Branson believed that avoiding the entanglements of merger activities preserved the companies business integrity, and it allowed him
to avoid relying on accounting sleights of hand in consolidating business results. Every company maintained its own records, its own balance sheets and its own cash flow records.
"Branson has little regard for accounting profits, preferring cash flow and capital value as the critical performance indicators" (Grant and Neupert, 2000; p. 278). Branson held that each of
the 200 companies was doing just fine, based on cash flow and capital value. Many of the companies related to others in terms
of their basic business focus, but others would not fit into any neat category. Some generated revenues at gratifying levels; others were capital intensive and were drains on the
overall enterprise, although technically they could be shown to be at least marginally profitable. Virgin Group had let itself to become spread too
thin. The company already had begun looking toward internal consolidation into groups by core businesses. In 1998, it needs to continue this effort and then take it one
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