Virgin's various diversification moves in terms of Ansoff's framework

BOX A existing Virgin stores of market penetration BOX B launching new products and services to existing markets Virgin Cosmetics, VirginVodka Virgin Mobile BOX C Virgin Mobile business into India could be related diversification strategy in terms of market development existing service to a new market BOX D move from Virgin Stores into the airline business - Conglomerate Diversification strategy

How does Virgin add value as a corporate parent? Is there anything more it should do to add value? added-value activities include public relations and marketing skills the possible provision of a ready-made brand the opening up of more channels to finance with better terms the use of experienced start-up managers to increase the chance of success the ability to take a longer term perspective than would be afforded by such a group were it operating as a PLC .

Assessment of whether moving further into the banking industry is the right strategic option for Virgin. Does the continued pursuit of this industry suggest a more careful hidden strategic plan that is not revealed to outsiders? From case study material we could see that there are distinct strategic patterns as the organisation has grown. Not having some format strategic plan. Virgin has been gaining sufficient experience in financial offerings what condition an industry has to be in for the Group to venture into (use Porter's 5 forces). Does the banking sector meet this criterion? does a possibility exist to restructure this market and gain competitive advantage? does financial services constitute an 'institutionalised' industry that is ripe for 'shaking up'?

What would be the challenges faced by a successor to Sir Richard Branson, and what might he or she do? Some of the issues students might consider include all aspects of his ability and personality need to be evaluated and then the question is which-of these -will need to. be- replicated in a- new leader some may not found easily some may not be necessary! Where the company is, in terms of growth and financial condition, thus What is the type of leader required, depending on growth and financial condition. What the new leader may need to do. Change of brand image? Create additional brands to suit changing consumer preferences? Less diversification in the future? Rationalisation of the existing business, including divestments? How will the Group maintain its unique 'fun but competent' image in the future?