CASE STUDY: INTERNAL BRANDING AND HRM AT VIRGIN

Case Study: Internal Branding and HRM at Virgin

Case Study: Internal Branding and HRM at Virgin

Introduction

Virgin Group Limited is a British brand based venture capital management business conglomerate tycoon Richard Branson. Virgin Group appointed day incorporation is recorded in 1989 by the Companies House that the class as a holding company, although the company Virgin and other companies dealing day appointed for the 1970. The cash value of Virgin Group Ltd. in September 2008 is 5.01 billion pounds. It comprises over 400 companies around the world. (Hannifin, 2000, pp. 101-115)

Virgin Group operates from its agency head in the school house, 50 Brook Green in London Borough of Hammersmith and Fulham. Although Branson retains all ownership and control of the Virgin brand, financial start-up businesses that use are diverse and complex. Each of the companies operating under the banner of the Virgin is a separate entity, with Branson owns quite a few stakes and retains most or others. From time to time, which easily allows the emblem of a company that has bought a partition of it, for example, Virgin Mobile USA, Virgin Mobile Australia, Virgin Radio and Virgin Music?

The emblem title "Virgin" originated when Branson and a colleague started his first company, a record store. They are advised virgins in business. The current logo of the Virgin was originally outlined in a paper napkin and remains almost unchanged since 1979. (Hannifin, 2000, pp. 101-115)

Earlier adopting individuals tend not to be different in age, but to have more years of education, higher social status and upward social mobility, be in larger Virgins, have greater empathy, less dogmatism, a greater ability to deal with abstractions, greater rationality, greater intelligence, a greater ability to cope with uncertainty and risk, higher aspirations, more contact with other people, greater exposure to both mass media and interpersonal communications channels and engage in more active information seeking.

Important roles in the innovation process include: (Dawson 1994: 33)

Opinion leaders (who have relatively frequent informal influence over the behavior of others);

Change agents (who positively influence innovation decisions, by mediating between the change agency and the relevant social system);

Change aides (who complement the change agent, by having more intensive contact with clients, and who have less competence credibility but more safety or trustworthiness credibility).

The change agent functions are:

to develop a need for change on the part of the client;

to establish an information-exchange relationship;

to diagnose the client problems;

to create intent to change in the client;

to translate this intent into action;

to stabilize adoption and prevent discontinuance; and

To shift the client from reliance on the change agent to self-reliance.

Doe Theory is at its best as a descriptive tool, less strong in its explanatory power, and less useful still in predicting outcomes, and providing guidance as to how to accelerate the rate of adoption. There is doubt about the extent to which it can give rise to readily refutable hypotheses. Many of its elements may be specific to the ...