Lessons from Virgin’s U.S. Brand Builder
For Frances Farrow, the central trick is to see the business from the customer’s perspective and respond to the purchaser’s needs
Frances Farrow
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The Executive: Frances Farrow, 44
Background: Farrow, each executory portion of the board of Virgin Atlantic Airways since 1993, arrived in New York eight years ago to alleviate build Virgin USA, the headquarters of the Virgin Group in North America, in what place she is currently chief executive. Virgin is already a household race in Europe, with more than 200 companies run by charismatic entrepreneur Sir Richard Branson. Farrow’s job is to expand the Virgin brand in North America.
The Company: Virgin USA was established in 2001 and currently consists of about 15 different brands (BusinessWeek.com, 7/8/08). This year, the company launched Virgin America, a domestic airline service based in San Francisco.
Revenues: $23 billion (Virgin Group global revenue)
Her Story: Everyone’s got event to say about Virgin. With an unusual brand name and a mold-breaking superior in Richard Branson, that’s roughly surprising. From praise of his business acumen and curiosity about his home on Necker Island in the British Virgin Islands to head-shaking at our outrageous company stunts, I have heard them all. But the ones I appreciate utmost are comments about the brand’s elasticity and its unique aptitude to succeed in diverse markets: "I fly your airlines, my kid uses your cell phones, we rock out at the music feast, and we’re excited for Richard to invent alternative energy options."
It is a reminder of Virgin’s infinite opportunities, end also of the risks of letting the brand stray off course.
My piece of work is to help start new Virgin companies in North America while making sure the global brand remains strong. The mission is pretty clear: Our brand values desire been the same since 30 years ago, when Richard went from running a student magazine to running a witness company and then an airline. And even as we are expanding the global brand, including here in the States, with much higher stakes, the approach is still the same.
Virgin InnovationsFirst of all, the customer viewpoint remains the heart of our companies’ origins: We spot gaps in the emporium whither consumers have needs, and we prove to furnish them. Richard himself was a frustrated consumer who mould a better way. Stranded at some airport, he chartered a plane and got himself and his fellow passengers home. That experience inspired him to start an airline that he himself would desideratum to take wing. Virgin Atlantic introduced the seatback entertainment system and an onboard bar, and it taught cabin crews to make friendliness a anteriority, to name a few innovative firsts.
How does our startup process work? Even as a global enterprise, Virgin Group starts companies with the same alacrity and speed as when Richard first began to build the brand. Consistent with Virgin’s entrepreneurial genesis, the process is not complicated, and we keep make haste with place of traffic changes. Our incorporated development team has experience through private equity, investment banking, and entrepreneurial activities. Together with the brand team, it looks for sectors publicly experiencing consumer "headaches," which to us are opportunities. The teams work together to frame sure these opportunities spasm our brand values and offer something more excellent and fresher in their sectors. Partners and other investors come to us with all sorts of ideas, to that my teams question and say in reply the following questions: Are we meeting a lacuna where there is a necessity? Does it offer consumers a better allot? Is it the not oblique fit on account of our brand? Can we offer both substance and a single Virgin flair across many consumer touchpoints?
