Born July 18, 1950, England Virgin Group - 400 companies Companies cost $ 25 billion

A Frugal Billionaire Is an English industrialist (business magnate) The quintessential entrepreneur

He was knighted in 1999 for his Services to entrepreneurship

Sir Richard appears at No. 85 on the 2002 list of 100 Greatest Britons Sir Richard was also ranked in 2007's Time Magazine "Top 100 Most Influential People in the World". On 7 Dec 2007, United Nations Secretary presented Branson with the United Citizen of the World Award for his support for environmental and humanitarian causes

 When he was 16 years old, he dropped out of school to move t

o London and launch Student Magazine, which did relatively more success. At 19 founded the Virgin mail order record company Success in selling mail order records, opening of a recor d shop then launched own record label, Virgin Records. On May 25, 1973, the Richard Branson biography took on a whole new dimension with the release of Mike Old fields the first release for Virgin Records, which quickly becam e a bestseller throughout England GREAT SUCCESS

 Virgin Records music label Virgin Atlantic Airways (USA) Virgin Mobile (India) Virgin Media (UK's fastest broadband) Virgin Blue Australia Virgin Galactic

 Branson didnt run his businesses by

strategies. Instead, he keeps a to do list, that he writes at the begi nning of each day. In recent years, Branson has taken steps to define a strategy for the Virgin Group Branded Venture Capitalism was what his strategy advisor called it. Mingle like a common man, go ahead like a bullet. Size does matter: you need to challenge and compete with big brands to become big yourself. Take it easy, mix fun with work.

Main characteristics
Ability to connect with people.

Innovative approach to the business.

Like challenges and always disengage difficulties. Im not good at theory.Almost everything Ive learned, Ive learned by doing.

Topping my list of gut feelings is this: business has to give people enriching, rewarding lives, or its simply not worth doing.

STRATEGY Listen to people Encourage communication and feedback. Integrate personnel into other parts of organization.

BRANSON'S SKILLS Public Relations genius he understands what the media wants and gives it to them. He is likeable. He knows when to disappear.

CORE BELIEFS AND VALUES Helping people achieve things that they did not know they were capable of Being a catalyst to the success of others Constantly learning

VALUES AND BELIEFS He says that he never listens to critics. He is a sponge for new ideas Inspire people to think like Entrepreneurs

Quiet, serious, sensitive and kind. Do not like conflict, and not likely to do things which may generate conflict Loyal and faithful. Extremely well developed senses, and aesthetic appreciation for beauty Not interested in leading or controlling others

Flexible and open-minded. Likely to be original and creative. Enjoy the present moment.

Employee Empowerment

Patiently listens to Employees ideas

Not a conventional business person Never forces a consensus

Energizes people towards higher performance

Collaborating, Competing, Compromising, Avoiding, Accommodating

 Transformational Leadership-

Focused on bringing about changes in organization by building vision, securing commitment and empowering people.
Path Goal Theory(Participative Leadership)-

Leaders to provide information, support and resources to help followers achieve the goals.

 Situational Theory (Hersey & Blanchard):

High concern for relationship and low concern for task i.e. Participative behavior.
Ohio State Studies: He is a consideration type

of leader who believe in fostering informal relations. Establish warm, friendly and supportive climate for the subordinates to perform well.

 Art of delegation I have to be good at helping p

eople run the individual businesses Branson says his philosophy of "look for the best and you'll get the best" helped him build an e mpire recognized for its young, fun culture If a flower is watered, it flourishes. If not, it shrivel s up & dies. Employee should be given the opportunity to do well in a different Virgin Group j ob. Firing is seldom an option

 Motivational strategies extend to innovative ideas.

The key to encourage innovation within the Virgin ranks, suggests Branson, is to listen to any and a ll ideas and to offer feedback. Inspire people to think like entrepreneurs, and whatever you do, treat them like adults. One thing is certain in business. You & everyone a round you will make mistakes. You have to trust people around you to learn fro m their mistakes. Blame and recriminations are pointless.

Family oriented

Good in sports
Flexible Open-minded Welcomes different ideas and does not impose his decisions on employees

Had his own Advisory team

Abilene Paradox: Avoids Conflicts

WORLD RECORD ATTEMPTS

In January 1991, Branson crossed the Pacific from Japan to Arctic Canada, 6,700 miles (10,800 km), in a balloon of 2,600,000 cubic feet (74,000 m3). This broke the record, with a speed of 245 miles per hour (394 km/h). In March 2004, Branson set a record by travelling from Dover to Calais in a Gibbs Aquila in 1 hour, 40 minutes and 6 seconds, the fastest crossing of the English Channel in an amphibious vehicle.

RICHARD BRANSON NET WORTH IS $4.2 BILLION AS ON MARCH 2012

HE OWNS AN ENTIRE ISLAND FOR HIM SELF !

VIRGIN ISLAND