HND商务文化策略报告.docx

HND商务文化策略报告.docx

《HND商务文化策略报告.docx》由会员分享，可在线阅读，更多相关《HND商务文化策略报告.docx（9页珍藏版）》请在冰豆网上搜索。

HND商务文化策略报告

Introduction

ThereportisaboutthechangeintheexternalenvironmentinJDWetherspoon.ItanalysistheSPELTandSWOToftheJDWetherspoon.ItalsoanalysistherelationshipbetweenorganisationalcultureandorganisationalbehaviorintheJDWetherspoon.JDWetherspoonplcwasfoundedbyTimMartinwhoopenedthefirstJDWtherspoonpubin1979.Itnowhasover600pubs,whichmeansthatithasexpandedonaverageattherateofaboutonenewpubeachweek.

Section1Externalenvironment

SPELT

TheSocial-culturalfactorsareJDWetherspoonprovidechildren’scutlerywithchildren’smealstoconveniencechildren.Mostpubsnowhaveadedicatedfamilydiningareawherechildrenandadultscaneattogether.Theareaisrestrictedandlimitedtomealtimesonly.Childrenarenotallowedinthebarareasandthecompanybelieveitdoesgreatlyaltertheatmosphereofthepubs.

TheTechnologicalfactorsareeachhasaventilationsystem（costingmorethan£100,000）whichaimstoensurethatcustomersdonotleavesmellingofsmoke.JDWetherspoonalsohasplasmascreensandcanshowTVprogrammes.

TheEconomicfactorsisin2004,isclearpriceincentivedrinksliquorlargermeasures,andreduceitscocktailhastothesesalestoproduceadverseeffectpitcheramountofalcoholin.In2002,thepriceofthestockraisedmorethantentimesitsoriginalvalue.

ThePoliticalfactorsarerelatedtoalcoholandanti-socialbehavior,thegovernment'sattention,especiallyinthecitycenter.SotheJDWetherspoonreaction,reducingtheirdrinkingcocktailpitcherinuse,theycanceledallpriceisfavourable,drinksliquorgreatermeasures.

TheLegalfactors,thelinkbetweenthebrewingcompanyisthetraditionalhousesandbarsthatlinethesystemhasbeenlifted,fromthedeterminationoftrademonopoliesandquantitativerestrictionsonthemergercommitteecanoperatebarsandbeer.JDWetherspoonretailersenteringthemarket,representsacompanywhodidnotpreviouslyexist.

SWOTanalysis

TheSWOTanalysisincludedstrengths,weaknesses,opportunitiesandthreats.

Strengths:

theWetherspoonJDwithagoodtrackrecordofprofitsharingandsufficientcapital,thepriceischeap.Itprovidescheapbeer,thismeansthatthemorecompetitiveWetherspoonJD,attractmorecustomers.

Weakness:

lackofmusicandcenterpositionofWetherspoonjJDprovidedthatnomusicquiteatmosphere,peopleprefertosomeentertainmentpubs.WetherspoonJDthedowntownbarmodenowmayhavebeenoutofdate.IntownsandcitiescentermoreandmorebarisoneofthegreatcompetitionstoWetherspoonJD.

Opportunity:

JDWetherspoonopportunityintoanewjudgenot.ThebeginningofWetherspoonJDdevelopedeconomyhotelaccommodationfor'Wetherlodges'andfamous.AllThehotelsaresetcolumnfacilities.ThebarsandrestaurantsWetherspoonJDotherget.TherelativelynewopportunitiesofThecompetition,itiscustomerdemandischanging.Therefore,theWetherspoonJDtakestepstomeetdemand.Thiswouldattractmoreoftheexistingandpotentialcustomersbar.

Threat:

thesupermarketbegansellinglossesleaderspricedrinks.Thismakesithardtoinpricecompetitiononthebar,andencouragewaterhome.Thereisagrowingpublicandgovernmentofalcoholandtheresultingantisocialbehavior,especiallyinthecitycenter,attention.Gotothepubhasbeendiscouraged,soitisfortheirthreats.

JDWetherspoon’sSWOTanalysis

TherearesomeguidingprinciplesWetherspoonJDthemanagementcanuseconductiveSWOTStrengthsandweaknessesorder.Itisasetofinternalenvironmentanalysis.Opportunitiesandthreatsisexternalenvironmentanalysis.

AboutthestrengthsandweaknessesIn.Inrealitymeanswhenorganization'sstrengthsandweaknessesofanalysis,itshouldbebasedonfacts,notimagine.

TheSWOTanalysisistoconcrete.Avoidgreyzone.Ifthereisakindoffactorscanberegardedaspower,itcanalsoberegardedasweakthinks,thisisnotspecific.

KeeptheSWOTanalysisofshort-termandsimple.Avoidcomplexityandexcessiveanalysis.Avoidcomplexityandexcessiveanalysis.Ifyouwanttoincludemanydots,eachquadrantSWOTmatrix,itisagoodideatothem.

Mixedwiththecurrentstateofexpectation,itwillcausethedistortionoftheresults.

Section2Organisationalculture

TheorganisationcultureinJDWetherspooninterms

"Grantedassumptions"isforhumanityandlivingenvironmentanddeepunderthesurface,isalsounabletoobserve.Inaverybasic,almostpointsofPLCWetherspoonJDconscious.BasicassumptionsareestablishedbyTimMartinwhobasedon1946byGeorgeOrwell'sarticles,speakofahypotheticalbarmodel,called'thewaterunderthemoon".Thisprovidescheapbeer,goodconversationatmosphereandsolidinarchitecture.TheWetherspoonJDfacilitiesmustbemadebyTimMartinhypothesis.Inthechangingconsumer'sneedsandfacedwithmorecompetitionofthepace,basicmethodstoWetherspoonJDtheundergonemanychanges.

"Commonvalues"isclearorimpliedbasicidea,conceptsandprinciples,ofthebasisisorganizationalculture,andguidedecision-makingandstaff,managementbehaviorand

membersoftheorganization.Itinideologyorideasandactionsreflectastheguidingbehaviorandanxietyandtheuncertaintyofthedifficulteventhandlingmethods.JDWetherspoonplacetolisten,andact,feedbackstaffinallaspectsoftheenterprisehasimportantsignificance.

Suggestedinweeklymeetingsandstafffortheirproposalshallberewarded.Membersareconstantlyupdatedandwithintheorganization,therefore,theygetbettermoraleandkindness,intheirworkbecomemoreactive.Therefore,thestaffknowtheyintheorganizationvalue,willeventuallypaycloseattentiontoprovideit.

TypeofcultureusedbyJDWetherspoon

Fourculturetypesforpower,role,taskandpersonalareoutlinedbyCharlesHendy.Heoutlinedfourcultureofpowerculture,roleculture,taskculturesandpersonalculture'stype.TheattorneyWetherspoonbelongstocultureofpower.Intheorganizationofdecision,suggestspowercultureisconcentratedaroundkeyindividualsmallbureaucratsandflexible.Thispersonliketocontrolandbehindthepowerculture.ManyofthefeaturesWetherspoonJD,provedthatitbelongstocultureofpower.Forexample,TimMartinisinWetherspoonJDtheparents.InajointstatementWethersponinthepasttwoyearsinthetwentiethcenturydecadesofsuccessislargelyattributedtofounder.Digitalismorewillingtotalkaboutthepowerofpeoplewhofeeltheirreactionsandspreadwithhisorherenthusiasmandpassion.Theirgreateststrengthliesintheirimmediateresponseabilityandintuitionistcommunication,becauseinaveryshortcircuit,becauseofconcentrationofpowertochanceorcrisis.

TherelationshipbetweenorganisationalcultureandorganisationalbehaviourinJDwetherspoon

Cultureistheguideandshapingemployeesofattitudeandbehavior,fromacertain

sense,decision-makingandcontrolmechanism.Atthesametime,israisingtheabilityoforganizationandcohesion.Organizationalcultureandorganizationalbehavior,anddeterminestherelationshipbetweenthemisconsistent.CultureofWetherspoonJDishardwork.Becausethecompanysayspeoplearethebestassetsofalltime.Theyencourageemployeestoparticipateinthedecision,inthemulti-channelcommunicationdecision-makingpart.TimMartinusedwithstaffthroughinformalmethodstories,letthemknowhishypothesis.Organizationalculturecanimproveorganizationalskills,andachievebusinessplan,andrealizedtheexcellenceofhighlevel.

Thedifferentmanagementapproach

Inroleculture,everybodyhasadistributionandlogicalderivationrole.Rules,system,processandprocedureistoensurepersonalreplaceableandbehaviorofthisorganizationspecification.Comparepowerculture,aculturecanreducebetweentheemployeesparticipationandcommunication,stiflecreativityandinnovation.Moreenterprisestructureandmanagementandleadershipfeedbackisslowlyuptoitshighest.Thetransitiontoanotherculture,andisacontroversialfield,sotheirroleisnotsuitableforculturalWetherspoonJDthehomework.

Section3Businessstrategy

Fourpossiblestrategies

Productdevelopment

Thisisanewproductwillsellexistingcustomers.Thisstrategymayrequirenewcapacitybuildingandrequestthecompanydevelopedproductrevisionofexistingmarket.

Marketing

Itmakesproductsonthemarketnewproductionline.Thismaybethecompany'sproductsandservices,oranewgeographicmarket,newUSES,newfield,exploration,to

attractnewcustomers.

Differentiation

Thepurposeofdifferentiation,isahugemarket,includingtheserviceastheuniquecreateproductsorintheindustry.

Marketpenetration

Wemarketourexistingproductstoourexistingcustomers.Thisstrategyisusedtoincreasebytheenterprisefromtheoriginalproductwithoutmarketstrategydriftingoriginal.Thisisimportant,becauseofenterpriseretainingexistingcustomersthanattractnewcheap.

ThestrategythatJDWetherspoonfollowedduring1980sand1990s

JDWetherspoonasinthe1980sand1990spotterdifferentiationstrategy.Duetothebarofdifferentmodefromotherbarowners.ThebiggestdifferenceisthattheWetherspoonJDnotplaymusicorTVprograms,toencouragedialogue,inthefirstquarterofspaceisnotsmoking.Othernotablefeatureisthattheywithlowpricesellsarealhighgradebeervariety,specialattentiontopublictoilets,allserviceprovidingfoodallday,withrelativelylowpriceselletc.Thisstrategyandusuallychargehighproduct,oftentoreflectthehigherproductioncostsforconsumersmorevalue-addedfunction.

Thetwodifferentst