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(a)
Mostpubsnowhaveadedicatedfamilydiningarewherechildrenandadultscaneattogether.Theareaisrestrictedandlimitedtomealtimesonly.Thisisasocialexamplethataffecteditsbehaved.Becausemostofpubsarenotallowedchildreninthebararea.ButtheJDWetherspoonchangedtherule.Thisaffectsthatthefamilycaneattogetherandhasagoodatmosphereofthepubs.
Aboutthetechnology,thecompanycostmorethan100,000poundstoeachhasaventilationsystem.Tothepubsthisisabigcost,ofcoursethroughthisventilationsystem,theycangivethecustomersabetterenvironmenttoenjoying.Andthissystemaimstoensurethatthecustomersdonotleavesmellingofsmoke.Andtheydidit.AlsotheyacquiredtheLloydspubchainconsistingof10pubsin2000,theyhavedevelopedtheLloydsNumberOnebrandandgreatlyincreasedthenumberofoutlets.
Theeconomic.TimMartinisanotedeuro-scepticandin2002printed500,000beermatsandputup10,000‘savethepound’posterstoencouragecustomerstothinkabouttheissuewhiletheydrink.Coshejustifiedthembyusingtheresultsofapollamongcompanystaffwhichshowedthat90%wereagainstthesinglecurrencyand95%werehappyforthepubstobeusedinMartin'
s'
No'
campaign.
Political:
TimMartinprinted500,000beermatsandputup10,000‘savethepound’posterstoencouragecustomerstothinkabouttheissuewhiletheydrink,buttheUnionleadersandotherscondemnedhisactions,becauseTimMartinwasaeuro-sceotic.
Legal:
MonopoliesandMergersCommissionwhichseverelylimitedthenumberofpubswhichabrewercouldoperate.Thispolicyletthecompanytochoosebetweenbrewingandretailing.
Environment:
Forgivethecustomersabetterenvironment,thecompanysetatleastaquarterofthespaceineachestablishmentisnon-smoking.Becausethepeoplecameinthisplaceincludingchildren.Thisideawillgivepeopleabetterenvironmentandgivethepeoplewhowantsmokingaspace,sothisisagoodidea.
(b)
Strengths:
theventilationsystem,theinvolvementandcommunication,therelationshipbetweenthebossandstaff.
Weakness:
weaknessesareshortfallsinskillsandresources,theyshouldbecorrected.Inthe21stCentury,thereweremoreandmorecompetitionsappearing,whichcausedtheirproductsandservicestobedifficulttodifferentiate.Likein2004,theplannedopeningratefornewpubswasscaleddowntoabout30ayear(atonetimethecompanyhadatargetofopening100newpubsayear).
Opportunities:
theplasmascreens,sortofpubsitwishedtooperate,thetasteofthecustomerschangedhasadaptedtoourstyle.
Threats:
ThreatsmayendangertheoperationsofJD,suchasthereisanewcompetitorinthemarket,during2002-2004,supermarketbegansellingdrinks.supermarketsbegansellingdrinksatloss-leaderprices,increasingpublicandgovernmentconcernaboutbingedrinkingandtheconsequentanti-socialbehavior.
Thestrengthsletthecompanyhaveagoodpositioninthecompetitions,liketheventilationsystem;
givethecustomersagoodenvironment.Thecompanyshouldimprovetheweaknessesletitbecomethestrengths;
atleastdon’taffectthecompanyinthecompetitions.Ofcourse,thecompanyshouldtaketheopportunities,thiswillgivethecompanyachancetogetanotherheightandenlargethecompany.Liketheplasmascreens,thiswillgivetheJDWetherspoonabigchance,becauseatpastthepubsnoscreens,soletthecompanylossofsomecustomers.Sothiswillhelpthepubshaveachancetobringmuchmorecustomers.Thethreatsshouldavoidbeforeithappen.
(c)
ThroughtheSWOTanalysis,wecanseewhatareouradvantagesanddisadvantages.Themanagersshouldknowourstrengthsshouldcomparewithourcompetitors,isbetterthantheopponent’sstrengths.Forexampleourventilationsystem,inthemarketthisventilationisbetterthanourcompetitors,soisourstrengths.Withthetimepast,maybethestrengthswillchangeandbecomeourweakness,sothemanagersshouldknowthemarketandcompetitorsthengivetherightdecisiontokeepourstrengths.Fromotherside,weknowthestrengthscanchangetoouropportunitiesandtheweaknessesalsowillchangetothethreats.Sothemanagersshouldregularsurveysofthemarket,checkyourstrengthsandweaknesses.Thiscanletthecompanyinagoodposition.Themanagersalsoshouldanalysiswhatisexternalenvironmentandwhatisinternalenvironment,maketherelationclearthenmaketherightdecisionforthecompany.
II.Organizationalculture
InJDWetherspoonthecultureofthecompanywasthatcustomersdemandforthecenter.Forthisphilosophythecompanyworkshardinmanyaspects.Thebossandthestaffssharedvalues.Theythinkthepeopleareitsbestassets.Sogivethepeopletrainingtojointhecompany.Themanagersandbosskeepintouchwithhis/herstaffandlistentothem,workedwiththem,thiscangivethecompanyagoodrelationshipwiththestaffandmanagers.
(b)
Fromthecase,wecanseetheJDWetherspoonwasaworkhardculturecompany.Firstly,thecompanyhasahighinformationfeedback.IncasetheJDWetherspoonplacesgreatimportanceonlisteningto,andactingon,feedbackfrommembersofstaffonallaspectsofbusiness.Secondlythecompanyhasahighrateofreturn.JDWetherspoonbecameaplcin1992atwhichtimeitconsistedofachainof44pubs.Itnowhasover600pubs,whichmeansthatithasexpandedonaverageattherateofaboutonenewpubeachweek.Anotheraspectwasthatin2000,itacquiredtheLloydspubchainconsistingof10pubs.Thisalsocanseethecompanywasahardworkculturecompany.Fourththecompanyhasastrongerentertainmentfunction.ThecompanyplayedmusicinthebarandsportsgamesTVshow.Thecompanyhasastrongercompetitionwithothercompetitorsandretailer.ButtheJDWetherspoonalsotakeabigsharedinthemarket.It’sabigoneinthismarket.Fromaboveaspects,wecansaytheJDWetherspoonwasaworkhardculturecompany.
JDWetherspoon’sculturewasthatcustomerdemandforthecenter.SothecompanyfromuptodowntreatthecustomersastheGOD.Sogivepeopleaequalfeel.Thisreflectsinthestaffandthemanagers.Inthecompanyanyonecantalktothemanagerandcommunicatingwiththemanager.Thekeyaspectofthecompany’soperationis“involvementandcommunication’.Staffarekeptintouchwithweeklynewsletters,monthlycompanyvideoandbypublicizingtheminutesofBoardmeetings.Alsothestaffsgavesuggestionstothecompanyandadopted.
(d)
Infirstofthe21sttheJDWetherspooncompanyfromthehardworkchangestothetoughguy.Inthistimethecompanyfacedhighexternalrisk.Inthecase,theretaillicensingmarkethadadaptedtothechangesinthe‘tighthouse’systemandotherretailpubchainslikeRegentInnsandPunchTavernshadbeendevelopingtheirbusinesses.Thisshowsthatthecompanychangedtothetoughguycompany.Thedifferencebetweenthetoughguyandhardworkistheexternalrisk.Thetoughguyhasahighexternalrisk.
III.Businessstrategy
Fourpossiblestrategiesandmarketdevelopment:
AccordingtheAnsoff’sMatrix-PlanningforGrowth,therearefourpossiblestrategiesmayadoptbyorganizationsinthecase,marketpenetration,theyaremarketdevelopment,productdevelopmentanddiversification.
Companywouldmarkettheirexistingproductstotheirexistingcustomerswhentheytakethestrategyofmarketpenetration;
whiletheywillmarketexistingproductrangeinanewmarketiscalledmarketdevelopment.Andproductdevelopmentiscalledthosenewproductstobemarketedtoitsexistingcustomers.Inthediversificationcompanywouldmarketcompletelynewproductstonewcustomers.
Strategy:
marketdevelopment:
Before21stcentury,JDWetherspoonplchasapolicyofexpansion.JDWetherspoonplcprovidedtheatmosphereandfacilitieswhichrequiredbycustomersandpubswhicharefairlylarge.Asaresult,oldandpotentialconsumersareattractedtoconsumeinpubsmorefrequently.Accordingthechangeofsituation,managementofJDWetherspoonplchastakenthemarketdevelopmentstrategyforexistingproductsrangeinnewmarket.
Withinthestrategyofmarketdevelopment,JDWetherspoonplchasgotsomebenefits.First,thesalesareincreasingfornewpubsbringmoreconsumptionofproductsofJDWetherspoonplc.Second,thecostofproductsarereducedforscale-economics’influenceandprofitareincreasingatthesametime,alsoJDWetherspoonplchadgotmoremarketshareswiththegrowthofpubs.Third,consumersaremoreattractedbyJDWetherspoonplcanditsreputationisbetterdaybyday.Last,JDWetherspoonplchadstoredplentyofwonderfulexperienceinmanagingandoperationskillsthatcouldbeusedwhenenteringtheoverseasmarket.
Analternativestrategy:
productdevelopment:
Inthe21stcentury,JDWetherspoonplcfacessomebarriers.Inordertosolvetheseproblems,JDWetherspoonplctakestheproductdevelopmentstrategy.Somenewproductsandservicesareprovidedtoexistingcu