商务文化与策略hnd.docx

商务文化与策略hnd.docx

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商务文化与策略hnd

1.0Section1

1.1PESTL

Political:

There was increasing public and government concern about binge drinking and the consequent antisocial behaviour, particularly in city centres. So that the Martin is a noted euro-sceptic and in 2002 printed 500,000 beer mats and put up 10,000 tosave the pound.

Economic:

The supermarket began selling drinks.This result in people drinking at home and this company lose its competitive prices.SoJDsavedthepound.

Social:

 J D Wetherspoon does not serve complimentary crisps with baguettes. Customers thought that the fried food is not healthy.Also, they began to reduce the wine drinking.Then J D Wetherspon plc develops a kind of low ethanol wine.

Technological:

JDhave plasma screens and can show TV programmers.Thereisa ventilation system （costing more than £100,000） which aims to ensure thatcustomers do not leave smelling of smoke.

Legal:

  The ‘tied house’ system had been broken by a ruling from the Monopolies could operate.Thegovernmentconcernaboutbingedrinking,sothepubneedestablisharangeofrules.There was a law severely limited the number of pubs, so JD as a retailer stepped into market had gotten many advantages.

1.2SWOT

Strength:

The kids can eat in the bar parents. In addition, they lower the price of beer sold to a wide range of real beer.Moreover, JD  places great importance on listening to and acting on, it has two-way communication from members of staff on all aspects of the business about the feedback.

Weakness:

JDcannotmeetthesocial-cultureevenitdidhaveTVscreensanditspeacefulmottoisalsonolongerfitted.SothatthepubscannotsolicitthosecustomerlikemusicorTVlover.In 2001, J D  had long been a stock market favourite but the share price also fell. 

Opportunities:

Pubsarenotonlyprovidebreakfast,butalsobuiltadedicatedfamilydiningareawhichmakechildrenandadultseattogether.JD also begun developing budget hotel, this can develop another market and increase the profit of J D . JDused to have a clear idea that it can choose what sort of pubs it wished to operate and combined them perfectly while the other operators cannot did this.

Threat:

Therearemoreandmorecompetitors,suchasRegentInns,Punch Taverns and the supermarkets.Themarketappearstoomanysupplierssothatthemarketingcompetitionisbecomefierce.ExternalenvironmentwillinfluenceonJDthroughopportunityandthreaten.Threatcoulduseopportunitiestomakeweaknessbecomestrength.

1.3EffectofSWOT

GuidelinesforSWOTAnalysis:

First,keepitsimple.It’simportanttofocusonyourorganization.Moreover,berootedinthenowanddon'tgetlostinthefuture.（http:

//www.ryerson.ca/~kjensen/strategic_planning/swot.html）

Withthechangeoftime,theinternalandexternalenvironmentwillchange.SoSWOTwouldchangealso.Strengthandweaknessbelongstointernalwhichcananalysistheinternalinformation,andtheopportunityandthreatenbelongstoexternal.Somestrength,butalsomaybeaweakness.Sotheorganizationshoulddistinguishwhatisthestrengthortheweakness.

A SWOT analysis is only be used for consulting, we couldn’t use SWOT analysis to make strategy.OpportunityandthreatencanbefoundedinPESTELthatimpliesmanyfactorofexternalenvironment.

2.0Section2

2.1ValueofCulture

Organizationalcultureencompassesvaluesandbehaviorsthat"contributetotheuniquesocialandpsychologicalenvironmentofanorganization."（TheBusinessDictionary.Organizationalculture2015）In other words, culture is a kind of values and Shared a group of person take together constitute a surviving design standard system. 

Sharedvalueisahigh-profilesymbol,andaformalform.Itcanbecomeembodiedintheorganization’sideologyorphilosophyandactasaguidetobehaviorandwaysofdealingwithanxiety,uncertainlyanddifficultevents.Theorganizationsneed“sharevalue”.Fromonepart,itcanhelpthemtoguidethebehaviorofemployeesandregulatetheworkers.Ontheotherhand,“sharevalue”istheessentialpartoforganizationalculture.Assumptionvalueislow-profilesymbol,informalformandunspokenrules.Thebasicassumptionsatveryfundamental,almostsub-conscious,leveltellemployeeshowtoperceive,thinkandfeelaboutthings.Duetounseenandnotopenlyidentifiedinthedaytodayinteractions,thesefactorsalsocalledas“unspokenrules”.

Inthecase,pubsarecommonlyconsideredassocializearea,sothepubsalwayssupplycheapfoodandcomfortablecommunicatingatmosphere.Evenmorewhenpeoplehaveawarenessofnon-smoking,thepubswillsetupaspecialareafornon-smokingwhichmeetsthecustomer’sneeds.

2.2TypeofCulture

DealandKennedycreatedamodelofculturethatisbasedon4differenttypesoforganizations.Theyeachfocusonhowquicklytheorganizationreceivesfeedback,thewaymembersarerewarded,andthelevelofriskstaken:

Work-hard,play-hardculture;Tough-guymachoculture;ProcesscultureandBet-the-companyculture.（http:

//changingminds.org/explanations/culture/deal_kennedy_culture.htm）The mode of Deal and Kennedy will be used in judging which type is fit for this company. Throughthecase,wecanfoundthatTim Martin manages the company with his mind and idea, it company is include by the food industry, all the staff work hard every day, and then they will have a holiday for several days. So J D  is suit the  work hard/play hard culture.Theyalsohavehighlevelenergyandcustomer-orientation.JDprovidelowerpricesofbeerandgoodservice,andmaintenance.The company always pays highly attention to the staff and the customers, and the information’s high-speed recreation,thefeedbackwillrapid.Theemployeesalwayshavehigh-speedactionswhichresultinhigh-speedrecreationactivities.JDalso does these suggestions quickly.Sotheriskislow.

2.3RelationshipbetweenBehaviorandCulture

OrganizationalBehavioris“thestudyofhumanbehaviorinorganizationalsettings,theinterfacebetweenhumanbehaviorandtheorganization,andtheorganizationitself”（Moorhead,G.,&Griffin,R.W./1995）.Organisationbehavioristheresponseofthesystemororganismtovariousstimuliorinputs,whether internal or external, conscious or subconscious, overt or covert,and voluntary orinvoluntary.（Elizabeth,2014）.Therelationshipbetweenorganisationbehaviorandorganisationcultureisconsistentrelationship.Inthiscase,therearenumbersofideasandsuggestionsarediscussedeachweekincompanymeetingandstaffarerewardedfortheirsuggestion,staffcanalsodiscusscompanyissueswithboardmembers.

2.4Anotherculturetype

AccordingtoDKmodel,JDcouldchoosetoughguy,whichhavehigherriskandslowerfeedbackthanworkhard/playhard.JDcancarryoutmorepartytoattractcustomerandtakecost-advantagetoconfrontcompetitor.Andthetypeoftoughguymostlyappliestothistypeofcompanywhichfast-movingfinancialandpoliceforceorathletescompetinginteamsports,andtheyarefocusonthepresentratherthanonthelonger-termfuture,theymakemoreshort-termdecisions.AsthedrawingofChristmasEve,JDcanplanaactivitytopromotetheirproductandservice.So thefeedbackisrapid,andexisthighrisk.However,eventherewardoftoughguyishigh,italsomayresultinstressofstaffandhasinfluenceontheperformanceofemployees.

3.0Section3

3.1Businessstrategy

The main strategies are classified into four types:

 cost leadership, differentiation,focusdifferentiationandpenetration.

Costleadership:

isaconceptdevelopedbyMichaelPorter,usedinbusinessstrategy.Itdescribesawaytoestablishthecompetitiveadvantage.Costleadershipmeansthelowestcostofoperationintheindustry（Stahl,Grigsby，1997）.Thecostleadershipisoftendrivenbycompanyefficiency,size,scale,scopeandcumulativeexperience（learningcurve）.Acostleadershipstrategyaimstoexploitscaleofproduction,welldefinedscopeandothereconomies,producinghighlystandardizedproducts,usinghightechnology.Businessenvironment:

strongcompetitionandathreatofsubstituteproducts.

Differentiation:

istheprocessofdistinguishingaproductorservicefromothers,tomakeitmoreattractivetoaparticulartargetmarket.Thisinvolvesdifferentiatingitfromcompetitors'productsaswellasafirm'sownproducts（Chamberlin,1949）.Businessenvironment:

Thechosenbasisfordifferentiationshouldbeinherentlydifficulttoimitate,andwillprobablyneedtobedevelopedovertime.Itcouldreduce rivalry with competitorsandimprovecustomerloyalty.

Focusdifferentiation:

seeksahighpricepremiuminreturnforahighdegreeofdifferentiation.Itmeansfocusonawell-definedandprobablyquiterestrictedmarketsegment.Businessenvironment:

Ifthemarketwassaturated,thefocuseddifferentiationcouldprovideopportunities.

Penetration:

Itmeasuresthebrandpopularity.Itisdefinedasthenumberofpeoplewhobuyaspecificbrandoracategoryofgoodsatleastonceinagivenperiod,dividedbythesizeoftherelevantmarketpopulation（Farris,Bendle,Pfeifer,etal,2010）. Marketpenetrationisoneofthefourgrowthstrategiesofthe Product-MarketGrowthMatrix asdefinedbyAnsoff.Businessenvironment:

Inastagnatingmarketincreaseinsalescausethereisonlypossiblebygrabbingmarketsharefromrivals.

3.2Strategy during the 1980s and 1990s

During the 1980s and 1990s,JDWetherspoonadoptedthedifferentiation.Inthecase,JDWetherspoonisapubchain,whichhasmanypubs.Thecompanyaimstomanagethepubtosatisfiedwiththecustomer,anditwasalwaysmakeitsstrategyinthepubchain,allactionsofJDlikeprovidecheapbeerandnon-smokingareaandsoon,whichareallofsetthemainpointtoitspubmanagest