商务文化与策略hndWord文档格式.docx
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商务文化与策略hndWord文档格式.docx
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put
up
10,000
tosave
pound.
Economic:
The
supermarket
began
selling
drinks.This
result
people
at
home
this
company
lose
its
competitive
prices.SoJDsavedthepound.
Social:
J
D
Wetherspoon
does
not
serve
complimentary
crisps
with
baguettes.
Customers
thought
fried
food
healthy.Also,
they
to
reduce
wine
drinking.Then
Wetherspon
plc
develops
kind
of
low
ethanol
wine.
Technological:
JDhave
plasma
screens
can
show
TV
programmers.Thereisa
ventilation
system
(costing
more
than
£
100,000)
which
aims
ensure
thatcustomers
do
leave
smelling
smoke.
Legal:
The
‘tied
house’
had
been
broken
by
ruling
from
Monopolies
could
operate.Thegovernmentconcernaboutbingedrinking,sothepubneedestablisharangeofrules.There
law
severely
limited
number
pubs,
so
JD
as
retailer
stepped
into
market
gotten
many
advantages.
1.2SWOT
Strength:
kids
eat
bar
parents.
In
addition,
lower
price
sold
wide
range
real
beer.Moreover,
places
great
importance
on
listening
acting
on,
it
has
two-way
communication
members
staff
all
aspects
business
feedback.
Weakness:
JDcannotmeetthesocial-cultureevenitdidhaveTVscreensanditspeacefulmottoisalsonolongerfitted.SothatthepubscannotsolicitthosecustomerlikemusicorTVlover.In
2001,
long
stock
favourite
but
share
also
fell.
Opportunities:
Pubsarenotonlyprovidebreakfast,butalsobuiltadedicatedfamilydiningareawhichmakechildrenandadultseattogether.JD
begun
developing
budget
hotel,
develop
another
increase
profit
.
JDused
have
clear
idea
choose
what
sort
pubs
wished
operate
combined
them
perfectly
while
other
operators
cannot
did
this.
Threat:
Therearemoreandmorecompetitors,suchasRegentInns,Punch
Taverns
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
only
be
used
for
consulting,
we
couldn’t
use
make
strategy.OpportunityandthreatencanbefoundedinPESTELthatimpliesmanyfactorofexternalenvironment.
2.0Section2
2.1ValueofCulture
Organizationalcultureencompassesvaluesandbehaviorsthat"
contributetotheuniquesocialandpsychologicalenvironmentofanorganization."
(TheBusinessDictionary.Organizationalculture2015)In
words,
culture
values
Shared
group
person
take
together
constitute
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
Deal
Kennedy
will
judging
type
fit
company.
Throughthecase,wecanfoundthatTim
manages
his
mind
idea,
include
industry,
work
hard
every
day,
then
holiday
several
days.
suit
hard/play
culture.Theyalsohavehighlevelenergyandcustomer-orientation.JDprovidelowerpricesofbeerandgoodservice,andmaintenance.The
always
pays
highly
attention
customers,
information’s
high-speed
recreation,thefeedbackwillrapid.Theemployeesalwayshavehigh-speedactionswhichresultinhigh-speedrecreationactivities.JDalso
these
suggestions
quickly.Sotheriskislow.
2.3RelationshipbetweenBehaviorandCulture
OrganizationalBehavioris“thestudyofhumanbehaviorinorganizationalsettings,theinterfacebetweenhumanbehaviorandtheorganization,andtheorganizationitself”(Moorhead,G.,&
Griffin,R.W./1995).Organisationbehavioristheresponseofthesystemororganismtovariousstimuliorinputs,whether
internal
or
external,
conscious
subconscious,
overt
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
main
strategies
are
classified
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
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
1980s
1990s
During
1990s,JDWetherspoonadoptedthedifferentiation.Inthecase,JDWetherspoonisapubchain,whichhasmanypubs.Thecompanyaimstomanagethepubtosatisfiedwiththecustomer,anditwasalwaysmakeitsstrategyinthepubchain,allactionsofJDlikeprovidecheapbeerandnon-smokingareaandsoon,whichareallofsetthemainpointtoitspubmanagest
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