HND商务文化与策略

1、AssessmentAssessment tasktask 1 1OutcomeOutcome coveredcoveredAllAll outcomesoutcomes (1-5)(1-5)SectionSection 1:1:(a).(a).The PESTEL analysis heading are a framework in which environmental influence arecategorized into six main types: political, economic, socio-cultural, technological,environmental

2、 and legal.1. P: political forces, as the political arena has a huge influence upon the regulationof business and the spending of consumers and other businesses. The political isincluding government stability, taxation policy, social welfare policies and thetrade regulations.In our case of J D Wethe

3、rspoon plc, the Monopolies and Mergers Commission take a rulingabout broken the ,tied house? system, this ruling limited the brewer selling the beerand brewing the beer at same time. And the government pays attention for thedisadvantage.2. E: economic forces, as the state of a trading economy in the

4、 short-term and long-terminfluence the wealth of a population. The economic is including interest rates,inflation, and disposable income and product seasonality and so on.About the J D Wetherspoon plc, in the start of twenty first century, J D Wetherspoonwas facing much more competition. The retail

5、licensing marking had adapted to the changesin the ,tied house? system and other retail pub chains like Regent Inns and Punch Tavernshad been developing their businesses.And the supermarket began selling drinks also haveinfluence on the company.3. S: socio-cultural forces. Such as religion and demog

6、raphics impact upon productdesign and spending by consumers. It includes lifestyle trends, education level,population demographics and social responsbilityIn the case, people more and more carefully to take attention on their health, so theybegan to reduce the wine drinking. Then J D Wetherspon plc

7、develops a kind of low ethanolwine.4. T: technological forces, such as information technology influences productionmethods, and transportation influences market penetration and product costs. It willinclude speed of introduction of new technologies, innovations/developments andconsumer buying option

8、s and so on.In the case, with the technological develop; the beer can be bottled and selling inthe market. Because of this, people aren?tneed to drink beer only in the pubs. Thiscan decrease the sell share of the J D Wetherspoon.5. L: legal forces, such as product safety influences design, and tradi

9、ng practicesinfluence how businesses conduct themselves in the market. It may include likeemployment law, healthy and safety, company law and consumer protection and so on.In the case, the government issued policies to limit the wine drinking, and theMonopolies and Mergers Commission take a ruling a

10、bout broken the ,tied house? system,this ruling limited the brewer selling the beer and brewing the beer at same time. Allof this legal force could have influence on J D Wetherspoon.(b).(b).The analysis of the organization?s internal and external strategic environment isreferred to as a SWOT analysi

11、s. SWOT is an acronym for strengths, weakness opportunitiesand threats. The SWOT analysis is a very popular tool with managers because it is quickand easy to learn.SWOTSWOT analysisanalysis forfor J J D D WethersponWethersponInternalInternalStrength:Strength:1.1. Staff.Staff.2.2. GoodGood serviceser

12、vice andandenvironment.environment.Weaknesses:Weaknesses:1.1. Food.Food.2.2. ServiceService forfor children.children.ExternalExternalOpportunities:Opportunities:1.1. DifferentDifferent pubpub brand.brand.2.2. DevelopingDeveloping budgetbudget hotel.hotel.Threats:Threats:1.1.OtherOther pubspubs pete.

13、2.2.GovernmentGovernment policy.policy.S:S: in the case, J D Wetherspoon claimed that people are its best asset. 20% of seniormanagers began as bar staff or cleaners. The company provide lifelong training andadopt he staff suggestion, and communicate with them, J D Wetherspoon provide quietenvironme

14、nt and the service are always satisfied the consumer demand, all of thesecan protect the company develop well.W:W: the food in pubs of J D Wetherspoon, it supports complimentary crisps with baguettes,this kind is bad for customers? health and it didn?t distinguish the hot degree,this might cause cus

15、tomer?s discontented for the J D Wetherspoon. It also doesn?thave children?s meals. This will let the customers of adult unconvenient, and itmay because the children are hurt. All of these can loss the customers.O:O: J D Wetherspoonis managing he pub style as ,quiet?. But now, it acquired the Lloyds

16、pub chain, J D Wetherspoon develop it as another style. This kind of pub?s musicdazed outlets with a much stronger entertainment element and show TV programs, thiscan attract much more customers. The company also begun developing budget hotel,this can develop another market and increase the profit o

17、f J D Wetherspoon.T:T: J D Wetherspoon faced many computers, like Regent Inns, Punch Taverns and thesupermarket. They will strive the share of market and the customer. The governmentpolicy also influences it. Like the limit of brewing and drink beer in the centuryof the city, this also can decrease

18、the share of J D Wetherspoon.(c).(c).Through a SWOT analysis an organization can assess its current position and makecomparisons with competitors in order to plan activities and resources appropriately.It is the first stage of planning and helps managers to focus on key issues. It isimportant rememb

19、er when carrying out a SWOT analysis that it is not absolute.Simple rules for successful SWOT analysis like next:Be realistic about the strengths and weaknesses of the organization.Analysis should distinguish between where your organization is today, and wherebe in the future.Be specific. Avoid grey

20、 areas.Always analysis in relation to the competition.Keep your SWOT short and simple. Avoid complexity and over-analysis.SWOT analysis is a kind of subjective and short term in its nature, so it can?t useto analysis long-term situation.For example, when you analysis the opportunities, you can think

21、 about: where are thegood opportunities available to our organization？SectionSection 2:2:(a)(a) . .1.1. Organizational culture is difficult to define precisely. A simple description isthat it is a system of shared meaning between members of an organization or ,the waywe do things here?. It acts as t

22、he social glue which holds the organization togetheRr.esearch shows that the culture of an organization can significantly affect the way inwhich the company operates, particularly in terms of its effectiveness. Shared valuesbecome embodied in the organization?s ideology or philosophy and act as a qu

23、ite tobehavoi r and ways of dealing with anxiety.In J D Wetherspoon pubs, it says that people are its best asset. The company is satisfiedthe staff, so this is its organizational culture. It has a flexible training policywhich enables people from all kinds of different backgrounds to join the compan

24、y. Itis committed to lifelong training and it provides staff with opportunities to gainrelevant qualifications such as those offered by the British Institute of Innkeeping,20% of senior managers began as bar staff or cleaners.2.2. Basic assumptions at a very fundamental, almost subconscious, level t

25、ell employeeshow to perceive, think and feel about things. These are the elements of culture areunseen and not openly identified in the day-to-day interactions of the members of theorganization. Culture elements at this level exist as ,unspoken rules?and are rarelydiscussed within the organization.

26、They direct the way events and actions are perceivedand interpreted by the organization.In the case, J D Wetherspoon create a quarter of the space in each establishmentisnon-smoking.(b)(b) . .A kind of recognized model of organizational culture is Terrence Deal and Allan Kennedy.It is based on how q

27、uickly organizations receive or strategies and the level of riskthat they take. Deal and Kennedy stated that these two factors gave rise to four generictypes of cultures, which they called tough guy/macho culture, work hard/play hardculture, bet-the-company culture and process culture. Through the c

28、ase, we can knowTim Martin is a ,big man? in his company; he manages the company with his mind and idea,it company is include by the food industry, all the staff work hard every day, and thenthey will have a holiday for several days. So J D Wetherspoon is suit the tough workhard/pay hard culture.The

29、 work hard/pay hard culture?s core value iskeeping good customer service. In thecase,the company has a ,lifestyle guarantee? which aims to give managers time for alife outside work. Another key aspect of the company?s operation is ,invovl ement andcommunication?. Staffs are kept in touch with weekly

30、 newsletters, a monthly companyvideo and by publicizing the minutes of Board meetings. The company always pays highlyattention to the staff and the customers, and the information?s high-speed recreation,and the company also does these suggestions quickly. (c).(c).Culture is something every organizat

31、ion has, but it is not a concrete entity. The cultureof an organization impacts upon how that organization reacts to change and it alsoexplains what an organizations stands for. Organizational culture is difficult to defineprecisely. A simple description is that it is a system of shared meaning betw

32、een membersof an organization or ,the way we do things here?. The founders of the organizationhave rtaditionally had a major impact on the organization?s early culture. Through theculture and the behaviors, in the company, the company built the pubs environment veryquiet and let its staff work hard

33、in several days and have a holiday in several days.So, a kind of culture will have a kind of behavior.(d).(d).The other type of Terrence Deal and Allan Kennedy of recognized model of organizationalculture is process culture; it is focus on details and process excellence. However,the stress may come

34、from internal politics and stupidity of the system. This kind ofculture has slow feedback/reward and low risk. As a food industry, it pays attentionon the result about the customers satisfied. So it isn?t paying much attention on thedetails and process. If the company becomes the process culture, it

35、 will bog down withhow things are done and not with what is to be achieved.SectionSection 3:3:(a)(a)In the Generic-Strategies-Michael Porter (1990), there are three strategies: costleadership, differentiation and segmentation, niche or focus strategy.1.Cost leadership is a low cost leader-gain compe

36、titive advantage from being ableto produce at the lowest cost-,cost advantage is the focuses?, the low costdoesn?t mean low price-gain the benefits. It in a broad market scope environmentwhere it has a kind of substitute products and power competition.2.Differentiation is differentiated goods and se

37、rvices satisfy the needs of customers,and the companies can de-sensitize prices and focuses on value-higher price anda better margin. So it needs to incur additional costs in creating its competitiveadvantage. It in a broad market scope environment is in that the customers?loyalty can help the compa

38、ny limited and reduce new entrants and competitors.3.The segmentation, niche or focus strategy is included cost focus and focusdifferentiation.The cost focus is a form aims at being the lows cost producer in that nicheor segment, it in a narrow market scope environment like low cost than thedifferen

39、tiation in a niche.The focus differentiation is a firm creates competitive advantage throughdifferentiation within the niche or segment. Its potential problems are small,specialist niches could disappear in the long term. Its associated environmentis in the narrow market scope, you can use a special

40、 product from the majordeveloped market competitors who have different purposes.(b)(b)In the case, during the1980s and 1990S the company relied on organic growth by acquiringsuitable sites and converting them into J D Wetherspoon pubs. And it is developing astyle that is quiet, healthy and satisfied

41、 environment. In the case, we can see thatit build non-smoking and provide health food to the customers. To its staff, the companythinks that people are its best asset. This style is more different with others.In our case, all of these we have said, during the 1980s and 1990s, J D Wetherspoonis a pu

42、b chain, it has many pubs, the company?s aim is to manage the pub to satisfiedwith the customer, and it is always make its strategy in the pub chain, its all of actionslike provide cheap beer and non-smoking area and so on, which are all of set the mainpoint to its pub manage style.So I advise that

43、the company?ssituation is suit Generic-Strategies-Michael Porter(1990), differentiation.From the strategy, J D Wetherspoon gets more benefits; here I only identify four aboutit: the company builds its own style and brand, it has its own customer group, theexpansion about share and scope is growing q

44、uickly, and the benefits are more thanbefore.(c)(c)tDuring the 21scentury, J D Weterspoon was facing much mire competition, and throughthe government?s policy limited, its develop was decrease and slowly, then it begainto change its style and acquired others, it serve breakfast and open earlier in t

45、hemorning, support the family dining area, show televised football and so on. The companyalso began to manage other area like the hotel.So it suit Generic-Strategies-Michael Porter (1990), segmentation, niche or focusstrategy.During the1980s and 1990s, the company relied on organic growth by acquiri

46、ng suitablesites and converting them into J D Wetherspoon pubs. In the case, we can see that itbuild non-smoking and provide health food to the customers. To its staff, the companythinks that people are its best asset. It is Generic-Strategies-Michael Porter (1990),differentiation.During the 21stcen

47、tury, it also pays attention to the staff, but it try to change itsstyle, manage motel, and the food what has provided.(d)(d)when a company was changing business strategy, it must be considering the factors, soas J D Wetherspoon .Exterior environment: by the start of the twenty first century, becaus

48、e of theretail licensing market had adapt to the changesin the“tied housesystemand other competitor had been adapted it and developing their business. So JD Wetherspoon was facing much more competition. Many other competitors run thepub and receive the pay rent, this situation lead to saturation of

49、the pub market.So J D Wetherspoon needs to change its business strategy.Policy: during 2002-2004, government allows the supermarket began sellingdrinks, particularly premium larger, at loss-leader prices. This means that thepub can not compare with supermarket in price. On the other hand, government

50、concern about binge drinking and the consequent ant special behaviors,particularly in city centers. This lead the decrease of new pub number and sharesof J D Wetherspoon. They must to change to save their company.(e)(e)(f)(f)Key issues in the management of a business strategy like next:Market/indust

51、ry knowledgeSufficiency of resources and capabilitiesOffering consumers?a unique value?perceived or realEstablishing a key ?differentiator ?Consistent communication consistentlyManagement must keep change feasibleStructureRecognize the principal causes of strategic change.About the J D Wetherspoon,

52、I will talk about two points:Consistent communication consistently. In the J D Wetherspoon, ,movement andcommunication?, staffs are keeping in touch with weekly newsletters, a monthlycompany video and by publicizing the minutes of broad meeting. And J DWetherspoon attend to listen to the staff voice

53、, like their suggestionswetherspoon?s ,listening?policy is based on a system successfully pioneered bythe hi-foreteller, richer sounds.Establishing a key , differentiator?. During the development and growth of thecompany, the company provide real ale beers at relatively low prices and careabout chil

54、d and disable, it build non-smoking area to keep health for thecustomers.SectionSection 4:4:(a)(a)Because of the two powers about restraining forces and driving forces take effect. Thestrategy of J D Wetherspoon changed over time. Through two forces of restraining isthe force working against desired

55、 changes. And the other force of diving is the forceof working for desired changes.If the diving force is stronger than restraining force, then the firm will be changing.The leader could compare the two forces, and consider the company need to change ornot.Next we will talk about J D Wetherspoon?s d

56、riving force and restraining forces.1.1.Driving forces: The increase competition, many competitors run pubs to rent themoney.Government takes many police like concern about binge drinking, andthought it is anti-social behaviors.The changing market, the market appears to be over-supplied.2.2.Restraining forces: Inertia (habit) of the J D Wetherspoon, like their staff, theyhave habit to their ruler and management. They want the steadyenvironment of work.Strength of culture in the J D Wetherspoon is very strong, theculture has a strong effect on J D Wetherspoon and its staff andit