HND商务文化与策略

Assessmenttask1

Outcomecovered

Alloutcomes(1-5)

Section1:

(a).

ThePESTELanalysisheadingareaframeworkinwhichenvironmentalinfluencearecategorizedintosixmaintypes:political,economic,socio-cultural,technological,environmentalandlegal.

P:politicalforces,asthepoliticalarenahasahugeinfluenceupontheregulationofbusinessandthespendingofconsumersandotherbusinesses.Thepoliticalisincludinggovernmentstability,taxationpolicy,socialwelfarepoliciesandthetraderegulations.

InourcaseofJDWetherspoonplc,theMonopoliesandMergersCommissiontakea

rulingaboutbrokenthe‘tiedhouse’system,thisrulinglimitedthebrewersellingthebeerandbrewingthebeeratsametime.Andthegovernmentpaysattentionforthedisadvantage.

E:economicforces,asthestateofatradingeconomyintheshort-termandlong-terminfluencethewealthofapopulation.Theeconomicisincludinginterestrates,inflation,anddisposableincomeandproductseasonalityandsoon.

AbouttheJDWetherspoonplc,inthestartoftwentyfirstcentury,JDWetherspoonwasfacingmuchmorecompetition.Theretaillicensingmarkinghadadaptedtothechangesinthe‘tiedhouse’systemandotherretailpubchainslikeInnsRegeandtPunchTavernshadbeendevelopingtheirbusinesses.Andthesupermarketbegansellingdrinksalsohaveinfluenceonthecompany.

3. S:socio-culturalforces.Suchasreligionanddemographicsimpactuponproductdesignandspendingbyconsumers.Itincludeslifestyletrends,educationlevel,populationdemographicsandsocialresponsbility

Inthecase,peoplemoreandmorecarefullytotakeattentionontheirhealth,sotheybegantoreducethewinedrinking.ThenJDWethersponplcdevelopsakindoflowethanolwine.

T:technologicalforces,suchasinformationtechnologyinfluencesproductionmethods,andtransportationinfluencesmarketpenetrationandproductcosts.Itwillincludespeedofintroductionofnewtechnologies,innovations/developments

andconsumerbuyingoptionsandsoon.

Inthecase,withthetechnologicaldevelop;thebeercanbebottledandsellinginthemarket.Becauseofthis,peoplearenneed’ttodrinkbeeronlyinthepubs.ThiscandecreasethesellshareoftheJDWetherspoon.

L:legalforces,suchasproductsafetyinfluencesdesign,andtradingpracticesinfluencehowbusinessesconductthemselvesinthemarket.Itmayincludelike

employmentlaw,healthyandsafety,companylawandconsumerprotectionandsoon.

Inthecase,thegovernmentissuedpoliciestolimitthewinedrinking,andtheMonopoliesandMergersCommissiontakearulingaboutbrokenthe‘tiedhouse’system,thisrulinglimitedthebrewersellingthebeerandbrewingthebeeratsametime.AllofthislegalforcecouldhaveinfluenceonJDWetherspoon.

(b).

Theanalysisoftheorganizationinternal’sandexternalstrategicenvironmentisreferredtoasaSWOTanalysis.SWOTisanacronymforstrengths,weakness,

opportunitiesandthreats.TheSWOTanalysisisaverypopulartoolwithmanagersbecauseitisquickandeasytolearn.

SWOTanalysisforJDWetherspon

Internal

Strength:

Weaknesses:

1.

Staff.

1.

Food.

2.

Good

service

and2.

Serviceforchildren.

environment.

External

Opportunities:

Threats:

1.

Differentpubbrand.

1.Otherpubscompete.

Developingbudgethotel.2.Governmentpolicy.

inthecase,JDWetherspoonclaimedthatpeopleareitsbestasset.20%ofsenior

managersbeganasbarstafforcleaners.Thecompanyprovidelifelongtrainingandadopthestaffsuggestion,andcommunicatewiththem,JDWetherspoonprovidequietenvironmentandtheservicearealwayssatisfiedtheconsumerdemand,allofthesecanprotectthecompanydevelopwell.

thefoodinpubsofJDWetherspoon,itsupportscomplimentarycrispswith

baguettes,thiskindisbadforcustomers’healthanditdidn’tdistinguishthehdegree,thismightcausecustomer’sdiscontentedfortheJDWetherspoon.Italsodoesn’thavechildren’smeals.Thiswillletthecustomersofadultveunient,conanditmaybecausethechildrenarehurt.Allofthesecanlossthecustomers.

JDWetherspoonismanaginghepubstyleas‘quietBut’.now,itacquiredtheLloydspubchain,JDWetherspoondevelopitasanotherstyle.ThiskindofpubmusicdazedoutletswithamuchstrongerentertainmentelementandshowTVprograms,thiscanattractmuchmorecustomers.Thecompanyalsobegun

developingbudgethotel,thiscandevelopanothermarketandincreasetheprofitofJDWetherspoon.

JDWetherspoonfacedmanycomputers,likeRegentInns,PunchTavernsandthesupermarket.Theywillstrivetheshareofmarketandthecustomer.Thegovernmentpolicyalsoinfluencesit.Likethelimitofbrewinganddrinkbeerinthecenturyofthecity,thisalsocandecreasetheshareofJDWetherspoon.

(c).

ThroughaSWOTanalysisanorganizationcanassessitscurrentpositionandmake

comparisonswithcompetitorsinordertoplanactivitiesandresourcesappropriately.Itisthefirststageofplanningandhelpsmanagerstofocusonkeyissues.ItisimportantrememberwhencarryingoutaSWOTanalysisthatitisnotabsolute.

SimplerulesforsuccessfulSWOTanalysislikenext:

Berealisticaboutthestrengthsandweaknessesoftheorganization.

Analysisshoulddistinguishbetweenwhereyourorganizationistoday,andwherebeinthefuture.

Bespecific.Avoidgreyareas.

Alwaysanalysisinrelationtothecompetition.

KeepyourSWOTshortandsimple.Avoidcomplexityandover-analysis.

SWOTanalysisisakindofsubjectiveandshortterminitsnature,soitcan’tusetanalysislong-termsituation.

Forexample,whenyouanalysistheopportunities,youcanthinkabout:wherearethegoodopportunitiesavailabletoourorganization？

Section2:

(a).

Organizationalcultureisdifficulttodefineprecisely.Asimpledescriptionisthatit

isasystemofsharedmeaningbetweenmembersofanorganizationor

thingshere ’.ItactsasthesocialgluewhichholdstheorganizationtogetherResearch.

‘thewaywed

showsthatthecultureofanorganizationcansignificantlyaffectthewayinwhichthecompanyoperates,particularlyintermsofitseffectiveness.Sharedvaluesbecome

embodiedintheorganization’sideologyorphilosophyandactasaquitetobehaviorandwaysofdealingwithanxiety.

InJDWetherspoonpubs,itsaysthatpeopleareitsbestasset.Thecompanyissatisfiedthestaff,sothisisitsorganizationalculture.Ithasaflexibletrainingpolicywhichenablespeoplefromallkindsofdifferentbackgroundstojointhecompany.ItiscommittedtolifelongtraininganditprovidesstaffwithopportunitiestogainrelevantqualificationssuchasthoseofferedbytheBritishInstituteofInnkeeping,20%ofseniormanagersbeganasbarstafforcleaners.

Basicassumptionsataveryfundamental,almostsubconscious,leveltellemployeeshowtoperceive,thinkandfeelaboutthings.Thesearetheelementsofcultureareunseenandnotopenlyidentifiedintheday-to-dayinteractionsofthemembersoftheorganization.Cultureelementsatthislevelexistas‘unspokenrules’andarerarelydiscussedwithintheorganization.Theydirectthewayeventsandactionsareperceivedandinterpretedbytheorganization.

Inthecase,JDWetherspooncreateaquarterofthespaceineachestablishmentisnon-smoking.

(b).

AkindofrecognizedmodeloforganizationalcultureisTerrenceDealandAllanKennedy.Itisbasedonhowquicklyorganizationsreceiveorstrategiesandthelevelofriskthattheytake.DealandKennedystatedthatthesetwofactorsgaverisetofourgenerictypesofcultures,whichtheycalledtoughguy/machoculture,workhard/playhardculture,bet-the-companycultureandprocessculture.Throughthecase,wecan

knowTimMartinisa‘bigman’inhiscompany;hemanagesthecompanywithhismindandidea,itcompanyisincludebythefoodindustry,allthestaffworkhardeveryday,andthentheywillhaveaholidayforseveraldays.SoJDWetherspoonis

suitthetoughworkhard/payhardculture.

Theworkhard/payhardculture’scorevaluekeepingis

goodcustomerservice.Inthe

case,thecompanyhasa

‘lifestyleguarantee

’whichaimstogivemanagerstimefora

lifeoutsidework.Anotherkeyaspectofthecompany’soperationis

‘involvementand

communication’Staffs.are

kept

intouchwithweeklynewsletters,amonthly

companyvideoandbypublicizing

theminutesofBoardmeetings.Thecompany

alwayspayshighlyattentiontothestaffandthecustomers,andtheinformation’shigh-speedrecreation,andthecompanyalsodoesthesesuggestionsquickly.

(c).

Cultureissomethingeveryorganizationhas,butitisnotaconcreteentity.Thecultureofanorganizationimpactsuponhowthatorganizationreactstochangeanditalsoexplainswhatanorganizationsstandsfor.Organizationalcultureisdifficulttodefineprecisely.Asimpledescriptionisthatitisasystemofsharedmeaningbetween

membersofanorganizationor‘thewaywedothingshere’The.foundersof

the

organizationhavetraditionallyhadamajorimpactontheorganization

’searlyculture.

Throughthecultureandthebehaviors,inthecompany,thecompanybuiltthepubs

environmentveryquietandletitsstaffworkhardinseveraldaysandhaveaholiday

inseveraldays.

So,akindofculturewillhaveakindofbehavior.

(d).

TheothertypeofTerrenceDealandAllanKennedyofrecognizedmodel

of

organizationalcultureisprocessculture;itisfocusondetailsandprocessexcellence.

However,thestressmaycomefrominternalpoliticsandstupidityofthesystem.This

kindofculturehasslowfeedback/rewardandlowrisk.Asafoodindustry,itpays

attentionontheresultaboutthecustomerssatisfied.Soitisn

’tpayingmuchatte

onthedetailsandprocess.Ifthecompanybecomestheprocessculture,itwill

bog

downwithhowthingsaredoneandnotwithwhatistobeachieved.

Section3:

(a)

IntheGeneric-Strategies---MichaelPorter(1990),therearethreestrategies:costleadership,differentiationandsegmentation,nicheorfocusstrategy.

Costleadershipisalowcostleader---gaincompetitiveadvantagefrombeingabletoproduceatthelowestcost---‘costadvantageisthefocuses’the,lowcostdoesn’meantlowprice---gainthebenefits.Itinabroadmarketscopeenvironmentwhereithasakindofsubstituteproductsandpowercompetition.

Differentiationisdifferentiatedgoodsandservicessatisfytheneedsofcustomers,andthecompaniescande-sensitizepricesandfocusesonvalue-higherpriceandabettermargin.Soitneedstoincuradditionalcostsincreatingitscompetitiveadvantage.Itinabroadmarketscopeenvironmentisinthatthecustomers’

loyaltycanhelpthecompanylimitedandreducenewentrantsandcompetitors.

Thesegmentation,nicheorfocusstrategyisincludedcostfocusandfocusdifferentiation.

Thecostfocusisaformaimsatbeingthelowscostproducerinthatnicheorsegment,itinanarrowmarketscopeenvironmentlikelowcostthanthedifferentiationinaniche.

Thefocusdifferentiationisafirmcreatescompetitiveadvantagethroughdifferentiationwithinthenicheorsegment.Itspotentialproblemsaresmall,specialistnichescoulddisappearinthelongterm.Itsassociatedenvironment

isinthenarrowmarketscope,youcanuseaspecialproductfromthemajordevelopedmarketcompetitorswhohavedifferentpurposes.

(b)

Inthecase,duringthe1980sand1990SthecompanyreliedonorganicgrowthbyacquiringsuitablesitesandconvertingthemintoJDWetherspoonpubs.Anditisdevelopingastylethatisquiet,healthyandsatisfiedenvironment.Inthecase,wecanseethatitbuildnon-smokingandprovidehealthfoodtothecustomers.Toitsstaff,thecompanythinksthatpeopleareitsbestasset.Thisstyleismoredifferentwithothers.

Inourcase,allofthesewehavesaid,duringthe1980sand1990s,JDWetherspoonis

apubchain,ithasmanypubs,thecompany’saimistomanagethepubtosatisfiedwiththecustomer,anditisalwaysmakeitsstrategyinthepubchain,itsallofactions

likeprovidecheapbeerandnon-smokingareaandsoon,whichareallofsetthemainpointto