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经典word整理文档，仅参考，双击此处可删除页眉页脚。本资料属于网络整理，如有侵权，请联系删除，谢谢！IntroductionTheCompanywasfoundedin1979byTimMartinwhoopenedhisfirstJDWetherspoonspubandbecomewell-knownorganizationinUKwhichofferscheapbeer,goodconversationandsolidarchitecture.,'Marler'sBar',.atColneyHatchLaneinLondonManyoftheotherearlyJDWetherspoonspubswerealsointhesamepartofHaringey.MartintookthenameofthechainJDWetherspoonsfromanoldschoolteacher.AndJDWetherspoonsbecameaplcin1992atwhichtimeitconsistedofachainof44pubs.Discussion:Section1:ExternalenvironmentQuestion1:Giveexamplesofsocial,technological,economic,politicalandlegalfactorswhichhaveaffectedthewayithasbehaved.✓socialfactors：Thevalueofmarket:ResearchestimatesthattheUKbeerMarketisthemainBeveragesmarketwhichwasworth£52.62bnatretailsellingprices(rsp)in2007.Incomparison,theU.K'ssoftdrinkmarketisestimatedathavingamarketworthofonly13billion.(51,2008)Pubculture:SociallifeintheUKforahighpercentageofthepopulationrevolvesaroundapublichouse;oftenacommunitywillhavea"local"pubthatwillformanaturalhubfortheinhabitantsofitsimmediatearea.Moreoftenthannottherewillbeorganisedeventsseveraltimesamonthrangingfromapubquiztoafullblownexcursion.Quiteoftenthepublichousewillhavesportsteams,usuallyplayingtraditionalpubgamessuchaspoolanddarts;theseteamwillmosttimesenterintosomesortofleagueonalocallevelalthoughsomesportshavenationwidepubleagues.(Buck,2008)✓Politicalfactors:Promotionpoliciessetbygovernment:TheseincludespecificregulationofTaxRateReduction,thepromotionstyleofthepubasavitalpartofBritain'sleisureindustryandtheactivesinvolvementoftheallBritishpubandbeerindustrytoencourageandguaranteesafeandresponsibledrinkingforconsumers.(blacksacademy,2008)Thegovernmentprohibitsdrinkingforteenager:Thegovernmentreleasepolicythatprohibitsdrinkingforteenagersoasaresultthattheconsumersofpubsareobviousreduces.(Greshes,2008)✓Economicfactors:Marginalbenefits:Brewingandpubscontribute£28billiontotheUKeconomy-morethantheairline,clothesretailingandbroadcastingindustries.TouristsandvisitorstoBritainmake13.2millionvisitstoourpubseachyear,withpubsconsistentlyonthelistofpositiveperceptionsoftheUK.Thepubandbrewingindustryemploys540,000peopledirectlyand380,000inassociatedtrades27percentoftheadultpopulationvisitapubeveryweek.(Manifesto2009)Economicdepression:Aswithothersegmentsofthemarketplace,thebeerindustrywashurtbytheeconomicdepressionofthe1970s.IngredientandproductioncostsforBeveragesmarketrosetoanall-timehigh,andU.K.percapitaconsumptionofbeerdrinksdroppedoffforthefirsttimeinthirteenyearsin1974,thoughonlyaminuscule0.9percent(to31.6gallonspercapita).(Giichinese,2006)✓Legalfactors:Restrictiononsmoking:beerindustryinUKhaveenactedbansonsmokinginagreatnumberofpublicpubplacessincetheearly2000s,ofteninconjunctionwithareductionintheproportionofthepopulationwhosmoke.A2000Galluppollfoundthat54%ofUKresidentssupportedbansonsmoking.(Manifesto2000)TherulingfromtheMonopoliesandMergersCommission:BecausetherulingfromtheMonopoliesandMergersCommissionwhichseverelylimitedthenumberofpubswhichabrewercouldoperate,thisisalsoacapitallychangesinthepubsmarket.✓TechnologicalfactorsTVapplicationIn2004,wordcupfootballgamesarepopularinUK.Almosteveryoneareconcernthecompetitionsituation.SoapplyingTVequipmentisessentialforpubindustry.Itwillincreasethesales.Improvebrewingskills:themembersofbrewingindustryknowhowtoplanandestablishamicrobrewery,brewingsuccessfullyatmicrobrewerylevel,technologicalingredientsforthebrewingindustryandpreparationforbrewingexaminations.(Bobber,2009)Question2:UsingaSWOTanalysis,explaintherelationshipbetweenJDWetherspoonandthestenvironmentitisfacingduringtheearlyyearsofthe21century.SWOTAnalysisSWOTanalysisincludesstrength,weakness,opportunityandthreat.Strength1.2.Longhistoryofbrand:Companieswasfoundin1979andmainlyfocusonbrewingindustry.Thismakescompanybecomespecialistinthisindustry.Convenientlocation:TheexcellentlocationisstrengthofJDWetherspoonplc.Inthecasestudy,thesitesofpubsareintownandcitycenters,withgoodpublictransportsystemandconvenientfacilities.Weakness1.Singleproduct:Thepubsonlyofferthecommondrinkandfoodbeverage,withoutconstantlyininnovativeideassuchasprovidelocalflavourinothercountries,fruitplatter.Thenmanycustomershavelittletothispubandtochoicetheotherpubs.2.NoTelevisionshow:pubsinJDWetherspoondidnotofferanytelevisionwhichcanoffersomeprogramforcustomerasastyleofentertainment.Thesewilllosssomeloyaltycustomers,suchasfootballfans.OpportunityAsastrongretailer:Thetraditionallinkbetweenthebrewingcompaniesknownasthe‘tiedhouse’systemhadbeenbrokenbyarulingfromtheMonopoliesandMergersCommission.Thishadforcedcompaniestochoosebetweenbrewingandretailing.JDWetherspoonenteredthemarketasaretailer.Itwasanewcompanywithnoconnectionstoanybreweryandwasabletobuildfromscratch.Enterintoanewindustrydevelopment:JDWetherspoonbegantodevelopingbudgethotelaccommodationknownas‘Wetherlodges’whichhavebarfacilitiesattachedtothem.ThisisanewopportunitytodevelopJDWetherspoonandaccumulatecompetitionadvantage.ThreatGovernmentdidnotencouragebingedrinking:Therewasincreasingpublicandgovernmentconcernaboutbingedrinkingandtheconsequentanti-socialbehaviour,particularincitycentres.Pubscannotbeseentobeencouragingthisstateofaffairsasitbringsthembadpublicity.Othercompetitors:in2002-2004,supermarketswereallowedtoselldrinks,whichwilldividemarketsharetogetherwithJDWetherspoon.Thiswillforcecompanytofalldownpriceanddecreasetheprofit.Question3:PrepareasetofguidelinesthatthemanagementofJDWetherspooncoulduseonhowtoconductaSWOTanalysissuchasoneyouhavejustundertaken.➢Usingstrengthtoovercomethreats:BecauseofGovernmentdidnotencouragebingedrinking,socustomersconsumptionattitudeshavechangedfromdrinking.Duetothisfactor,JDWetherspoonattractscustomersbyconvenientandcomfortablecircumstanceswithgoodpublictransportsystemandconvenientfacilities,whichmeetsthecustomerssuccessfully.ThiswouldmakeJDWetherspoonbecomemorecompetitive.➢Usingstrengthtogainopportunities:Withthehelpofincreasedprofitcausedbyhighqualitycustomercare,companydecidedtoacquiretheLloydspubchainconsistingof10pubsanddevelopbudgethotelaccommodation.Theseactionsmadecompanystrangerenoughtocompetewiththesupermarkets.Section2:OrganizationalcultureQuestion1:ExplaintheorganizationcultureinJDWetherspoonintermsof“sharevalues”and“takenforgrantedassumption”inanorganization.Organizationalcultureisthepersonalityoftheorganization.Cultureiscomprisedoftheassumptions,values,normsandtangiblesignsoforganizationmembersandtheirbehaviors.InJDWetherspoon,therearetwoaspectsof“sharevalues”asfollow:✓highstaffparticipationsysteminJDW:ThereisahighstaffparticipationsysteminJDW.JDWplacesgreatimportanceonlisteningto,andactingon.Feedbackfrommembersofstaffonallaspectsofthebusiness.Intheregularmeeting,staffsareawardedfortheirsuggestions,sostaffhasaneasycommunicationwithhissupervisor.itscleanandnon-smokingenvironment:✓eachofJDWpubshasaventilationsystem(costingmorethan100,000)whichaimstoensurethatcustomerdonotleavesmellingofsmoke.Iwilluse“highstaffparticipationsysteminJDW.ThereisahighstaffparticipationsysteminJDW.ThesebehaviorsofitsemployeesaresharedvaluesofJDWwhichmakethecommunicationfastandconvenient.Employeeswillbededicatedmoretothedevelopmentofthecompany.Allabovewillbringhighprofitsandlargemarketshareandstabilitypositioninthewholeindustry.InJDWetherspoon,therearetwoaspectsof-for-grantedassumptions”asfollow:IdealpubenvironmentIncasestudy,JDWetherspoonofferedcheapbeer,goodconversationandcomfortableenvironment,whichisapopularpubchainforlocalresidents.Andthecompanymottois“cleanliness,beer,serviceandmaintenance”whichisthebasicassumption.JDWetherspoonhasownoutstandingcharacteristics,suchassellawiderangeofrealalebeersatrelevantlowprices,alldayavailableandsoldatrelativelycheappricesandprovideventilationsystemwhichaimstoensurethatcustomersdonotleavesmellingofsmoke.MoonunderwaterisanassumptionforJDWetherspoon.JDWetherspoonsalsorenamedasMoonunderwater.TheydonotplaymusicorshowTVprogrammes.Andatleastaquarterofthespaceineachestablishmentisnon-smoking,andithaseachasaventilationsystemwhichaimstoensurethatcustomersdonotleavesmellingofsmoke.IwillanalysistheIdealpubenvironment”:asanentertainmentenvironmentwhichoffercheapbeerandfood,goodconversationandcomfortableenvironment,alltheseattractionsgiveconsumersanotionofdeservingtogothere.Allabovewillbringhighprofitsandlargemarketshareandstabilitypositioninthewholeindustry.(b)ExplainthetypeofculturethatJDWetherspoonhas,usingarecognizedmodeloforganizationalculture.Giveexamplestojustifywhyyouhavechosenthistypeofculture.AccordingtoCharlesHandy’stheory(1985),itoutlinesfourculturetypesinorganizationalculture.Theyarepowerculture,roleculture,taskcultureandpersonculture.Inthecase,JDWetherspoonhascharacterofpowerculture.Evidences✓✓Martincarriedallhisbusinessdocumentsintwoplasticsupermarketcarrierbags.Heisanotedeuro-scepticandin2002printed500,000beermatsandputup10,000‘savethepound’posterstoencouragecustomerstothinkabouttheissuewhiletheydrink.JDWetherspoonadopts‘listening’policy.StaffcandiscusscompanyissueswithvisitingBoardmemberslikeTimMartin.Feedbackfrommembersofstaffonallaspectsofthebusiness.Ideasandsuggestionsarediscussedeachweekincompanymeetingsandstaffsarerewardedfortheirsuggestion.(c)Usingthetypeofcultureyouidentifiedinpart2(b)above,whatistherelationshipbetweenorganizationalcultureandorganizationalbehaviorinJDWetherspoon?Inthecasestudy,powercultureinJDWetherspoonasguidelinetoguidethebehaviorbyfollowingsteps:TimMartinsaidthe‘Peoplearebestasset’Withpowerculture,thecompanymakesthestaffinvolvementandcommunication.Theykeptintouchwithweeklynewsletters,amonthlycompanyvideoandbypublicizingtheminutesofBoardmeetings.StaffscandiscusstheissueswhichareprovideinBoardmeetingandarerewardedfortheirgoodsuggestions.OperationcharacteristicinJDWetherspoonThecompany’smottoofJDWetherspoonis“cleanliness,beer,serviceandmaintenance”.Therefore,JDWetherspoonprovidecomfortableandconvenientenvironmentforthecustomerssuchastheyprovidenon-smokingarea,ventilationsystem,goodqualitywineisavailableandcheap,particularattentionispaidtotoiletandservefoodalldayavailable.JDWetherspoonhadapolicyofexpansionJDWetherspoonhadapolicyofexpansion.InordertoprovidealltheatmosphereandfacilitiesofthepubswhichTimMartin’srequired.SoJDWetherspoonpubsneededtobefairlylarge.Duringthe1980sand1990sthecompanyreliedonorganicgrowthbyacquiringsuitablesitesandconvertingthemintoJDWetherspoonpubs.ExpansiononotherfiledJDWetherspoonalsobegundevelopingbudgethotelaccommodationknownas‘Wetherlodges’,adevelopmentwhichbeganwhenitacquiredpremiseswithroomsinthelate1990s.itnowhasmorethantenofthesehotels,allofwhichhavebarfacilitiesattachedtothem.SomeofthesearepartoftheLloyadsNo1Barconcept.(d)TowhatextentwouldthemanagementapproachinJDWetherspoonbedifferentifthecompanyhadadoptedadifferentculture?Again,makeuseofthesamemodelthatyouusedinpart2(b)above.powercultureissuitedforJDWetherspoon.Ifitischangedanotheronesuchaspersonalculture,therewasanegativeeffectonJDWetherspoon.Thenatablewillshowthecomparisonofapplyingboththesetwocultures.BehaviorsPowercultureTaskcultureTeammembersempoweredandindividualsTimMartinhadallthepowerstakepartindecision-makingalltogether.ItisPowercontrolandmadeallthedecisions.flexibleandadaptablewhichleadtohighrisktomakeabaddecision.TimMartinviewsaffectedallthestaff.Eachteammemberhasadifferentbusinessviewsandoperationstyleforpubs.TheatmosphereandfacilitiesofItwillaffectthepubsoperationandthepubsmustbeprovidedaccordingtomanagement,whichmayinfluencetherightTimMartin’srequirementofmarketdemand.Eachteamisindependentofthecompany.Staffinvolvementarenotadequatelyparticipateinthemeeting,sotheycannotprovideaneffectiveadviceforthemeetingdecision.Peoplemanagementorganizationmeeting.Thestressforeachstaffislower.Theyareco-ordinatewellTheyareco-ordinateonlypresentineachteam,eachteamlikeanindependentorganizationnotincludesallthestaffinthecompany.TheyhavefullyvoiceinthecompanydecisionmarkingStaffstaffhaveacommonsatisfactionStaffvaluecannotbereflectedbecausetheydon’tparticipateinwholecompanydiscussionanddecision-making.satisfactionof95%werehappyforthepubstobeusedinMartin’s‘No’campaign.Section3:Businessstrategy(a)Brieflyexplainsfourpossiblestrategieswhichorganizationsmayadopt.Ineachcase,indicatethebusinessenvironmentwhichwouldbeappropriateforthestrategyconcerned.AccordingtoMichaelPorter(1980)theory,fourpossiblestrategiesmayadopt.TheseareOverallLow-CostProviderStrategies,BroadDifferentiationstrategy,Best-costProviderStrategiesandFocusstrategy.Whilethefollowingarejustfourofthesepossiblestrategies.OverallLow-CostProviderStrategiesThelowcostleaderinanymarketgainscompetitiveadvantagefrombeingabletoproduceatthelowestcost.Factoriesarebuiltandmaintainedandlabourisrecruitedandtrainedtodeliverthelowestpossiblecostsofproduction.Thelow-costleadershipmeanslowoverallcosts,notjustlowmanufacturingorproductioncosts.Thesuitedexternalenvironmenttousethisstrategy:E.g.:Wal-Martadoptslowcoststrategyforitscustomers.Itofferalargenumberofconvenientandusefulgoodswithlowcostwhichbringlargecustomerbaseandobtainhighprofits.BroadDifferentiationstrategyDifferentiatedgoodsandservicessatisfytheneedsofcustomersthroughasustainablecompetitiveadvantage.Thisallowscompaniestode-sensitisepricesandfocusonvaluethatgeneratesacomparativelyhigherpriceandabettermargin.Thesuitedexternalenvironmenttousethisstrategy:E.g.:Chinamobilecompanydifferentiatesitsgoodandserviceforitsconsumers.Chinamobilecompaniesbyprovidingdifferentpackagestoreflectdifferentservices.AndtherearealsodifferentservicesforalltypesofusersuchasVIPuserorcommonuser.Diversifiedservicestowinmorecustomerloyalty,andwinmoreprofit,toholdcertainpositioninthemarketandbecomethestrongcompetitor.Best-costProviderStrategiesBest-costProviderStrategiesarecombiningastrategicemphasisonlow-costwithastrategicemphasisondifferentiationbothmakeanupscaleproductatalowercostandgivecustomersmorevalueforthemoney.Underthisstrategy,companymakesabestcostproducttounderpricecomparablebrandsandgivecustomersmoreprofitsexceedingthecompetitors..Thesuitedexternalenvironmenttousethisstrategy:E.g.:Zara,asaclothesbrandofSpain,offeringhighqualityofclotheswithlowprice.ThelowpriceproviderofZarawithgood-to-excellentproductattributed,andthenusecostadvantagestounderpricecomparablebrands.FocusStrategyThefocusstrategyisalsoknownasa“niche”strategy.Whereanorganizationcanaffordneitherawidescopecostleadershipnorawidescopedifferentiationstrategy,anichestrategycouldbemoresuitable.Thesuitedexternalenvironmenttousethisstrategy:BigenoughtobeprofitableandoffersgoodgrowthpotentialNotcrucialtosuccessofindustryleadersCostlyordifficultformulti-segmentcompetitorstomeetspecializedneedsofnichemembers.FocuserhasresourcesandcapabilitiestoeffectivelyserveanattractivenicheFewotherrivalsarespecializinginsamenicheFocusercandefendagainstchallengersviasuperiorabilitytoservenichemembers(b)WhichstrategydidJDWetherspoonfollowduringthe1980sand1990s?JustifyyourdecisionandidentifyfourbenefitsthatJDWetherspoongainedfromthisstrategy.Duringthe1980sand1990sJDWetherspoonadoptedthebroaddifferentiation.EvidencesIntermoffoodanddrink.Itofferedawiderangeofrealalebeersatrelativelylowprice.allservefoodwhichisavailablealldayandsoldatrelavantcheapprices,particularattentionispaidtotoilet,ventilationsystemandatleastaquarterofthespaceineachestablishmentisnon-smoking.andhasaIntermoffacilities.Eachpubhasaventilationsystemwhichaimstoensurethatcustomersdonotleavesmellingofsmokeandthepubsalsopayattentiontothetoiletsevenincludingtheprovisionofspeciallyadaptedtoiletsforcustomerwithdisabilities.Theydon’tplaymusicorshowTVprogrammesFourbenefitssuccessfulexpansion:JDWetherspoonbecameaplcin1992atwhichtimeitconsistedofachainof44pubs.Itnowhasover600pubs,whichmeansthatithasexpandedonaverageatrateofaboutonenewpubeachweek.AbundantcashflowIn2000,over50%ofthefinanceforthenewdevelopmentscamefromcashgeneratedbythebusiness.SharepriceriseAbouttenyearsafterflotation,itssharepricerosetomorethantentimesitsoriginalvalue.Alargecompetitionadvantage.Itsuccessfullyattractedlargenumbersofcustomerstopubsandbuildupcustomerloyalty.(c)JDWetherspoonhasfollowedadifferentstrategysincethestartofthe21centuryfromtheonethatitstadoptedduringthe1980sand1990s.Comparethetwodifferentstrategiesintermsofinfluencethateachhashadonthebehavioroftheorganization.OldstrategyNewstrategy(Duringthe1980sand1990s)(the21century)stChangesBroadDifferentiationstrategyFocusDifferentiationstrategyTheysellrealalebeersandgoodqualitywine.Somepubsnowshowtelevisedfootball-in2002,JDWetherspoonpubsdidnotshowWorldCufootballandsalessufferedasaresult.InfluenceIn2004,itremovedpriceincentivestodrinklargermeasuresofspiritsandreducedtheamountofalcoholinitscocktailpitchers.Thishashadanadverseeffectonsalesofspiritsandcocktails.Alldayservefoodprovideandsoldcheapprices(d)AssessthefactorsthatJDWetherspoonhashadtoconsiderbeforechangingitsbusinessstrategy.Factors:PoliticalfactorThegovernmentpolicycontrol:Therewasincreasingpublicandgovernmentconcernaboutbingedrinkingandtheconsequentanti-socialbehaviour,particularlyincitycenters.Pubscannotbeseentobeencouragingthisstateofaffairsasitbringsthembadpublicity.Economicfactor1.Thesupplierincrease:During2002-2004,supermarketsbegansellingdrinksatloss-leaderpricesandthepremiumlarger.Thismadeitdifficultforpubstocompeteonpriceandencourageddrinkingathome.2.Over-suppliedinmarketTheretaillicensingmarkethadadaptedtothechangesinthe‘tiedhouse’systemandotherretailpubshadbeendevelopingtheirbusiness.theoverallresulthasbeenanincreaseinthenumberofpubs.Themarketnowappearstobeover-supplied.(e)ExplainhowtheexperienceofJDWetherspoonillustratestheconnectionbetweentheterms‘businessstrategy’and‘strategicchoice’.Thebusinessstrategyisincluding:Overalllowcoststrategy(Porter,1980)Broaddifferentiationstrategy(Porter,1980)Best-costproviderstrategy(Porter,1980)Focusstrategy(Porter,1980)Nichestrategy(Porter,1980)In21century,JDWetherspoonchooseFocusstrategy.Thesearesomereasonsasfollow:PoliticalfactorThegovernmentpolicycontrol:Therewasincreasingpublicandgovernmentconcernaboutbingedrinkingandtheconsequentanti-socialbehaviour,particularlyincitycenters.Pubscannotbeseentobeencouragingthisstateofaffairsasitbringsthembadpublicity.Economicfactor1.Thesupplierincrease:During2002-2004,supermarketsbegansellingdrinksatloss-leaderpricesandthepremiumlarger.Thismadeitdifficultforpubstocompeteonpriceandencourageddrinkingathome.2.Over-suppliedinmarketTheretaillicensingmarkethadadaptedtothechangesinthe‘tiedhouse’systemandotherretailpubshadbeendevelopingtheirbusiness.theoverallresulthasbeenanincreaseinthenumberofpubs.Themarketnowappearstobeover-supplied.(f)DescribethekeyissuesthatJDWetherspoonhashadtotakeaccountofinordertomanageitsbusinessstrategy.In21century,JDWetherspoonchooseFocusstrategy.Thesearesomereasonsasfollow:HighcompetitorAssupermarketbegansellingdrinks,ithasbeenbecomeastrongcompetitorforJDWetherspoon.Soitshouldoffermorediversifiedfoodanddrinkandmoreattractiveentertainmentpubsforconsumers.UncertaingovernmentpolicyDuetothegovernment'spolicyonpubindustryuncertainty,soJDWetherspoonshouldkeepalert,realizemarketdynamicchangesandmaintaintheirownstabilityinmarket.LimitedcreationNoinnovationwillbedifficulttoattractmorecustomers.JDWetherspoonshouldconstantlyininnovativeideassuchasprovidlocalflavourinothercountries,fruitplatter.Installationofair-conditioningequipmentusedinthehotsummerisdispensable.Section4:Change(a)Withreferenceto‘forcesforchange’,explainwhythersoochangedovertime.Forceforchange”theoryincludescustomerexpectations,technology,competition,legislation,economy.Duetothesefactors,JDWertherspoonchangeitselftotallytoadaptnewenvironmentinthebeginningof21century.CompetitionTheretaillicensingmarkethadadaptedtothechangesinthe‘tiedhouse’systemandotherretailpubhadbeendevelopingtheirbusiness.Theoverallresulthasbeenanincreasinginthenumberofpubs.Themarketnowpresentover-supplied.CustomerexpectationsIn2002,JDWetherspoonpubsdidnotshowWorldCupfootballandsalessufferedasaresult.AsimilarsituatioinarosewiththeEuro2004footballtournament,althoughbythistimeaminorityofJDWetherspoonoutletsdidhaveTVscreens.Inordertosatisfycustomersexpectation,JDneedstochangeit.EconomyThesupplierincreaseusuallyaffectsthecustomerquantity.During2002-2004,supermarketsbegansellingdrinksatloss-leaderpricesandthepremiumlarger.Thismadeitdifficultforpubstocompeteonpriceandencourageddrinkingathome,whichbroughtchangeforthesalepriceandthemarketoftheJDWetherspoon.LegislationDuetorulingfromtheMonopoliesandMergersCommissionwhichseverelylimitedthenumberofpubswhichabrewercouldoperate,soJDWetherspoonacquiredabetteropportunityasaretailerenteringintothepubmarket.(b)ChooseONEofthefollowing:stakeholderpower;businessgoals;organizationculture;businessethics;socialresponsibility.ExplainhowthefactoryouhavechosencouldleadtochangeinJDWetherspoon.1.Socialinfluences:Therewasincreasingpublicandgovernmentconcernaboutbingedrinkingandtheconsequentanti-socialbehaviour,practicallyincitycentres.Pubscannotbeseentobeencouragingthisstateofaffairsasitbringsthembadpublicity.2.JDWetherspoonresponse:Becauseofnegativeinfluenceandbadimageofcompany,JDWetherspoontakesseveralactionsinordertorebuilditscompanyimage.✓✓✓Enterintohotelindustry,knownasbudgethotelaccommodation.In2004,itremovedamountofalcoholinitscocktailpitchers.Pubsstarted