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Assessmenttask1OutcomecoveredAlloutcomes(1-5)
Section1:
.
ThePESTELanalysisheadingareaframeworkinwhichenvironmentalinflueneeare
categorizedintosixmaintypes:political, economic,
socio-cultural,technological,,environmentalandlegal.
P:politicalforces,asthepoliticalarenahasahugeinflueneeupontheregulationof
businessandthespendingofconsumersandother
businesses.Thepoliticalisincludinggovernmentstability, taxation
policy,socialwelfarepoliciesandthetraderegulations.
InourcaseofJDWetherspoonplc,theMonopoliesandMergersCommissiontakea
< I
rulingaboutbrokenthe tiedhousesystem,thisrulinglimitedthebrewersellingthe
beerandbrewingthebeeratsametime.Andthegovernmentpaysattentionforthedisadvantage.
E:economicforces,asthestateofatradingeconomyintheshort-termandIong-term
influencethewealthofapopulation.Theeconomicis
includinginterestrates,inflation, anddisposableincomeandproduct
seasonalityandsoon.
AbouttheJDWetherspoonplc,inthestartoftwentyfirstcentury,J
DWetherspoonwasfacingmuchmorecompetition.Theretaillicensingmarkinghad
adaptedtothechangesinthe tiedhousesystemandotherretailpubchainslike
RegentInnsandPunchTavernshadbeendevelopingtheirbusinesses.Andthesupermarketbegansellingdrinksalsohaveinflueneeonthecompany.
S:socio-culturalforces.Suchasreligionanddemographicsimpact
uponproductdesignandspendingbyconsumers.Itincludeslifestyletrends,educationlevel,populationdemographicsandsocial
responsbility
Inthecase,peoplemoreandmorecarefullytotakeattentionontheirhealth,sotheybegantoreducethewinedrinking.ThenJDWethersponplcdevelopsakindoflowethanolwine.
T:technologicalforces,suchasinformationtechnologyinfluences
productionmethods,andtransportationinfluencesmarketpenetrationand
productcosts.Itwillincludespeedofintroductionofnewtechnologies,innovation
s/developmentsandconsumerbuyingoptionsandsoon.
Inthecase,withthetechnologicaldevelop,the beercanbebottledand
sellinginthemarket.Becauseofthis,peopleisn 'tneedtodrinkbeeronlyinthepubs.
ThiscandecreasethesellshareoftheJDWetherspoon.
L:legalforces,suchasproductsafetyinfluencesdesign,andtrading
practicesinflueneehowbusinessesconductthemselvesinthe market.
Itmayincludelikeemploymentlaw,healthyandsafety,companylawandconsumerprotectionandsoon.
Inthecase,thegovernmentissuedpoliciestolimitthewinedrinking,
andtheMonopoliesandMergersCommissiontakearulingaboutbrokenthe‘tiedhouse'system,thisrulinglimitedthebrewersellingthebeer
andbrewingthebeeratsametime.AlloftheselegalforcecouldhaveinflueneeonJDWetherspoon.
.
Theanalysisoftheorganization'sinternal andexternal strategic
environmentisreferredtoasaSWOTanalysis .SWOTisanacronymfor
strengths,weakness,opportunitiesandthreats.TheSWOTanalysisisaverypopulartool
withmanagersbecauseitisquickandeasytolearn.
SWOTanalysisforJDWetherspon
Internal
Strength:
Weaknesses:
1.Staff.
1.Food.
2.Goodservice
and
2.Serviceforchildren.
environment.
External
Opportunities:
Threats:
1.Differentpubbrand
.
1.Otherpubscompete.
2.Developing
budget
2.Governmentpolicy.
hotel.
S:inthecase,JDWetherspoonclaimedthatpeopleareitsbestasset.
20%ofseniormanagersbeganasbarstafforcleaners.Thecompany
providelifelongtrainingandadopthestaffsuggestion, and
communicatewiththem,JDWetherspoonprovidequietenvironmentandthe
servicearealwayssatisfiedthe consumerdemand,allofthesecan
protectthecompanydevelopwell.
W:thefoodinpubsofJDWetherspoon,itsupportscomplimentarycrispswithbaguettes,
thiskindisbadforcustomers'healthanditdidn'tdistinguishthehotdegree,thismightcausecustomer'sdiscontentedfortheJDWetherspoon.Italsodoesn 'thave
children'smeals.Thiswillletthecustomersofadultunconvenient,anditmaybecausethechildrenarehurt.Allofthesecanlossthecustomers.
O:JDWetherspoonismanaginghepubstyleas ‘quiet' .Butnow,it
acquiredtheLloydspubchain,JDWetherspoondevelopitasanotherstyle.Thiskindofpub'smusicdazedoutletswithamuchstrongerentertainmentelementandshowTVprograms,thiscanattractmuchmorecustomers.Thecompanyalsobegundevelopingbudgethotel,thiscandevelopanothermarketandincreasetheprofitofJDWetherspoon.
T:JDWetherspoonfacedmanycomputers,likeRegentInns,PunchTavernsandthesupermarket.Theywillstrivetheshareofmarketandthe
customer.Thegovernmentpolicyalsoinfluences it.Likethelimitof
brewinganddrinkbeerinthecenturyofthecity,thisalsocandecreasetheshareofJDWetherspoon.
.
ThroughaSWOTanalysisanorganizationcanassessitscurrentposition
andmakecomparisonswithcompetitorsinordertoplanactivitiesand
resourcesappropriately.Itisthefirststageofplanningandhelps
managerstofocusonkeyissues.Itisimportantrememberwhencarrying
outaSWOTanalysisthatitisnotabsolute.
SimplerulesforsuccessfulSWOTanalysislikenext:
Berealisticaboutthestrengthsandweaknessesoftheorganization.
Analysisshoulddistinguish betweenwhereyourorganizationistoday,
andwherebeinthefuture.
Bespecific.Avoidgreyareas.
Alwaysanalysisinrelationtothecompetition.
KeepyourSWOThortandsimple.Avoidcomplexityandover-analysis.
SWOTanalysisisakindofsubjectiveandshortterminitsnature,so
itcan'tusetoanalysislong-termsituation.
Forexample,whenyouanalysistheopportunities,youcanthinkabout:
wherearethegoodopportunitiesavailabletoourorganization
Section2:
•
Organizationalcultureisdifficulttodefineprecisely.Asimple
descriptionisthatitisasystemofsharedmeaningbetweenmembersof
< I
anorganizationor thewaywedothingshere .Itactsasthesocialgluewhichholds
theorganizationtogether. Researchshowsthatthe
cultureofanorganizationcansignificantly affectthewayinwhichthe
companyoperates,particularlyintermsofitseffectiveness.Shared
valuesbecomeembodiedintheorganization 'sideologyorphilosophyandactasaquite
tobehaviorandwaysofdealingwithanxiety.
InJDWetherspoonpubs,itsaysthatpeopleareitsbestasset.Thecompanyissatisfied
thestaff,sothisisitsorganizationalculture.Ithasa
flexibletrainingpolicywhichenablespeoplefromallkindsofdifferentbackgroundsto
jointhecompany.Itiscommittedtolifelong trainingand
itprovidesstaffwithopportunitiestogainrelevantqualifications such
asthoseofferedbytheBritishInstituteofInnkeeping,20%ofseniormanagersbeganasbarstafforcleaners.
Basicassumptionsataveryfundamental,almostsubconscious,level
tell
employeeshowtoperceive,thinkandfeelaboutthings.Thesearethe
elementsofcultureareunseenandnotopenlyidentifiedintheday-to-dayinteractions
ofthemembersoftheorganization.Cultureelementsatthislevelexistas
unspokenrulesandarerarelydiscussedwithintheorganizati
on.Theydirectthewayeventsandactionsareperceivedand
interpretedbytheorganization.
Inthecase,JDWetherspooncreateestablishmentisnon-smoking.
(b).
AkindofrecognizedmodeloforganizationalAllanKennedy.Itisbasedonhowquickly
aquarterofthespaceineach
cultureisTerrenceDealand
organizations receiveor
strategiesandthelevelofriskthattheytake.DealandKennedystatedthatthesetwofactorsgaverisetofourgenerictypesofcultures,whichtheycalledtoughguy/macho
"bigman'inhiscompany;heman
culture,workhard/playhardculture,bet-the-companycultureandprocessculture.
Throughthecase,wecanknowTimMartinisaagesthecompanywithhismindandidea,itcompanyisincludebythefoodindustry,allthestaffworkhardeveryday,andthentheywillhaveaholidayforseveraldays.SoJDWetherspoonissuitthetoughworkhard/payhardculture.
Theworkhard/payhardculture scorevalueiskeepinggoodcustomerservice.Inthe
case,thecompanyhasa lifestyle guaranteewhichaimstogivemanagerstimeforalifeoutsidework.Anotherkeyaspectofthecompanys
operationis‘invoIvementandcommunication '.Staffsarekeptintouchwith
weeklynewsletters,amonthlycompanyvideoandbypublicizingtheminutesofBoardmeetings.Thecompanyalwayspayshighlyattention tothestaffandthecustomers,andtheinformation'shigh-speedrecreation,andthecompanyalsodoesthesesuggestionsquickly.
.
Cultureissomethingeveryorganizationhas,butitisnotaconcrete
entity.Thecultureofanorganization impactsuponhowthatorganization
reactstochangeanditalsoexplainswhatanorganizationsstandsfor.
Organizational cultureisdifficulttodefine precisely.Asimple
descriptionisthatitisasystemofsharedmeaningbetweenmembersofanorganizationor ‘thewaywedothingshere' .Thefoundersofthe
organizationhavetraditionally hadamajorimpactontheorganization 's
earlyculture.
Throughthecultureandthebehaviors,inthecompany,thecompanybuiltthepubsenvironmentveryquietandletitsstaffworkhardinseveraldaysandhaveaholidayinseveraldays.
So,akindofculturewillhaveakindofbehavior.
.
TheothertypeofTerrenceDealandAllanKennedyofrecognizedmodeloforganizationalcultureisprocessculture,itisfocusondetailsandprocessexcellenee.However,thestressmaycomefrominternalpoliticsandstupidityofthesystem.Thiskindofculturehasslowfeedback/rewardandlowrisk.Asafoodindustry,itpaysattentionontheresultaboutthecustomerssatisfied.Soitisn 'tpayingmuchattention onthedetailsandprocess.Ifthecompanybecomestheprocessculture,itwillbogdownwithhowthingsaredoneandnotwithwhatistobeachieved.
Section3:
(a)
IntheGeneric-Strategies---Michael Porter(1990d,shgreenationenicheor
strategies: costleadership, differentiation
focusstrategy.
competitiveadvantagefrom
Costleadershipisalowcostleader---gainbeing
‘costadvantageistheabletoproduceatthelowestcost
focuses',thelowcostdoesn'tmeanlowprice---gainthebenefits.
Itinabroadmarketscopeenvironmentwhereithasakindofsubstitute
productsandpowercompetition.
Differentiationis differentiatedgoodsandservicessatisfythe
needsofcustomers,andthecompaniescande-sensitizepricesand
focusesonvalue-higherpriceandabettermargin.Soitneedstoincuradditional
costsincreatingitscompetitiveadvantage.Itinabroad
marketscopeenvironmentisinthatthecustomers 'loyaltycanhelpthecompany
limitedandreducenewentrantsandcompetitors.
Thesegmentation,nicheorfocusstrategyisincludedcostfocusand
focusdifferentiation.
Thecostfocusisaformaimsatbeingthelowscostproducerin
thatnicheorsegment,itinanarrowmarketscopeenvironmentlikelowcostthanthedifferentiationinaniche.
Thefocusdifferentiationisafirmcreatescompetitiveadvantagethroughdifferentiation withinthenicheorsegment.Itspotential
problemsaresmall,specialist nichescoulddisappearinthelong
term.Itsassociatedenvironmentisinthenarrowmarketscope,youcanuseaspecialproductfromthemajordevelopedmarketcompetitorswhohavedifferentpurposes.
(b)
Inthecase,duringthe1980sand1990SthecompanyreliedonorganicgrowthbyacquiringsuitablesitesandconvertingthemintoJDWetherspoonpubs.Anditisdevelopingastylethatisquiet,healthyandsatisfiedenvironment.Inthecase,wecanseethatitbuildnon-smokingandprovidehealthfoodtothecustomers.Toitsstaff,thecompanythinksthatpeopleareitsbestasset.Thisstyleismoredifferentwithothers.
Inourcase,allofthesewehavesaid,duringthe1980sand1990s,JD
Wetherspoonisapubchain,ithasmanypubs,thecompany 'saimisto
managethepubtosatisfiedwiththecustomer,anditisalwaysmakeitsstrategyinthepubchain,itsallofactionslikeprovidecheapbeerandnon-smokingareaandsoon,whichareallofsetthemainpointtoitspubmanagestyle.SoIadvisethatthecompanyssituationissuitGeneric-Strategies---MichaelPorter(1990),differentiation.
Fromthestrategy,JDWetherspoongetsmorebenefits,hereIonlyidentifyfouraboutit:
thecompanybuilditsownstyleandbrand,ithasitsowncustomergroup,theexpansionaboutshareandscopeisgrowingquickly,andthebenefitsismorethanbefore.
(c)
st
Duringthe21century,JDWeterspoonwasfacingmuchmirecompetition,andthroughthe government'spolicylimited,itsdevelopwasdecrease
andslowly,thenitbegaintochangeitsstyleandacquiredothers,itservebreakfastandopenearlierinthemorning,supportthefamilydiningarea,showtelevisedfootballandsoon.Thecompanyalsobegantomanageotherarealikethehotel.
SoitsuitGeneric-Strategies---MichaelPorter(1990),segmentation,
nicheorfocusstrategy.
Duringthe1980sand1990s,thecompanyreliedonorganicgrowthbyacquiringsuitablesitesandconvertingthemintoJDWetherspoonpubs.
Gen
Inthecase,wecanseethatitbuildnon-smokingandprovidehealthfoodtothecustomers.Toitsstaff,thecompanythinksthatpeopleareitsbestasset.Itiseric-Strategies---Michael Porter(1990),
differentiation.
st
Duringthe21 century,italsopaysattentiontothestaff,butittry
tochangeitsstyle,managemotel,andthefoodwhathasprovided.
(d)
Whenacompanywaschangingbusinessstrategy,itmustbeconsideringthefactors,soasJDWetherspoon.
Exteriorenvironment:bythestartofthetwentyfirstcentury,
becauseoftheretaillicensingmarkethadadapttothechanges
inthe“tiedhouse”systemandothercompetitorhadbeenadapteditand
developingtheirbusiness.SoJDWetherspoonwasfacingmuchmore
competition.Manyothercompetitorsrunthepubandreceivethepayrent,thissituationleadtosaturation ofthepub
market.SoJDWetherspoonneedstochangeitsbusinessstrategy.
Policy:during2002-2004,governmentallowsthesupermarketbeganselling
drinks,particularlypremiumlarger,atloss-leaderprices.Thismeansthatthepubcannotcomparewithsupermarketinprice.
Ontheotherhand,governmentconcernaboutbingedrinkingandthecon
sequentantspecialbehaviors,particularlyincitycenters.
Thisleadthedecreaseofnewpubnumberandsharesofcaseform.
Theymusttochangetosavetheircompany.
(e)
Strategyismanythingslikeplan,pattern,position, ployandperspective.
Asposition,strategyisthestaneeorganizations take.Organizationscan
chooseto:beaspecialistprovider;bethelow-costproviderandsoon.Inthecase,wecanknowthat:atfirst,itsuppliesspecialenvironmentquiet,clean,non-smokingtoothers.
Duringthedevelopmentofpubs,theyallbecametodospecialenvironmentlikethat.
ThenJDWbegantoservebreakfast,showWorldCupfootballandsoon,italsodevelop
newbrandlike LNO,andbegundevelopingbudgethotelas
“Wetherlodges
tochangeitsstrategy,alltheseprocessofstrategyfromdifferentiationtofocuson
differenee strategychoosingisitsstrategicchoice.Sothe
strategychoosingisaprocess.
⑴
Keyissuesinthemanagementofabusinessstrategylikenext:
Market/industryknowledge
Sufficiencyofresourcesandcapabilities
Offeringconsumers 'auniquevalue'perceivedorreal
Establishingakey'differentiator '
Consistentcommunicationconsistently
ManagementmustkeepchangefeasibleandStructure
Recognizetheprincipalcausesofstrategicchange.
AbouttheJDWetherspoon,Iwilltalkabouttwopoints:
Consistentcommunicationconsistently」ntheJDWetherspoon,
‘movementandcommunication ',staffsarekeepingintouchwithweekly
newsletters, amonthlycompanyvideoandbypublicizingtheminutes
ofbroadmeeting.AndJDWetherspoonattendtolistento
thestaffvoice,liketheir suggestions wetherspoon's
'listening'policyisbasedonasystemsuccessfullypioneered
bythehi-foreteller,richersounds.
.Duringthedevelopmentand
Establishingakeydifferentiator
growthofthecompany,itprovidesrealalebeersatrelativelylowpricesandcareaboutchildanddisable,itbuildnon-smokingareatokeephealthforthecustomers.
Section4:
forcesanddrivingforcestake
Becauseofthetwopowersaboutrestrainingeffect.ThestrategyofJDWetherspoonchangedovertime.Throughtwoforcesofrestrainingistheforceworkingagainstdesiredchanges.Andtheotherforceofdivingistheforceofworkingfordesiredchanges.
Ifthedivingforceisstrongerthanrestrainingforce,thenthefirmwillbechanging.Theleadercouldcomparethetwoforces,andconsiderthecompanyneedtochangeornot.NextwewilltalkaboutJDWetherspoon 'sdrivingforceandrestrainingforces.
Drivingforces:Theincreasecompetition,manycompetitorsrunpubs
to
rent
themoney.
Governmenttakesmanypolicelikeconcernaboutbinge
drinking,andthoughtitisanti-socialbehaviors.
The
changingmarket,themarketappearstobe
over-supplied.
Restrainingforces:Inertia(habit)oftheJDWetherspoon,liketheir
staff,theyhavehabittotheirrulerandmanagement.Theywant
thesteadyenvironmentofwork.
StrengthofcultureintheJDWetherspoonisvery
strong,theculturehasastrongeffectonJDWetherspoonanditsstaffanditsstructure.
(b)
ThebigchangesfrombusinessethicsisamainlyfactorintheJD
Wetherspoon.
Inthecase,thegovernmentconcernaboutbingedrinkingandthinkitisananti-social
behaviors,anditisparticularlyinthecitycanters.The
situationofpubwasn'tbeensawtobeencouragingbringsthembadpolicing.Theeve
ntcausesabadeffectonJDWetherspoon.
ThebadinflueneeonJDWetherspoonaboutprofitandsharesandsales.
TimMartinnowasanexecutive,hehadgiveuphispowerthroughdaily
time.SothebusinessethicsisveryimportantfactorsforJDWetherspoon.
(c)
TheroleofmanagementfJDWetherspoondealingwiththechangesislikenext:
Establishingdirections:developingavisionofthefutureoftenin
thedistantfuture,andstrategiesforproducingthechangesneeded
toachievethatvision.DuringtheJDWetherspoon 'sdevelopmentandgrows,the
firmsalebearincheapprice,takenon-smokingarea,
providetelevisionprogramandsoon.AllofthesemeansJDWetherspoonadopt
theabovebehaviortoreplychange.
Aligningpeople:communicatingdirectioninwordsanddeedstoall
whosecooperationmaybeneedsoastoinflueneethecreationofteamsandcoalitionsthatunderstandthevisionandstrategiesandaccepttheirvalidity.AbouttheJDWetherspoon,itcommunicatesandknowsaboutcustomersneeds,thenchangeitsbusiness, likebreakfast
servinginthemorningbeforenormaltimeat11:00a.m.
Motivatingandinspiring: energizingpeopletoovercomemajor
political,bureaucraticandresourcebarrierstochangebysatisfyingbasic,butoftenunfulfilled, humanneeds.Monitoringorganizingand
results,throughfindthecarelesstosolvetheproblems.TheleadershouldfideoutthediffereneebetweenJDWetherspoonandothers.
Italwaysneedstocommunicationwithpeople,knowtheirneedsandsolvethem,helpthemtoadaptthechangesinthecompany.
(d)
IwillgivesomesuggestionstoJDWetherspoon 'smanagement,inordertohelpthem
analysisachangesituation.Iamintroducing thethree-step
conceptualframeworkfromKurtLewintomanagement.Hehasintroducedthethree-stepchangemodelin1951andhasagreedthechangethatshouldbeinvoIvedandconcernedwiththethreestagesandtheindividuals.
Thethreestageslikenext:
Unfreezingthepresent. Reducingtheforcesmaintainingthe
organizationinitspresentsituation.Recognizingtheneedforchangeandimportant.
Inthisstage,managementneedlettheiremployeesknowtheimportaneeofthechange.Inthe21thcentauryofthecaseofJ
DWetherspoon,itfacedmorecompetition.Someotherretailpub
chainshadbeendevelopingtheirbusiness,andsomeofthepubareincreasingthemarketappearstobeover-supplied.Thegovernmentlimitedthedrinkingandtheconsequentanti-socialbehavior.Inaword,themarketshare,profitandsalesaredecreasing.Sothecompanyneedstochange.
Movingtothenewlevel.Shiftingthebehavioroftheorganizationtoanewlevelbyencouragingstafftoadoptmewbehaviorandattitudes.Theimplementation
ofthechange.
Inthisstage,theemployeeneedstoacceptthemewbusinessculturewiththe
managementshelp.Leadercanusemotivatemethodstoencourageemployeessayyestothechange.Forinstanee,theycangiverewardstoemployees,orsobenefits.AboutJDWetherspoon,ithassomechangeslike:
mostpubshaveadedicatedfamilydining
areawherechildrenandtheirpar
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