商务文化与策略hnd

Io0Section

11.1PESTLPolitical:There wasincreasing publicand governmentconcern aboutbinge drinking andtheconsequent antisocialbehaviour,particularly incity centresSo thatth eMartin isaonoted euro-sceptic andin2002printed500,000beer mats and putup10,000to savethepound.Economic:The supermarketbegan sellingdrinks Thisresult inpeople drinkingat homeoandthis companylose itscompetitive pricesSo J D savedthe poundSocial:J DooWetherspoon doesnot servecomplimentary crispswith baguettesCust omersthought thatthefried foodis nothealthy.Also,they beganto reducethe winedrinking oThen J DWetherspon plcdevelops a kind oflow ethanolwine.Technological...have plasmascreens andcan showTV programmers.Ther.i.a ventilationsystem costingmore than£100,000which aimsto ensuretha.customers donot leavesmelling ofsmoke.LegalThetied housesystem hadbeen brokenby aruling fromthe Monopolies couldoperateThe governmentconcern aboutbinge drinking,so thepub needestablish aorange of rulesTherewas alaw severelylimited thenumber of pubs,so JDas aretailer steppedinto markethad gottenmany advantageso

1.2SWOTStrength:The kidscan eatin thebar parents.In addition,they lowerthe priceof beer soldtoa widerangeofreal beerMoreover,J Dplaces greatimportance onliste ningto andactingon,it hastwo-way communicationfrom membersof staffon allasp ectsof thebusinessabout thefeedback.Weakness...canno.mee.th.social-cultur.eve.i.di.hav.T.screen.an.it.peacefu.mott.i.als.n.longe.fitted.S.tha.th.pub.canno.solici.thos.custome.lik.musi.o.T.lover.In2001,J Dha dlongbeen astock marketfavourite butthe shareprice alsofelLOpportunities:Pubs arenot onlyprovide breakfast,but alsobuilt adedicated familydiningarea whichmake childrenand adultseat togetherJDalso begundevelopingbudget hotel,this candevelop anothermarket andincrease theprofit ofJ DJDused tohave aclear ideathat itcan choosewhat sortofpubsit wishedto operateandcombined themperfectly whilethe otheroperators cannotdid this.Threat.Ther.ar.mor.an.mor.competitors.sue.a.Regen.Inns.Punch Tavernsand thesupermarkets.Th.marke.appear.to.man.suppliers.tha.th.marketin.competitio.i.becom.fierce.Externa.environmen.wil.influenc.o...throug.opportunit.an.threaten.Threa.coul.us.opportunitie.t.mak.weaknes.becom.strength.3Effect ofSWOTIoGuideline.fo.SWO.Analysis.First.kee.i.simple.lt.importan.t.focu.o.you.organization.Mor eover.b.roote.i.th.no.an.don\ge.los.i.th.future.http://www ryersonca/〜kjensen/strategic_planning/swoto htmlWit.th.chang.o.time.th.interna.an.externa.environmen.wil.change.S.SWO.woul.chang.also.Strengt.an.weaknes.belong.t.interna.whic.ca.analysi.th.interna.information.an.th.opportunit.an.threate.belong.t.external.Som.strength.bu.als.ma.b..weakness.S.th.organizatio.shoul.distinguis.wha.i.th.strengto.th.weakness.A SWOTanalysis isonly beused forconsulting,we couldntuse SWOTanalysis tomakestrategy Opportunityand threatencan befounded inPESTEL thatimplies manyfactor ofoexternalenvironmento

2.0Section21Value ofCulture2oOrganizationa.cultur.encompasse.value.an.behavior.tha.n.Th.Busines.Dictionary.Organizationa.c ultur.

201..1n otherwords,culture isakindof valuesand Shareda groupofperson take togetherconstitute asurviving designstandard system.一Share.valu.i..highprofil.symboLan..forma.form.I.ca.becom.embodie.i.th.organization.ideolog.o.philosoph.an.ac.a..guid.t.behavio.an.way.o.dealin.wit.anxiety.uncertainl.an.difficul.events.Th.organization.nee.“shar.value”.Fro.on.part.i.ca.hel.the.t.guid.th.behavio.o.employee.an.regulat.th.workers.O.th.othe.hand.“shar.value.i.th.essentia.par.o.organizationa.culture.Assumptio.valu.i.low—profil.symbol.informa.for.an.unspoke.rules.Th.basi.assumption.a.ver.fundamental.alm一os.subconscious.leve.tel.employee.ho.t.perceive.thin.an.fee.abou.things.Du.t.unsee.an.no.op一enl.identified.th.da.t.da.interactions.thes.factor.als.calle.a.unspoke.rules”smokin.whic.meet.th.customer.needs.2o2Type ofCultureDea.an.Kenned.create..mode.o.cultur.tha.i.base.o..differen.type.o.organizations.The.eac.focu.o.ho.quickl.th.organizatio.receive.feedback.th.wa.member.ar.rewarded.an.th.leve.o.risk.taken.Work—一hard.play-har.culture.Tough-gu.mach.culture.Proces.cultur.an.Betthe-compan.culture.http://changingminds.org/explanations/culture/deal_kennedy_culture.htm.The modeof Dealand Kennedywill beused injudging whichtype isfit fort hiscompanyThroug.th.case.w.ca.foun.tha.Tim Martinmanages the company withhis mindandidea,it companyis includeby thefood industry,all thestaff work hard every day,andthen theywill havea holidayfor severaldays.So JD issuit theworkhard/play hardculture.The.als.hav.hig.leve.energ.an.customer-orientation...provid.lowe.price.o.bee.an.goo.service.an.maintenance.The companyalways pays highly attention tothestaff and the customers,and theinformationshigh-3Relationship betweenBehavior andCulture2oOrganizationa.Behavio.i.u th.stud.o.huma.behavio.i.organizationa.settings.th.interfac.betwee.huma.behavio.an.th.organization.an.th.organizatio.itself.Moorhead.G..Griffin.R.W./l

995.Organisatio.behavio.i.th.respons.o.th.syste.o.organis.t.variou.stimul.o.inputs.whether internalorexternal,conscious orsubconscious,overt orcovert.and voluntaryorinvoluntary.Elizabeth,

2014.Th.relationshi.betwee.organisatio.behavio.an.organisatio.cultur.i.consisten.relationship.I.thi.case.ther.ar.number.o.idea.an.suggestion.ar.discusse.eac.wee.i.compan.meetin.an.staf.ar.rewarde.fo.thei.suggestion.staf.ca.als.discus.compan.issue.wit.boar.members.24Another culturetypeoAccordin.t.D.model...coul.choos.toug.guy.whic.hav.highe.ris.an.slowe.feedbac.tha.wor.hard.pla.hard...ca.carr.ou.mor.part.t.attrac.custome.an.tak.cost-advantag.t.confron.competitor.An.th.typ.o.toug.gu.mostl.applie.t.thi.typ.o.compan.whic.fast——movin.financia.an.polic.forc.o.athlete.competin.i.tea.sports.an.the.ar.focu.o.th.presen.rathe.tha.o.th.longer—ter.future.the.mak.mor.short——ter.decisions.A.th.drawin.o.Christma.Eve...ca.pla..activit.t.promot.thei.produc.an.service.So th.feedbac.i.rapid.an.exis.hig.risk.However.eve.th.rewar.o.toug.gu.i.high.i.als.ma.resul.i.stres.o.staf.an.ha.influenc.o.th.performanc.o.employees.

3.0Section

33.1Business strategyThemain strategiesare classifiedinto fourtypes:cost leadership,differentiation,focusdifferentiation andpenetrationoCos.leadership.i..concep.develope.b.Michae.Porter.use.i.busines.strategy.

1.describe..wa.t.establis.th.competitiv.advantage.Cos.leadershi.mean.th.lowes.cos.o.operatio.i.th.industryStahLGrigsby,.an.othe.economies.producin.highl.standardize.products.usin.hig.technology.Busines.environment.stron.competitio.an..threa.o.substitut.products.Differentiation.i.th.proces.o.distinguishin..produc.o.servic.fro.others.t.mak.i.mor.attractiv.t..particula.targe.market.Thi.involve.differentiatin.i.fro.competitors.product.a.wel.a..firm\ow.productsFocu.differentiation.seek..hig.pric.premiu.i.retur.fo..hig.degre.o.differentiation.I.mean.一focu.o..well3o2Strategy duringthe1980sand1990sThere arefour benefitsif JD Wetherspoonchoose thedifferentiationthecompanybuildits ownstyle andbrand,form owncustomer group,the quickgrowing ofexpansion aboutshareand scope,andtheincome ismore thanbeforeo

3.3Strategy duringthe21st centuryDurin.th.21s.century...Wetherspoo.adopte.th.focu.differentiation.I.th.case.the.provide.th.differentiate.product.an.service.t.mee.th.demand.o.customers.Fo.instance.ther.ar..dedicate.famil.dinin.area.whic.childre.an.adult.ca.ea.together.Th.differen.strateg.coul.mak.th.differen.effec.t.th.organizatio.structure.managemen.styl.an.organizatio.culture.Durin.th.

1980.an.

1990.th.compan.relie.o.organi.growt.b.acquirin.suitabLsite.an.convertin.the.int....Tw.factors3oBefore changingthe strategy,JD Wetherspoon mayconsider exteriorenvironment andindustrylife cycle.Exterio.environment.Whe.th.compan.ca.no.adap.t.th.change.i.th.externa.environment.th.strategi.drif.occurs.Strategi.managemen.involve.th.formulatio.an.implementatio.o.th.majo.goal.an.initiative.take.b..company

1.to.managemen.o.behal.o.owners.base.o.consideratio.o.resource.an.a.assessmen.o.th.interna.an.externa.environment.i.whic.th.organizatio.compete.Na.R.Hambric..C.Che..Jo,

2007.Durin.th.21s.century,the retaillicensing markethad adaptto thechanges inth.tied housesystem.Othe.pub.ha.bee.adapted itand developingtheir business.Therefore.ther.ar.much morecompetitor.fo.JD.I.le.t.th.marke.saturatio.o.pub.So JDWetherspoonneeds tochange itsbusiness strategy.I.thi.case.th.pub.industr.ha.entere..matur.stag.s.tha.th.competitor.wil.b.mor.an.more.S...Wetherspoo.need.considerin.differen.produc.for.othe.pub.t.attrac.customers...Wetherspoo.pub.no.serv.breakfas.an.ope.earlie.i.th.mornin.befor.norma.licensin.hour.begi.a.l1oO.a m.

3.5Business strategyand strategicchoiceBusines.strategy..busines.strateg.typicall.i..documen.tha.clearl.articulate.th.directio..busines.wil.pursu.an.th.step.i.wil.tak.t.achiev.it.goals.I.facilitate.enterpris.t.achiev.competitiv.advantag.i.th.market.an.creat.mor.benefits.Strategi.choice.Choos.on.o.th.mos.appropriat.strategie.a.th.company.strategy.Fo.an.organization.i.face..lo.o.option.strategy.S.ever.organizatio.mus.mak..strategi.choic.abou.whic.strateg.the.nee.t.follo.o.adopt.Lth.case.w.ca.kno.tha...Wetherspoo.adopte.th.differentiatio.a.it.busines.strateg.durin.th.1一

980.an.1990s.Lsupplie.specia.environmen.quiet.clean.nonsmokin.t.others.Durin.th.developmen.o.pubs.th.othe.pub.als.becam.t.d.specia.environmen.lik.that.The...Wetherspoo.bega.t.serv.breakfast.sho.Worl.Cu.footbal.an.s.on.i.als.develo.ne.bran.lik.an.begu.developin.budge.hote.t.chang.it.strategy.Al.thes.proces.o.strateg.i.it.strategi.choice.whic.fro.differentiatio.t.focu.o.differenc.strateg.choosing.

3.6Two keyissues——smokin.are.t.kee.healt.fo.th.customers.Mak.ensur.ever.staf.awar.o.strategy.Lthi.case.th.staff.o...Wetherspoo.ar.keepin.i.touc.wit.weekl.newsletters..month!.compan.vide.an.b.publicizin.th.minute.o.broa.meeting.An...Wetherspoo.atten.t.liste.t.th.staf.voice.Thi.managemen.metho.greatl.hel.th.compan.an.employee.wit.thei.exchangin.idea.an.suggestionso。