1、1.0 Section 11.1 PESTLPolitical: There was increasing public and government concern about binge drinkin g and the con seque nt an tisocial behaviour, particularly in city cen tres.So that the Ma rtin is a no ted eurosceptic and in 2002 prin ted 500,000 beer mats and put up 10,000 t o save the pound.

2、Econo mic: The supermarket bega n selli ng drin ks. This result in people drinking at home and this company lose its competitive prices.So J D saved the pound.Social: J D Wetherspo on does not serve complime ntary crisps with baguettes. Custom ers thought that the fried food is not healthy.Also, the

3、y bega n to reduce the wine drink ing. Then J D Wethersp on plc develops a kind of low etha nol wine.Tech no logical: J D have plasma scree ns and can show TV programmersThere isa ven tilatio n system (cost ing more tha n 100,000) wt fi ch aims to en sure that customers do not leave smelli ng of smo

4、ke.Legal: The tiedouse 'ystem had been broken by a ruling from the Monopolies cou ld operate. The government concern about binge drinking, so the pub need esta blish a range of rules. There was a law severely limited the number of pubs, so J D as a retailer stepped into market had gotte n many a

5、dva ntages.1.2 SWOTStren gth: The kids can eat in the bar pare nts. In additi on, they lower the price of bee r sold to a wide range of real beer.Moreover, J D places great importa nee on liste nin g to and acti ng on, it has two-way com muni cati on from members of staff on all aspect s of the bus

6、in ess about the feedback.Weak ness: J D cannot meet the social-culture eve n it did have TV scree ns andits peaceful motto is also no Ion ger fitted. So that the pubs cannot solicit tho se customer like music or TV lover. In 2001, J D had long been a stock market fa vourite but the share price also

7、 fell.叮叮小文庫Opportunities: Pubs are not only provide breakfast, but also built a dedicated f amily dining area which make children and adults eat together. J D also begu n develop ing budget hotel, this can develop ano ther market and in crease the profit o f J D . J D used to have a clear idea that

8、it can choose what sort of pubs it wished t o operate and comb ined them perfectly while the other operators cannot did this.Threat: There are more and more competitors, such as Regent Inns,Punch Taver ns and the supermarkets. The market appears too many suppliers so that the marketi ng competiti on

9、 is become fierce. External en vir onment will in flue nee on J D through opport un ity and threate n. Threat could use opport un ities to make weak ness become stre ngth.1.3 Effect of SWOTGuidelines for SWOT Ana lysis: First, keep it simple. It' s important to focus on yourorganization. Moreove

10、r, be rooted in the now and don't get lost in the future.(http:/www.ryers on .ca/kje nsen /strategic_pla nnin g/swot.html)With the change of time, the internal and external environment will change. So SWOT would cha nge also. Stren gth and weak ness bel ongs to internal which can an alysis the i

11、nternal in formati on, and the opport unity and threate n bel ongs to exter nal. Some stre ngth, but also may be a weak ness. So the orga ni zati on should disti nguish what is the stre ngth or the weak ness.A SWOT analysis is only be used for consulting, wecouldn 'use SWOT analysis to make stra

12、tegy. Opport unity and threate n can be foun ded in PESTEL that implies many factor of exter nal en vir onment.2.1 Section 22.1 Value of CultureOrganizational culture encompassesvalues and behaviors that "contribute to the unique social and psychological environment of an organization." (T

13、he Busines s Dictionary. Organizational culture 2015 ) In other words, culture is a kind of val ues and Shared a group of pers on take together con stitute a surv iving desig n sta ndar d system.Shared value is a high-profile symbol, and a formal form. It can become embodied in the organization'

14、 s ideology or philosophy and act aseatgibdhavior and ways ofdealing with anxiety, uncertainly and difficult events. The organizations need value ” From one part, it can help them to guide the behavior of employees and regulate the workers. On the other hand, “ sharevalue ” is the essential part of

15、organizational culture. Assumption value is low-profile symbol, informal form and un spoke n rules. The basic assumpti ons at very fun dame ntal, almost sub-c on scious, level tell employees how to perceive, think and feel about thin gs. Due to un see n and not ope nly ide ntified in the day to day

16、in teract ions, these factors also called as rules ”. In the case, pubs are com monly con sidered as socialize area, so the pubs always supply cheap food and comfortable com muni cati ng atmosphere. Eve n more when people have awareness of non-smoking, the pubs will set up a special area for non-smo

17、king which meets the customer' sneeds.2.2 Type of CultureDeal and Kennedy created a model of culture that is based on 4 different type s of organizations.They each focus on how quickly the organization receives f eedback, the way members are rewarded, and the level of risks taken: Work-ha rd, pl

18、ay-hard culture; Tough-guy macho culture;Process culture and Bet-the-co mpany culture. (http:/cha ngingmin /expla nati on s/culture/deal_ke nn edy_cultur e.htm) The mode of Deal and Kenn edy will be used in judg ing which type is fit for th is compa ny. Through the case, we can found that Tim

19、Marti n man ages the compa ny with his mind and idea, it company is include by the food industry, all the staff wor k hard every day, and the n they will have a holiday for several days. So J D is suit th e work hard/play hard culture. They also have high level energy and customer-or ientation. J D

20、provide lower prices of beer and good service, and maintenance.The company always pays highly attention to the staff and the customers, and the inf ormation 'high-speed recreation, the feedback will rapid.The employees always have high-speed actions which result in high-speed recreation activiti

21、es. J D als o does these suggestions quicklySo the risk is low.2.3 Relatio nship betwee n Behavior and CultureOrganizational Behavior is “ thestudy of human behavior in organizational setti n gs, the in terface betwee n huma n behavior and the orga ni zati on, and the orga ni zation itself (Moorhead

22、, G, & Griffin, R. W. /1995). Organisation behavior is the resp onse of the system or orga nism to various stimuli or in puts, whether i nternal or exter nal, con scious or subc on scious, overt or covert,a nd volun tary orinvol untary. (Elizabeth,2014). The relationship between organisation beh

23、avior and org anisation culture is consistent relationship. In this case, there are numbers of id eas and suggestions are discussed each week in company meeting and staff are rewarded for their suggestion, staff can also discuss company issues with boar d members.2.4 Ano ther culture typeAccord ing

24、to DK model, J D could choose tough guy, which have higher risk and slower feedback tha n work hard/ play hard. J D can carry out more party to attract customer and take cost-adva ntage to confront competitor. And the type of tough guy mostly applies to this type of company which fast-moving financi

25、al and police force or athletes competi ng in team sports, and they are focus on the prese nt rather tha n on the Ion ger-term future, they make more short-term decisi ons. As the draw ing of Christmas Eve, J D can plan a activity to promote their product and service. So the feedback is rapid, and e

26、xist high risk. However, eve n the reward of tough guy is high, it also may result in stress of staff and has in flue nce on the performa nce of employees.2.2 Section 33.1 Busin ess strategyThe main strategies are classified into four types: cost leadership, differentiation, focus differe ntiati on

27、and pen etrati on.Cost leadership: is a con cept developed by Michael Porter, used in bus in ess strategy. It describes a way to establish the competitive advantage. Cost leadership means the lowest cost of operation in the industry (Stahl, Grigsby , 1997) . The cost leadership is often drive n by c

28、ompa ny efficie ncy, size, scale, scope and cumulative experie nce (lear ning curve). A cost leadership strategy aims to exploit scale of product ion, well defined scope and other economies, producing highly standardized products, using high tech no logy. Busin ess en vir onment: strong competiti on

29、 and a threat of substitute products.Differentiation: is the process of distinguishing a product or service from others, to make it more attractive to a particular target market. This invoIves differentiating it from competitors' products as well as a firm's own products(Chamberlin, 1949). B

30、us in ess en vir onment: The chose n basis for differe ntiati on should be in here ntly difficult to imitate, and will probably need to be developed over time. It could reduce rivalry with competitors and improve customer loyalty.Focus differentiation: seeks a high price premium in return for a high

31、 degree of differe ntiati on. It means focus on a well-defi ned and probably quite restricted market segme nt. Busin ess en vir onment: If the market was saturated, the focused differentiation could provide opportunities. Penetration: It measures the brand popularity. It is defined as the number of

32、people who buy a specific brand or a category of goods at least once in a given period, divided by the size of the releva nt market populati on( Farris, Ben die, Pfeifer, et al, 2010). Market pen etrati on is one of the four growth strategies of the Product-Market Growth Matrix as defi ned byA nsoff

33、. Busin ess en vir onmen t: I n a stag nati ng market in crease in sales cause there is only possible by grabb ing market share from rivals.3.2 Strategy dur ing the 1980s and 1990sDuring the 1980s and 1990s, J D Wetherspoon adopted the differe ntiatio n. In the case, J D Wetherspo on is a pub cha in

34、, which has many pubs. The compa ny aims to man age the pub to satisfied with the customer, and it was always make its strategy in the pub chain, all actions of JD like provide cheap beer and non-smoking area and so on, which are all of set the mai n point to its pub man age style. During the1980s a

35、nd 1990s, JD built non-smok ing and provide health food to the customers. The compa ny thinks that the stuffs are its best asset.There are four ben efits if J D Wetherspo on choose the differe ntiati on: the compa ny build its own style and brand, form own customer group, the quick growing of expa n

36、sion about share and scope, and the in come is more tha n before.3.3 Strategy dur ing the 21st ce nturyDuring the 21st cen tury, J D Wetherspo on adopted the focus differe ntiatio n. In the case, they provided the differe ntiated products and services to meet the dema nds of customers. For in sta ne

37、e, there are a dedicated family di ning area, which childre n and adults can eat together. The different strategy could make the different effect to the orga ni zati on structure, man ageme nt style and orga ni zati on culture.During the 1980s and 1990s the company relied on organic growth by acquir

38、ing suitable sites and converting them into J D Wetherspo on plc, in stead of buying the other pubs. At that time, all the pubs' style is same, so it could use the same man ageme nt style. But in the 21st cen tury, while it also pays atte nti on to the staffs, it try to cha nge its style, man ag

39、e model and the food what has provided.3.4 Two factorsBefore cha nging the strategy, J D Wetherspo on may con siderexterior en vir onment and in dustry life cycle.Exterior en vir onment: When the compa ny can not adapt to the cha nges in the exter nal environment, the strategic drift occurs. Strateg

40、ic management invoIves the formulation and implementation of the major goals and initiatives taken by a compa ny's top man ageme nt on behalf of own ers, based on con siderati on of resources and an assessme nt of the in ternal and exter nal en vir onments in which the orga ni zati on competes (

41、Nag R, Hambrick D C, Che n M J.,2007).During the 21st century, the retail licensing market had adapt to the changes in the tiedouse 'ystem. Other pubs had bee n adapted it and develop ing their bus in ess.Therefore, there are much more competitors for JD. It led to the market saturati on of pub.

42、 So J D Wetherspo on n eeds to cha nge its bus in ess strategy.Industry life cycle: The stages are the same for all industries, yet industries cycle through the stages in various len gths of time. Eve n with in the same in dustry, various firms may be at different life cycle stages. Strategies of a

43、firm as well as of competitors vary depe nding on the stage of the life cycle. The growth of an in dustry's sales over time is used to chart the life cycle.The disti net stages of an in dustry life cycle are: in troducti on, growth, maturity, and decli ne (refere nee for bus in ess, 2013). Whe n

44、 the in dustry developme nt to maturity, the compa ny should con sider the cha nge In this case, the pubs in dustry has en tered a mature stage so that the competitors will be more and more. So J D Wetherspo on n eeds con sideri ng differe nt product form other pubs to attract customers. J D Wethers

45、po on pubs now serve breakfast and ope n earlier in the morning before no rmal lice nsing hours beg in at 11.00 a.m.3.5 Busin ess strategy and strategic choiceBusin ess strategy: A bus in ess strategy typically is a docume nt that clearly articulates the directi on a bus in ess will pursue and the steps it will take to achieve its goals. It facilitates en terprise to achieve competitive adva ntage in the market, and create more ben efits.Strategic choice: Choose one of the most appropriate strat