商务文档格式.docx

商务文档格式.docx

《商务文档格式.docx》由会员分享，可在线阅读，更多相关《商务文档格式.docx（9页珍藏版）》请在冰点文库上搜索。

TheSocial-culturalfactorsareJDWetherspoonprovidechildren’scutlerywithchildren’smealstoconveniencechildren.Mostpubsnowhaveadedicatedfamilydiningareawherechildrenandadultscaneattogether.Theareaisrestrictedandlimitedtomealtimesonly.Childrenarenotallowedinthebarareasandthecompanybelieveitdoesgreatlyaltertheatmosphereofthepubs.

TheTechnologicalfactorsareeachhasaventilationsystem（costingmorethan£

100,000）whichaimstoensurethatcustomersdonotleavesmellingofsmoke.JDWetherspoonalsohasplasmascreensandcanshowTVprogrammes.

TheEconomicfactorsisin2004,isclearpriceincentivedrinksliquorlargermeasures,andreduceitscocktailhastothesesalestoproduceadverseeffectpitcheramountofalcoholin.In2002,thepriceofthestockraisedmorethantentimesitsoriginalvalue.

ThePoliticalfactorsarerelatedtoalcoholandanti-socialbehavior,thegovernment'

sattention,especiallyinthecitycenter.SotheJDWetherspoonreaction,reducingtheirdrinkingcocktailpitcherinuse,theycanceledallpriceisfavourable,drinksliquorgreatermeasures.

TheLegalfactors,thelinkbetweenthebrewingcompanyisthetraditionalhousesandbarsthatlinethesystemhasbeenlifted,fromthedeterminationoftrademonopoliesandquantitativerestrictionsonthemergercommitteecanoperatebarsandbeer.JDWetherspoonretailersenteringthemarket,representsacompanywhodidnotpreviouslyexist.

2.2SWOTanalysis

TheSWOTanalysisincludedstrengths,weaknesses,opportunitiesandthreats.

Strengths:

theWetherspoonJDwithagoodtrackrecordofprofitsharingandsufficientcapital,thepriceischeap.Itprovidescheapbeer,thismeansthatthemorecompetitiveWetherspoonJD,attractmorecustomers.

Weakness:

lackofmusicandcenterpositionofWetherspoonjJDprovidedthatnomusicquiteatmosphere,peopleprefertosomeentertainmentpubs.WetherspoonJDthedowntownbarmodenowmayhavebeenoutofdate.IntownsandcitiescentermoreandmorebarisoneofthegreatcompetitionstoWetherspoonJD.

Opportunity:

JDWetherspoonopportunityintoanewjudgenot.ThebeginningofWetherspoonJDdevelopedeconomyhotelaccommodationfor'

Wetherlodges'

andfamous.AllThehotelsaresetcolumnfacilities.ThebarsandrestaurantsWetherspoonJDotherget.TherelativelynewopportunitiesofThecompetition,itiscustomerdemandischanging.Therefore,theWetherspoonJDtakestepstomeetdemand.Thiswouldattractmoreoftheexistingandpotentialcustomersbar.

Threat:

thesupermarketbegansellinglossesleaderspricedrinks.Thismakesithardtoinpricecompetitiononthebar,andencouragewaterhome.Thereisagrowingpublicandgovernmentofalcoholandtheresultingantisocialbehavior,especiallyinthecitycenter,attention.Gotothepubhasbeendiscouraged,soitisfortheirthreats.

2.3JDWetherspoon’sSWOTanalysis

TherearesomeguidingprinciplesWetherspoonJDthemanagementcanuseconductiveSWOTStrengthsandweaknessesorder.Itisasetofinternalenvironmentanalysis.Opportunitiesandthreatsisexternalenvironmentanalysis.

AboutthestrengthsandweaknessesIn.Inrealitymeanswhenorganization'

sstrengthsandweaknessesofanalysis,itshouldbebasedonfacts,notimagine.

TheSWOTanalysisistoconcrete.Avoidgreyzone.Ifthereisakindoffactorscanberegardedaspower,itcanalsoberegardedasweakthinks,thisisnotspecific.

KeeptheSWOTanalysisofshort-termandsimple.Avoidcomplexityandexcessiveanalysis.Avoidcomplexityandexcessiveanalysis.Ifyouwanttoincludemanydots,eachquadrantSWOTmatrix,itisagoodideatothem.

Mixedwiththecurrentstateofexpectation,itwillcausethedistortionoftheresults.

3.0Section2Organisationalculture

3.1TheorganisationcultureinJDWetherspooninterms

"

Grantedassumptions"

isforhumanityandlivingenvironmentanddeepunderthesurface,isalsounabletoobserve.Inaverybasic,almostpointsofPLCWetherspoonJDconscious.BasicassumptionsareestablishedbyTimMartinwhobasedon1946byGeorgeOrwell'

sarticles,speakofahypotheticalbarmodel,called'

thewaterunderthemoon"

.Thisprovidescheapbeer,goodconversationatmosphereandsolidinarchitecture.TheWetherspoonJDfacilitiesmustbemadebyTimMartinhypothesis.Inthechangingconsumer'

sneedsandfacedwithmorecompetitionofthepace,basicmethodstoWetherspoonJDtheundergonemanychanges.

Commonvalues"

isclearorimpliedbasicidea,conceptsandprinciples,ofthebasisisorganizationalculture,andguidedecision-makingandstaff,managementbehaviorandmembersoftheorganization.Itinideologyorideasandactionsreflectastheguidingbehaviorandanxietyandtheuncertaintyofthedifficulteventhandlingmethods.JDWetherspoonplacetolisten,andact,feedbackstaffinallaspectsoftheenterprisehasimportantsignificance.

Suggestedinweeklymeetingsandstafffortheirproposalshallberewarded.Membersareconstantlyupdatedandwithintheorganization,therefore,theygetbettermoraleandkindness,intheirworkbecomemoreactive.Therefore,thestaffknowtheyintheorganizationvalue,willeventuallypaycloseattentiontoprovideit.

3.2TypeofcultureusedbyJDWetherspoon

Fourculturetypesforpower,role,taskandpersonalareoutlinedbyCharlesHendy.Heoutlinedfourcultureofpowerculture,roleculture,taskculturesandpersonalculture'

stype.TheattorneyWetherspoonbelongstocultureofpower.Intheorganizationofdecision,suggestspowercultureisconcentratedaroundkeyindividualsmallbureaucratsandflexible.Thispersonliketocontrolandbehindthepowerculture.ManyofthefeaturesWetherspoonJD,provedthatitbelongstocultureofpower.Forexample,TimMartinisinWetherspoonJDtheparents.InajointstatementWethersponinthepasttwoyearsinthetwentiethcenturydecadesofsuccessislargelyattributedtofounder.Digitalismorewillingtotalkaboutthepowerofpeoplewhofeeltheirreactionsandspreadwithhisorherenthusiasmandpassion.Theirgreateststrengthliesintheirimmediateresponseabilityandintuitionistcommunication,becauseinaveryshortcircuit,becauseofconcentrationofpowertochanceorcrisis.

3.3TherelationshipbetweenorganisationalcultureandorganisationalbehaviourinJDwetherspoon

Cultureistheguideandshapingemployeesofattitudeandbehavior,fromacertainsense,decision-makingandcontrolmechanism.Atthesametime,israisingtheabilityoforganizationandcohesion.Organizationalcultureandorganizationalbehavior,anddeterminestherelationshipbetweenthemisconsistent.CultureofWetherspoonJDishardwork.Becausethecompanysayspeoplearethebestassetsofalltime.Theyencourageemployeestoparticipateinthedecision,inthemulti-channelcommunicationdecision-makingpart.TimMartinusedwithstaffthroughinformalmethodstories,letthemknowhishypothesis.Organizationalculturecanimproveorganizationalskills,andachievebusinessplan,andrealizedtheexcellenceofhighlevel.

3.4Thedifferentmanagementapproach

Inroleculture,everybodyhasadistributionandlogicalderivationrole.Rules,system,processandprocedureistoensurepersonalreplaceableandbehaviorofthisorganizationspecification.Comparepowerculture,aculturecanreducebetweentheemployeesparticipationandcommunication,stiflecreativityandinnovation.Moreenterprisestructureandmanagementandleadershipfeedbackisslowlyuptoitshighest.Thetransitiontoanotherculture,andisacontroversialfield,sotheirroleisnotsuitableforculturalWetherspoonJDthehomework.

4.0Section3Businessstrategy

4.1Fourpossiblestrategies

Productdevelopment

Thisisanewproductwillsellexistingcustomers.Thisstrategymayrequirenewcapacitybuildingandrequestthecompanydevelopedproductrevisionofexistingmarket.

Marketing

Itmakesproductsonthemarketnewproductionline.Thismaybethecompany'

sproductsandservices,oranewgeographicmarket,newUSES,newfield,exploration,toattractnewcustomers.

Differentiation

Thepurposeofdifferentiation,isahugemarket,includingtheserviceastheuniquecreateproductsorintheindustry.

Marketpenetration

Wemarketourexistingproductstoourexistingcustomers.Thisstrategyisusedtoincreasebytheenterprisefromtheoriginalproductwithoutmarketstrategydriftingoriginal.Thisisimportant,becauseofenterpriseretainingexistingcustomersthanattractnewcheap.

4.2ThestrategythatJDWetherspoonfollowedduring1980sand1990s

JDWetherspoonasinthe1980sand1990spotterdifferentiationstrategy.Duetothebarofdifferentmodefromotherbarowners.ThebiggestdifferenceisthattheWetherspoonJDnotplaymusicorTVprograms,toencouragedialogue,inthefirstquarterofspaceisnotsmoking.Othernotablefeatureisthattheywithlowpricesellsarealhighgradebeervariety,specialattentiontopublictoilets,allserviceprovidingfoodallday,withrelativelylowpriceselletc.Thisstrategyandusuallychargehighproduct,oftentoreflectthehigherproductioncostsforconsumersmorevalue-ad