商务文档格式.docx
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商务文档格式.docx
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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
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