Assessmenttask1OutcomecoveredAlloutcomes(1-5)

Section1:

.

ThePESTELanalysisheadingareaframeworkinwhichenvironmentalinflueneeare

categorizedintosixmaintypes:political, economic,

socio-cultural,technological,,environmentalandlegal.

P:politicalforces,asthepoliticalarenahasahugeinflueneeupontheregulationof

businessandthespendingofconsumersandother

businesses.Thepoliticalisincludinggovernmentstability, taxation

policy,socialwelfarepoliciesandthetraderegulations.

InourcaseofJDWetherspoonplc,theMonopoliesandMergersCommissiontakea

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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

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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