...Strategy and Culture in J D Wetherspoon Written by: Yujia Wang Table of content 1. Introduction: 3 2. Findings 3 Section 1：External environment 4 Section 2: Organisational culture 5 Section 3: Business strategy 6 Section 4: Change 7 3. Conclusion 9 1. Introduction: J D Wetherspoon Company based on pub that offered cheap beer, good conversation and solid architecture which was opened by Tim Martin in 1979. The company motto is “cleanliness, beer, service and maintenance. It becomes a plc in 1992 and it now has over 600 pubs. In 2000, it opened over 90 new pubs and in 2002, about 10 years after flotation, its share price rose to more than ten times its original value. This report illustrates the external environment, culture, strategy and change in J D Wetherspoon which focuses on the deep analysis of the company and explains them from an objective point of view. 2. Findings Section 1：External environment Political: The “tied house” system had been broken by the rule from Monopolies and Mergers Commission between brewing companies and pubs. J D Wetherspoon chooses pub at a new start and change the strategy for it but may loss the profit and business and increase the cost. Economic: Tim Martin agrees with euro-sceptic and takes some actions while the union leaders and others condemned his actions. The people who support the euro may change their idea to choose other pubs which may cause the reduction in sales and profit. Legal: Public...
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...Strategy and culture in J D Wetherspoon 1.0 Introduction------------------------------------------P1 2.0 Procedure---------------------------------------------P1 3.0 External environment-------------------------------P1 4.1 Examples of factors 4.2 SWOT analysis 4.3 Set of guidelines about management 4.0 Organisational culture------------------------------P3 5.4 Organisation culture and shared values 5.5 Culture of J D Wetherspoon 5.6 Organisation culture and organizational behaviour 5.7 Management approach 5.0 Business strategy------------------------------------P4 6.8 Possible strategies 6.9 Strategy during the 1980s and 1990s, and four benefits 6.10 Compare two different strategy 6.11 Factors before change strategy 6.12 Business strategy and strategic choice 6.13 Key issue about management 6.0 Change------------------------------------------------P8 7.14 Forces for change 7.15 Stakeholder power 7.16 Change situation 7.0 Conclude---------------------------------------------P11 1.0 introduction This report is for analyse J D Wetherspoon’s business strategy and environment. First section analyse the changes in the external environment which J D Wetherspoon has faced since it was founded in 1979. In section 2 should consider the relationship between organizational culture and organizational behavior. Third is to analyse business strategy...
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...Business Culture and Strategy Submitted by Ma Yudian (Candidate No.095512658) International College Central South University of Forestry and Technology October 2010 contents 1. INTRODUCTION…………………………………………………………………….…..3 2.1 PESTEL……………………………………………………………………….…..3 2.2 SWOT analysis……………………………………………………………………4 2.3 How to conduct SWOT analysis…………………………………………….…….5 3.1 Organisation culture in JD Wetherspoon………………………………………….5 3.2 The type of culture that J D Wetherspoon has…………………………………….6 3.3 relationship between organizational culture and organizational behavior in J D Wetherspoon…………………………………………………………………………..7 3.4 different culture in company………………………………………………………7 4 Conclusion……………………………………………………………………….….8 5 REFERENCES…………………………………………………….………………..9 1.Introduction The report is about the change in the external environment in JD wetherspoon. It analysis the PESTEL and SWOT of the J D Wetherspoon. It also analysis the relationship between organisational culture and organisational behavior in the JD wetherspoon. J D Wetherspoon plc was founded by Tim Martin who opened the first J D Wtherspoon pub in1979. It now has over 600 pubs, which means that it has expanded on average at the rate of about one new pub each week. 2.1 PESTEL Social-cultural: J D Wetherspoon provide children’s cutlery with children’s meals to convenience children. Most pubs now have a dedicated family dining area where children and adults can eat together. The...
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...Business culture and strategy Content 1.Introduction 2 2.The possible strategies adopted by organisations and its environment 2 3.Identify the strategy used by the company during the certain period 3 4.Compare the the influence the strategy has had on behaviour 4 5.Differentiation strategy 5 6.Major factors to cause changes 5 7.Key issues that the organistion has had to take account of in order to manage its business strategy 6 8.The reason why the strategy of the arganisation has changed over time. 8 9.the stakeholder power that lead the changes in organisation 8 10. the role of management could play in dealing with the changes 9 11.Conclusion 10 1.Introduction JD Wetherspoon plc was founded by Tim Martin who opened the first JD Wetherspoon pub in 1979. In 2002, its share price rose to more than ten times its original value. Although JD Wetherspoon was successful in the past, it was facing much more problems by the start of the twenty fist century. JD Wetherspoon has made some changes in many aspects which conclude its operation .As a result; JD Wetherspoon is successful in remaining a successful business. 2.The possible strategies adopted by organisations and its environment Diversification strategy: this is where we market completely new products to new customers. There are two types of diversification—related and unrelated diversification. Related diversification means that we remain in a...
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...College Business Culture & Strategy:4 HND HRM DE3X 35 J.D. Wetherspoon’s Change Management and Strategies FAO: M Glencross Submission Date: 3/05/2012 City of Glasgow College Business Culture & Strategy:4 HND HRM DE3X 35 J.D. Wetherspoon’s Change Management and Strategies Contents 1.0 Introduction………………………………………………………………………………………………………2 2.0 Forces for Change……………………………………………………………………………………………3 3.0 Stakeholder Power……………………………………………………………………………………………4 4.0 Managements Role in Change………………………………………………………………………….5 5.0 Analysing Change and Overcoming Resistance to Change……………………………….6 6.0 Conclusion……………………………………………………………………………………………………….7 7.0 Bibliography……………………………………………………………………………………………………..8 1.0 Introduction A report analysing change within J. D. Wetherspoon has been requested by City of Glasgow BC&S tutor: M. Glencross. The report will investigate changes in strategy and factors that may cause change and recommend ways for management to cope with change. The objectives of the report are to answer the four listed questions: * Explain why the strategy of J.D Wetherspoon changed over time, making reference to ‘forces for change’ * Explain how the power of stakeholders led to change in J.D Wetherspoon * Explain the role that management of J.D Wetherspoon could have played in dealing with the changes that occurred after the year 2000. * Provide recommendations for J.D Wetherspoon management...
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...Rose C. Masiku, Olutosin Babatunde, Jose Mira Uguina, Alberto Villarrubia Garcia, Paola Aguirre B00031200, B00029719, B00054480, B00065743 and B00065744 Department of Business School of Business & Humanities Institute of Technology, Blanchardstown Dublin 15. Word Count: 3500-4000 Actual Word Count: 3,857 EXECUTIVE SUMMARY The aim of this project is to analyse McDonald’s human resources practices from a strategic Human Resources management perspective. Strategic human resource management is a concept that relates to the way an organisation links its human resource strategies and practices to the organisation’s objectives and strategy. Since it’s a ‘strategic’ approach to human resource, the company’s strategy according to (Johnson, Scholes & Whittington 2011; p3) should be ‘the direction and scope of an organisation over a long- term, which achieves advantage in a changing environment through its configuration of resources and competences’. However there have been many debates varying from academics to critics about what strategic human resource management (SHRM) actually embraces and implies for organisations. Definitions range from 'a human resource system, that is tailored to the demands of the business strategy', (Snow, 1984)to 'the pattern of planned human resource activities intended to enable an organization to achieve its goals' (Wright and McMahan 1992). However, organisations...
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...Costa Coffee Analysis and Strategy – “The Sister Project” Contents 1. Introduction 4 2. External Analysis 4 2.1. Customer Analysis 4 Target Age Groups 4 Key Areas 5 2.2. Competitor Analysis 5 2.2.1. Direct Competitors: Leading coffee shop brands 6 Market Route 6 Independent Coffee Houses 7 2.2.2. Indirect Competitors 7 2.2.3. Key growth areas 8 2.3. Market Analysis 9 The market 9 Awareness of the market 9 Market drivers 9 Market barriers 10 Goods and services 10 Suppliers 10 Customers 10 SWOT analysis 10 Market Trends 11 Market Opportunities 12 2.4. Environmental Analysis 12 2.4.1. PESTEL Analysis 12 3. Internal Analysis 14 3.1 Strategies and Objectives 14 3.2. Brand Analysis 15 3.3. Business Portfolio Analysis – Services 16 3.4. Brand performance 17 3.5. Marketing and Communications 17 4. Key issues 18 4.1. Brand image 18 4.2. Differentiation 18 4.3. Clarity of message 19 5. Strategic positioning 19 “The Sister Project” 19 6. Bibliography 20 1. Introduction Costa is Britain’s leading coffee chain in a highly competitive and growing market. Despite a tough economic environment in Britain, the brand has managed to continue rapid expansion at home and in emerging economies abroad. The brand focus on the core product has been matched with portfolio expansion into new service areas. This report analyses Costa’s relationship to the existing coffee market, in order to look at some of the key...
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...ESSENTIALS OF MARKETING THIRD EDITION JIM BLYTHE Essentials of Marketing ii Marketing Planning: principles in practice We work with leading authors to develop the strongest educational materials in marketing, bringing cutting-edge thinking and best learning practice to a global market. Under a range of well-known imprints, including Financial Times Prentice Hall, we craft high quality print and electronic publications which help readers to understand and apply their content, whether studying or at work. To find out more about the complete range of our publishing please visit us on the World Wide Web at: www.pearsoned.co.uk Last A Head on Spread 000 Jim Blythe University of Glamorgan Essentials of Marketing Third Edition Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsoned.co.uk First published under the Financial Times Pitman Publishing imprint 1998 Second edition 2001 Third edition 2005 © Financial Times Professional Limited 1998 © Pearson Education Limited 2001, 2005 The right of Jim Blythe to be identified as author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written...
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... Contents and introduction ConTenTs The DIreCTors’ reporT AnD busIness reVIeW 1 Highlights 2 Chairman’s statement 4 Strategic review 4 Business review 5 Market overview 6 Our strategy 8 Key Performance Indicators 10 Our business model 12 Risks and uncertainties 14 CSR/Today 16 Our people – Values in action 18 Performance review 18 Operating review 23 Financial review 26 Governance 26 Board of Directors 28 Corporate governance report 32 Directors’ remuneration report 41 General information FInAnCIAL sTATemenTs 43 Group financial statements 43 Directors’ statements of responsibilities 44 Independent auditors’ report 45 Consolidated financial statements 45 Group accounting policies 50 Consolidated statement of comprehensive income 51 Consolidated balance sheet 52 Consolidated cash flow statement 53 Consolidated statement of changes in equity 54 Notes to the Group financial statements 75 Company financial statements 75 Company accounting policies 77 Company balance sheet 78 Notes to the Company financial statements InVesTor InFormATIon 86 Five year summary of results 87 Supplementary information 88 Investor relations and financial calendar Our business We are the UK’s fourth largest food retailer by sales with an annual turnover in excess of £15bn. We have 425 stores across Britain, ranging in size from 10,000 to 40,000 square feet. Over 10m customers visit our stores each week served by over 134,000 employees. Our strategy and vision See page 6 to find out more Our vision is to...
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...Financial Accounting for Decision Makers Visit the Financial Accounting for Decision Makers, sixth edition Companion Website at www.pearsoned.co.uk/atrillmclaney to find valuable student learning material including: G G G G G Self assessment questions to test your learning A study guide to aid self-learning Revision questions and exercises to help you check your understanding Extensive links to valuable resources on the web Comments on case studies to aid interpretative and analytical skills We work with leading authors to develop the strongest educational materials in accounting, bringing cutting-edge thinking and best learning practice to a global market. Under a range of well-known imprints, including Financial Times Prentice Hall, we craft high-quality print and electronic publications which help readers to understand and apply their content, whether studying or at work. To find out more about the complete range of our publishing, please visit us on the World Wide Web at: www.pearsoned.co.uk 6th Edition Financial Accounting for Decision Makers Peter Atrill and Eddie McLaney Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsoned.co.uk Second edition published 1999 by Prentice Hall Europe Third edition published 2002 by Pearson Education Limited Fourth edition 2005 Fifth edition 2008 Sixth edition 2011 © Prentice Hall Europe...
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...HMV Group plc Annual report and accounts 2010 Contents Overview 1 2 4 6 8 Introduction Strategic progress and future focus Market overview Chairman’s statement Business review The basics Inspirational brands HMV and Waterstone’s are renowned for their specialist appeal, offering the widest ranges of entertainment and books in their markets. Our stores and the people who work in them strive to be always passionate and inspirational about the products we sell, and provide great service and value for money to ensure that our customers get closer to the entertainment they love, or feel every word between the covers of a good book. We attract the most enthusiastic customers in our markets, with over 4 million loyalty card holders across both brands. Business and financial review: 18 Financial review Governance 24 Board of Directors 26 Corporate governance 30 Directors’ remuneration report 40 Corporate responsibility 46 Directors’ report 51 Independent auditor’s report to the members of HMV Group plc Financial statements 52 Consolidated income statement 54 Statements of comprehensive income 55 Balance sheets 57 Statements of changes in equity 59 Cash flow statements 60 Notes to the financial statements 103 Group financial record HMV In-store Online & digital Live HMV is evolving rapidly as an entertainment brand. Our market-leading retail businesses operate through 417 stores in the UK, Canada, Hong Kong and Singapore and transactional local territory websites...
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