...BUSINESS CULTURE AND STRATEGY SECTION 1 EXTERNAL ENVIRONMENT Part A Social: Most pubs have a Family dining area was created where children and their parents can eat together. Children are not allowed to use the bar areas. The consequences of anti-social behaviour have affected JDW as they could not encourage people to drink more. Technological: JDW did not show televised football and sales dramatically decreased. From that moment on, JDW decided to have football match on TV. Furthermore, they did not play music or show TV programmes. Due to the increasing demands, JDW have TV screens and shows live matches in their pubs. JDW also has a ventilation system where smokers are able to smoke without leaving the place smelling of smoke. This system cost more than £ 100.000. Economic: Supermarkets began selling drinks, particularly premium lager, at lower prices which encouraged people to drink at home and spend less money in pubs. Due to this changes, JDW sales and profit growth have also slowed down and the number of new openings was lower than the previous year. Political and legal: Monopolies and Mergers Commissions had been limited the number of pubs which a brewer could operates. It was one of the reasons for JDW's successful expansion because they entered into the market as a retailer without any connection with brewery. The traditional link between the brewing companies and pubs known as the "tied house" system has been broken by a ruling. Part B (SWOT analysis) ...
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...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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...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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... 3 Section1. How China Telecom develop plans for customer care strategy 4 Section2. Standards of customer care of China Telecom 5 Section3. Quantitative Aspects and Qualitative aspects 6 Section4. strategy and improvement 7 Conclusion 8 Introduction China Telecom, whose full name is Directorate General of Telecommunications, P&T, China, set up in 27 April 1995, is the largest telecommunication corporation in China. It is the biggest provider, which providing comprehensive information about service, holding the largest meshwork of global immobile telephone and Chinese information. It covers all cities and villages in China and gets through all over the world. As the philosophy of China Telecom is” Customer First, Service Foremost”, that means customers are the suppliers of food and clothing for China Telecom, they considered that its services are related to the interests of the most of people and the realization of development, what they do is based on customers and their purpose is to satisfy the customers’ needs. The purpose of this report is to analyses the Customer Care Strategy in China Telecom. And some recommendations will be proposed in this report. Section 1 How China Telecom develop plans for customer care strategy The...
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...By determining the relative importance of each of these forces we can: • identify the controlling forces and trends • explain and predict the profitability of the industry • identify an organisation’s competitive position within the industry • suggest ways to improve the competitive position (e.g. vertical integration) Threat of new entrants ← New entrants are businesses that enter the marketplace with the same product as the current members of the industry ← Includes imports from firms seeking economies of scale ← If it is easy to enter the industry this will tend to force industry prices down ← Threat depends on the height of barriers to entry ← Examples of entry barriers: ← Economies of scale - entrant must either enter on a large scale or accept a cost disadvantage ← Differentiation - brand identification and customer loyalty has to be overcome ← Capital requirements - how much finance is needed to enter and compete? ← Cost disadvantages independent of size - the learning curves, access to cheap labour, patents etc. ← Access to distribution channels - are they closed to new entrants? ← Government policy - legislation, tariff and non-tariff barriers Supplier bargaining power ← Includes suppliers of raw materials, components, labour, power, plant and equipment, finance ← High supplier power means that firms in the industry will have to pay high prices for...
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...Business Culture and Strategy Outcome 1 Political Factors There are few political issues that are associated with Costa Coffee such as taxation policy; day by day, the government is increasing tax and this has affected the purchasing behaviour of consumers in the UK. Over the last two years, there has been a fluctuation in the VAT rate. First it was 17.5% until it decreased to 15% then it increased to 17.5% and then to 20% later in 2011. Because of this increase, it has augmented the price of products at Costa. If VAT (Value Added Tax) decreased, the products will become cheap for consumers, however, since it has been increasing; this has a negative impact on the sales due to increase on the price of products. There is high possibility preceding the changes in the political control also in the coffee suppliers, there is lack of coordination. | Economic FactorsIn 2008-2009, the UK government has cut the VAT rate as a result of economic crisis with the aim of expanding the sales and hurrying the recovery in the region. Although this helped the sales to increase to some extent through lowering the cost of price of products, the high number of unemployment during economic crisis has led to a decline in the buying power of consumers.There are some economic factors which can affect the market of Costa Coffee for UK. These are the factors through which the purchasing power of the potential clients is affected. The economy of UK has low inflation rate which is considered as the benefit...
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...| Business | Business Culture and Strategy Report | | Business | Business Culture and Strategy Report | HND 2 bUSINESS 15 May 2015 Authored by: Renata Król HND 2 Business INTRODUCTION This report has been prepared to meet requirements of Business and Culture Strategy Unit, F7J7 35. The aim of the report is to present consolidated knowledge regarding business strategy and influence of business culture on strategy within organization which operates in very dynamic and fast changing environment of global business world. The application of theories and analyses has been based on case study provided by lecturer, namely “Alphabet Games” software and games development company, based in Scotland and formed in 2001. The report has been developed in following areas: * Analyses and findings of how PEST forces impact on AG change and SWOT analyse to illustrate relationship of AG with external environment. * Importance of organisational culture and its impact on managerial approach, organisational culture and behaviour and overall business strategy of AD. * Analyse of the process, impact and benefits of use different business strategies by AD. * Analyse ,role, and impact of management for process of business change and methods of implementing the change, including technics of overcoming potential resistance The analyses and findings of above sections should clearly explain the difference...
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...1. Introduction. JD Wetherspoon plc was founded by Tim Martin who opened the first pub in 1979. This offered cheap beer, good conversation and solid architecture. The motto of JDW is “cleanliness, beer, services and maintenance”. JDW is committed to expansion the new pubs that over 600 pubs. JDW was opened the new pubs that over 50% of the finance generated by the own business. JDW had developed the Lloyds Number One brand in 2000. In 2002, share price increased more than ten times its original value. In the late 1990s, JDW begun developed the budget hotel accommodation. The purpose of this report is analysis the organization strategy and culture of JDW plc. It should be set out the external environment, organizational culture, business strategy and change of JDW plc. 2. Findings. Section 1: External Environment. Social: J D Wetherspoon pubs have many distinguishing characteristics in the case. For example at least a quarter of the space is non-smoking. If customer did not smoke, environment of JDW pubs can attract more customers no smoking. It will bring more profits for JDW pubs. Technological: In 2002, J D Wetherspoon pubs did not TV technology. JDW miss World Cup football result in sales decreased. Now JDW pubs did have TV screen and they also can show World Cup football. Previous customer may come back again. JDW pubs can deficit coverage and to increase new profit. Economic: Supermarket was selling premium larger and using loss-leader...
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...Organisational culture is defined as the shared values and beliefs that interact with an organisations’s structure and control systems to produce behavioural norms (Uttal 1983). Strategic management consists of the analysis, decisions, and actions an organistion undertakes to sustain a competitive advantage (Gregory 2005) . Scholars, such as a Drucker, argue that “culture eats strategy for breakfast”, meaning organisational culture is far more significant and influential compared to strategic management. No matter how brilliant your strategy is, it won’t be accomplished if it is not supported by your ogranisation’s culture. However, some scholars argue that due to the intermittent challenges facing organisations in the contemporary business enivornment, culture can often be influenced by strategy. An organisation’s culture is extremely influential to business success. The organisation’s values and beliefs affect marketing, productivity and customer interaction. A strong organisational culture is achieved through the use of language, rituals and symbols to communicate key values throughout the organisation. A weak organisational culture exists when core values are not clearly defined, not clearly communicated or not widely accepted within the organisation. This can lead to inconsistant customer experiences and a unfavourable business reputation. (1) presents a strong organisational culture as a competitive advantage, “ A strong culture helps you attract and keep top talent,...
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...Applying trompenaars typology of organizational culture to implementation of csr strategy 1. Introduction Nowadays many authors declare Corporate Social Responsibility (CSR) in strategic terms as it is no longer seen as the invention of some social activist but important source of competitive advantage. However various researchers still struggle to figure out what shape and utility should the tools of CSR have and what implementation model could be the best to fulfill the business objectives. The study aims to demonstrate whether Trompenaars bipolar model of organizational culture could prove useful while implementing CSR strategy and to propose some good practice in this case. 2. Theoretical framework Culture A lot has changed in world of management since 80s and many leaders tend to ask a question whether corporate culture is still important. However high interest in that area seems to be a sufficient prove that it still is. According to a recent survey by management consultancy Bain & Company, 9 of 10 senior executives believe that corporate culture is as important as strategy for business - - - - - Electronic PDF security powered by www.IndexCopernicus.com 114 Adrian Pyszka, Michał Piłat success1. Corporate culture is described as general constellation of beliefs, mores, customs, value systems and behaviors that are unique for each corporation (Tunstall, 1983). By Schein (199) organization culture is the pattern of basic assumptions that a given...
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...Running head: STRATEGY OF ORGANIZATIONAL CULTURE The New HR Strategy Of Organizational Culture Donna Koravos SNHU STRATEGY OF ORGANIZATIONAL CULTURE 2 Organizational culture has become a very important business concept within today’s HR strategy. Focusing more on the satisfaction of employees has been a key factor in hiring and retaining top talent. By offering employees positive feedback, providing a positive working environment, giving them more autonomy in certain situations, and being more transparent with company goals and performance, has had a profound influence in today’s organizations. “Researchers found a relationship between organizational cultures and company performance, with respect to success indicators such as revenues, sales volume, market share, and stock prices.” Retrieved from https://new.edu/resources/organizational-culture--9. Three firms in which HR management has focused on organizational culture and has contributed positive effects amongst their employees are Google, Scripps Network and UPS. Although three very different companies, each one has been recognized as one of the Most Admired Companies by Fortune magazine. Since its start-up, Google has had a reputation of being a people oriented company. Their HR strategy is its emphasis on organizational culture and business objectives. By tying the two together, Google has strived and maintained its open culture attitude which has lead to the company’s success. “We strive to...
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...Bringing Strategy to Life: Aligning your corporate culture with business goals Leaders of high-performance companies understand that a corporate culture that is aligned with its strategic priorities helps the organization achieve business success. The challenge: achieving alignment and sustaining it over the long term. High Performance: As Unique as a Company Itself One of the most striking characteristics of highperformance organizations is the level of harmony between business strategy and organization culture that they manage to achieve and sustain over time. A manufacturer competing chiefly on cost and efficiency, for instance, requires a culture very different from that of a luxury goods retailer for which personalized customer attention is the ultimate differentiator. “High performance” means different things in companies competing on different strategic priorities across industry sectors. In short, the right high-performance environment is one that helps a company achieve a specific set of business requirements. In a high-performance organization, workplace practices must actively influence the employee behaviors needed to execute its strategy and reinforce its market focus. behaviors of leaders are critical in establishing a culture that aligns with the business strategy. But, certainly, this is easier said than done. In fact, many companies’ cultures are not aligned with their business objectives, because their leaders, who by and large focus on the financial and...
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...of globalization, the world in which we do business is increasingly becoming smaller and smaller. People are buying and selling goods, providing services, and communicating with others on a much more global scale. One hundred years ago it would have taken these people months to communicate, but today they can communicate with the press of a button. As our interactions with those from cultures much different than our own increases, communicating with one another creates obstacles we normally wouldn’t face when interacting with those from our own culture. This presents the peculiar problem for the business because it must train managers to effectively communicate within the constructs of different cultural norms and values. Communicating to others the importance of diversity in multinational corporations is a difficult task because it essentially involves asking others to reject the idea of their culture being superior to others. As O’Rourke (2010) points out, “failures in an overseas business setting most frequently result from an inability to understand and adapt to foreign ways of thinking and acting, rather than from technical or professional incompetence,” (p. 284). Regardless of difficulty, if a business is going to remain competitive as a multinational corporation, it is absolutely imperative that managers successfully communicate with individuals from different cultures. I chose to research multi-cultural management strategies because I understand how multi-national corporations...
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...Assessment task instructions This assessment covers Outcome 2 of Business Culture and Strategy. It is based on the case study of Alphabet Games. Each of the following questions must be correctly answered. In some cases it is possible, to make use of diagrams or tables in your answer. You do not need to do this if you do not feel it is required. However, a diagram or table on its own is not likely to be enough to provide a full answer. If you do use a diagram or table, you will probably need to provide some accompanying explanation or discussion. a Explain the importance of organisational culture to Alphabet Games and suggest an example of where both shared values and taken for granted assumptions contribute to the continued success of Alphabet Games. Using a recognised theoretical model, identify and justify the organisational culture of Alphabet games and assess how this shapes current management approaches. To reflect the changing environments within which Alphabet games operates, suggest a possible alternative organisational culture for the company Games and assess the impact this change in culture would have upon managerial approaches. Using a recognised framework, assess the importance of the relationship of the relationship between organisational culture and organisational behaviour. b c d Scottish Qualifications Authority HN Assessment Exemplar/F7J7 35/AEX001 V1.0 Business Culture and Strategy 11 May 2011 Assessment task 3 Outcomes covered 3, 4 ...
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...Differences in Forming a Business Strategy 1. Introduction International business covers all transactions undertaken between enterprises from two or more countries. In order to finalise a transaction companies have to form international operational structures distinct from those applied in their domestic market. Besides knowledge of international strategies managers need to comprehend the interdependence between the strategies and their financial results. Differences between an international and a domestic business concern commercial practices, the scope of managerial decisions, disparities in legal systems, as well as restraints put in place by governments, limitations connected w ith different currencies, not to mention cultural differences. Different business cultures in different countries lead to distinct commercial practices. Therefore, executives operating internationally encounter difficulties that people managing enterprises on a local scale do not have to face. Cultural differences are of fundamental importance for running an international business . The aim of this essay is to indicate the impact of cultural differences on the business strategy formulated for various countries and to show the significance of knowledge about the culture, behaviours, customs and traditions of the partner country in international business. This article is composed of three parts. The two first parts comprise a theoretic essay, in which native cultures are described in the...
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