...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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...JD Wetherspoons Case study: How can Planning and Control help to meet customer Demand? Contents: Introduction. Page 2. What customer demand do Wetherspoons pubs face? (Part 1a). Page 2. How can Wetherspoons control demand and plan to meet it? (Part 1b). Page 2. How well does Wetherspoons currently manage it’s supply and demand? Page 4. (part 1c). References. Page 4. Apendix. Page 5. This report is written about J.D.Wetherspoons. J.D.Wetherspoons is a managed pub company. Wetherspoons pubs are usually found in urban and suburban areas, and are renowned for offering cheap food and drink, no music and some would say no atmosphere. Wetherspoons turnover has increased every year since they began in 1979, and shows no signs of levelling out. Wetherspoons was founded by Tim Martin who remains director of the company today. This report aims to look at customer demand in Wetherspoons pubs, and how Wetherspoons can plan for and control this demand. What customer demand do Wetherspoons pubs face? (Part 1a) There is no doubt that J.D.Wetherspoons has a high volume of customer demand, with revenue of £1,972.1 million last year between 860 pubs (JD Weatherspoons annual report 2012). There are real ale festivals and 428 Wetherspoons pubs achieved 100% from cask masque for the quality of their ales (http://www.jdwrealale.co.uk/guide/cask-marque, 25/11/2012). But pubs are no longer about simply selling...
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...With an increase in technological sophistication on the ERP and CRM systems, there is now a growing need to bridge the gap between the services offered by these different software systems. According to one estimate, the tech industry is losing as much as $30 billion every year due to an asynchronous business management system that has not brought the data from ERP and CRM together. Writing for a Forrester Research report, Ray Wang, an analyst with the firm said, “ERP systems provide much-needed internal information that can be shared with new stakeholders. CRM systems provide the entry point for stakeholders to engage with an organization. You can't really have one without the other and be successful in the marketplace”. While businesses have realized this and have continued to invest in both the systems, the problem here is that this is being pursued as an IT challenge and not a business one. Today, ERP and CRM perform two vastly different functions in an organization. While ERP helps in better coordination of material and human resources within the organization, the CRM helps in handling customer accounts and their resource needs with the organization. Consider a pretty basic scenario where one of your customer orders 1000 widgets. Typically, the business takes a purchase order for these 1000 widgets from the customer and transfers this to the production department who then take stock of the current inventory. Depending on this information, they set up additonal manufacturing...
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...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 market or industry with which we are familiar. Unrelated diversification is where we have no previous experience in the market or industry. The appropriate environment of this type of strategy is also can be...
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...from a increase in annual turnover and sales. This is the cheapest strategies of all Ansoff’s business strategic models. It also encourages companies to stay on existing market. There were a lot of competitors in this market but this strategy help JD Weatherspoon to reduce competition from rivalry. 2- Market development this happens when the company or organisation tries to sell its existing products in the new market or segment, for example if a Scottish organisation tries to enter into regional or global market to sell their existing products. This also helps the organisation to increase its base by attracting new Customers and increase its market share and portfolio. Favourable economic conditions and social culture changes force JD to adopt this strategy. 3- Product development this type of strategy occurs when the organisation starts to offer new products to the existing customer, so by bringing new products to the market, the organisation will be also attracting new customers. This also helps to keep its customers attracted to the organisation and its products e.g. Xbox 360 which has introduced Xbox 360 +kinetic improving the quality and and strength of the product and increasing product range for the organisation. JD Weatherspoon went on to adopt this strategy to keep up with the changes in technology and often fiercely competitive environment to try to keep ahead with competition in the market. 4- Diversification it involves new products and markets...
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...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 area is restricted and limited to meal times only. Children are not allowed in the bar areas and the company believe it does greatly...
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...Case Study JD Wetherspoon J D Wetherspoon is a pub company with more than 700 outlets throughout the UK. The company's customer base is very broad, a fact which it is keen to reflect in its workforce. Wetherspoon reviews its recruitment and retirement strategy; looking at where and how it advertises and taking changing demographics into account. Wetherspoon has taken the step of removing its retirement age, a move which ensures that it can retain valuable skills and experience and give staff the choice of working for longer. Says the recruitment manager; "Some people's perception of our industry is that it's a youth-oriented one, so while we were very good at employing students, we'd always struggled to attract applications from the older age bracket. We still get people ringing up saying, "I'm 45 - am I too old for a job as a manager?" and the answer is absolutely no way! It amazes me that some companies still put ages on job advertisements." The majority of frontline recruitment in the company is overseen by pub managers, and they have been trained to ensure that their recruitment practices do not discriminate on age. This includes the revision of all job specifications so that they are in line with good practice on age diversity and the re-writing of the company's interviewing skills course. Wetherspoon's job application forms do not ask for date of birth, and job descriptions at every level are based purely on skills and competencies. Wetherspoon has found it beneficial...
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...Today JD Wetherspoon is one of the most well known pub chains in the UK and Ireland. With 35,000 people employed by the organisation and over 900 outlets it is easy to see why. They have grown significantly over the last 10 years as a new market for craft beers has opened up which Wetherspoons have taken full advantage of. They sell local craft beers and also well known brands at a fraction of the cost than most pubs in the industry. In the companies 2014 report it stated that it is the biggest purchaser of micro brewery beer and is supplied by over 400 micro breweries across the UK. The company is now publicly listed on the London stock exchange with owner Tim Martin still owning a large part of it. Wetherspoon has been an innovator in their respected industry and after gaining a stronghold in the pub industry they now own over 40 hotels across the UK which they like to call Wetherlodges. At the moment their hotels do not bring in half the money as their public houses do but there is room for expansion if the opportunity arises according to the founder Tim Martin. To add further to their innovation, they were one of the first to open their premises at 7am. Although you will not be able to get alcohol served. Wetherspoons did this to break into the breakfast market as alcohol sales were dropping. They have done very well in the breakfast market as consumers have endorsed the quality breakfast served at an affordable price. They are now in the top 3 of coffee sellers in the UK...
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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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...Introduction I was asked to create a portfolio of a retail organisation that has atleast 100 employees overall and at least one physical retail store. So I chose JD Wetherspoon (a chain of hotels and pubs). In this portfolio I have mention about training and development of new employees, how do we deal with absenteeism, remuneration policies and organizational involvement towards employee’s problem. 5.1 Task 1 Learning Concepts and Learning need: There are two basic learning schools of thoughts namely Behaviourist and Cognitivists: * Behaviourist * “Pavlov Classical Condition” based on Reward & Punishment, used when a person have the tendency to learn, the person is not new at work. Rather the reward and no reward affect the general behaviour. * “Skinner Operant conditioning” is based mainly on (Trial & Error). * Cognitivists * It analyses employee learning need through concrete action. * It based mainly on observation, lateral thinking and experience. * The approach is direct in nature quite different from that of that skinner’s and Pavlov’s. Security and Loss Prevention Officer:- In the retail environment, it is very important to have a constant eye on loss-prevention that is keeping an eye on organization’s stocks and hard currency. The calculations that retail stores is based on the merchandise they have and how much they should have in actual which can be determined through sales ; The difference is known as shrinkage....
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory * Join * Search * Browse * Saved Papers ------------------------------------------------- Haut du formulaire Bas du formulaire ------------------------------------------------- Haut du formulaire Bas du formulaire * Home Page » * Business and Management Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (a) In: Business and Management Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (a) Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (A) Q1. How should Chase have bid in the first round competition to lead the HK$3.3 billion Disneyland financing? 1.Three ways to approach this deal 1) bid to win, 2) bid to lose and3) no bid. Chase chose to bid to lose on the first round, but just enough to make it to the short list. Also, since Chase is one of Disney's relationship banks, Chase would not want to ruin this relationship by not bidding on their project. If Chase wanted to lead the competition from the first round, they should have made a bid that was more aggressive and aimed to win. This bid would have been closer to the desires of Disney, making them more appealing and increasing their probabilities of leading the financing. However, they chose to bid to lose, with just enough terms to get into the second round to "protect their reputation", but not...
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...Costa Coffee, the UK’s largest and fastest growing coffee shop, plans to convert its entire coffee supply to sustainably grown beans sourced from Rainforest Alliance Certified farms by 2010. As a first step, from September 2008 at least 30% of Costa’s unique Mocha Italia blend, which forms the base of its coffee drinks, will come from Rainforest Alliance Certified sources, equal to about 1000 tonnes of green coffee over the course of a year. Only farms that meet specific standards balancing all aspects of production, including protecting the environment, the rights and welfare of workers and the interest of coffee-growing communities are awarded certification. The standards were developed by the Rainforest Alliance, an independent, international environment organisation, and other conservation groups that comprise the Sustainable Agriculture Network. And while UK consumers will be among the first to see the difference in store the change will have an international impact across Costa’s 1000 stores worldwide. Costa Coffee’s Marketing Director, David Hutchinson said: “Costa is at the beginning of a journey towards greater sustainability in its business. We know it will take time to convert our supply base to certified sustainable sources but we believe it’s an investment that is right for our business, right for the coffee industry as a whole and we believe it’s a journey our customers will want to be part of. “Costa’s success is built on a commitment to quality,...
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...Damaging the employers reputation can be done by employees in several different ways, and can include many different forums. What should happen if an employee tweets negative things about their employer? What if they get in trouble outside of work? What if they do something at work that critically damages their reputation that is not part of their job duties? There are many ways that employees conduct inside and outside of work can affect an employer’s reputation, the relationship as well as many consequences for the actions. This report is going to address off-duty conduct and defamation and show cases that are relevant. Essentially anything that employees do outside of work hours should be their business, but is it? In the case Kelly v. Linamar Corporation, 2005 CanLII 42487 (Ont.SC): Mr. Philip Kelly had been working in Linamar for 14 years, and his position was manager which supervisors more than 10 employees and have daily touch base with suppliers and customers. His work record was impressive, and others knew him as a respectful manager. However, he was arrested for holding child pornography in his home computer on January 21, 2002(Filsinger, 2010, p.380). His employer, Linamar Corporation started investigation in Mr. Kelly’s conduct due to the shocking news came out. Linamar Corporation is the largest employer in the city of Guelph and has “a special emphasis on philanthropy directed towards young children including sponsoring their attendance at cultural events, sponsoring...
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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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...Strategic Human Resource Management McDonald’s Restaurant 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...
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