J D Wetherspoons

This may affect the long-term growth of JPMorgan Chase. The company can not cope with the challenges of the new round of entrants, and the lack of market share in the niche category. JPMorgan must establish an internal feedback mechanism directly from within the sales team to address these challenges. JP Morgan 's profitability and net contribution rate is lower than the industry average. Compared with competitors, product demand forecast is not very good, leading to higher missed opportunities. One of the reasons for the high daily inventory compared to its competitors is that J.P.Morgan Chase does not need to be forecasted, and ultimately maintains a higher inventory both internally and in the channel

The number one goal for this company is to reach the $100,000 mark in the year 2000. Based on the findings that are occurring in this company, the best way for this situation to have a chance of occurring is by reducing the price of the drinks during a certain period of the year. This time frame is best described between the

Once Job Analysis is complete, the next step is to define the responsibilities of the candidate to meet the needs of the position. Job description is basically a list of the tasks required of the employee holding the particular position defined in the job analysis. A Complete job description will include level of responsibility and the expected outcome. Once these attributes are defined and documented, finding the ideal candidate will become easier and more precise.

GBBC’s competitive advantage was product differentiation of both its restaurant and beer. The beer had a good brand image because it was fresh and high quality compared to the alternatives available in the market. The restaurant served only home brewed beer that gave it a premium perception. The restaurant was German style, moderately priced dinning and high quality and served trendy cuisines. GBBC chose the restaurant location strategically and modified the restaurant, while keeping the basic idea intact, to meet the preferences of local customers.

This report therefore gives an analysis of the current culture of the organisation, referring to the present business practices and the values and ways in which the organisation is run. Despite the effectiveness of this current culture, and the challenges of ‘change’ of any sort, there

Lowe’s is the world’s second largest home improvement retailer and operated 952 stores in forty five states at their fiscal year ending January 30, 2004. The company is currently in the midst of the most aggressive expansion in its history with 130 new stores opened in 2003 and another 140 slated for this year. Lowe’s saw 2003 sales reach approximately $30.8 billion, due largely to their focus on the retail customers and home-improvement projects.

Although 2012 has seen some increase in the industry revenue, IBISWorld predicted continuous decline until 2014 (Outlaw, 2012). David Jones announced in its ASX Release 40% decline in profit-after-tax in 2012 is expected, partly associated with costs involved in its new strategic initiatives (David Jones, 2012). Myer, David Jones’ closest competitors, experienced decreased total sales of 3.8% and stated in

Competition in the industry: Competitors include local small pubs/ bars, family restaurants, other food outlets, etc. There is a lot of competition in this industry from domestic as well as foreign companies.

* Opportunities - Opportunities are offered by the environment within which the sandwich/snack bar operates. These situations may rise when the sandwich/snack bar are taking benefit of conditions in its environment to plan and execute strategies that enable it to become more profitable. The sandwich/snack bar is able to achieve competitive advantage by making use of their given opportunities. However in occasions like this the sandwich/snack bar must be careful and recognize the opportunities and grasp them

JCPenney Company, Inc., a public traded company that has its common stocks traded on NYSE market under the ticker symbol “JCP”.

•They are the most famous and one of the few outlets available in area and footfalls are generally heavy due to these•The places are usually visited very frequently by local people, students, etcPromotion•The joints rely on word of mouth publicity•There is no promotion done through ads for these joints. The promotion at maximum is limited to local newspaperSUGGESTIONS•McDonalds could increase the number of items served on its menu. Currently there are only 6 vegetarian and 6 non-vegetarian items served on the menu. It is also evident from the survey that many people feel that the variety of menu available is average and could be improved. Some of the customers prefer something new every time they visit. These potential customers could be targeted by increasing the number of items in the menu.

The recent decline in share price reflects that the market recognizes the declining profitability of the industry.

Another sector rival, JJB, mainly focused on professional sportswear, experienced enormous losses due to squeezed customer spending and other multiple economic pressures (Davey, 2009). Unlike successive growth of net profits of its major competitors, in 2011 JJB tripled the losses of previous year. The declined sales during Christmas promotion periods account for lagging behind the sector rivals (Wilson, 2009).

There is a lack of information or inaccurate information and analysis. Instead of discussing directly with the employees, that sales were dropping, the manager used a form of manipulation in form of placing the competition's bottles water e.g. Badoit Rouge in the factory cafeteria, which further antagonized workers. This action was opposed to the intended motivation. One of the best ways to overcome resistance to change is to educate people about the change effort before change occurs. Up-front communication

Whittaker’s is most trusted brand of chocolate in New Zealand. Whittaker’s headquarters are located at Porirua, Wellington, New Zealand. Whittaker’s was founded by J.H Whittaker in Christchurch. James Henry Whittaker worked in the British confectionery industry at the age of 14 and moved to Christchurch, New Zealand, in 1890. Six years later he started manufacturing chocolate confectionery, selling it directly to customers.  In 1913, he established a partnership with his two sons, Ronald and James, based in Wellington. The business became a limited liability company in 1937, with third-generation Whittaker’s still the sole shareholders in the company. In 1992 the company formed J.H. Whittaker Australia Ltd.