Section 2 —Assessment
The assessment example(s) below can be used by centers, or alternatively centers can develop their own assessment.
Assessment 1
Outcomes covered 1-5
Assessment instructions
This assessment covers all the Outcomes of Business Culture and Strategy. It is based on the case study of J D Wetherspoon plc.
Produce a report on ‘Strategy and Culture in J D Wetherspoon’. Overall. your report should be about 3,000-3,500 words long. It should be set out in four sections as indicated below and should provide an answer to the 17 questions within these sections. On average, each response to a question should be about 170-200 words in length. It is more likely that some answers will be longer than this, while others will be shorter.
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. If you do make use of a diagram or a table, they will not be part of the word count. 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.
Section 1: External environment
In this section you should analyze the changes in the external environment which J D Wetherspoon has faced since it was founded in 1979.To do this you should:
A Give examples of social, technological, economic, political and legal factors which have affected the way it has behaved.
B Analyze the relationship between J D Wetherspoon and the environment it is facing in the 21st century by using a SWOT analysis.
C Prepare a set of guidelines that the management of J D Wetherspoon could use on how to conduct a SWOT analysis, such as one you have just undertaken.
Section 2: Organizational culture
In this section, you should consider the relationship between organizational culture and organizational behavior. To do this you should:
A Explain the organizational culture in J D Wetherspoon in terms of ‘shared values’ and ‘taken for granted assumptions’ in an organization. You should illustrate your explanation with ONE example of each element from the case study. For each example, you should say why it illustrates this aspect of organizational culture.
B Explain the type of culture that J D Wetherspoon has, using a recognized model of organizational culture. Give examples to justify why you have chosen this type of culture.
C Using the type of culture you identified in part 2b above, what is the relationship between organizational culture and organizational behavior in J D Wetherspoon?
D To what extent would the management approach in J D Wetherspoon be different if the company had adopted a different culture? Again, make use of the same model that you used in part 2b above.
Section 3: Business strategy
In this section, you should evaluate the business strategies which J D Wetherspoon adopted during the period covered by the case study. You are expected to relate these to other possible strategies which could be available to an organization like J D Wetherspoon and, in addition, identify issues of choosing and managing a strategy within an organization.
A Briefly explain four possible strategies which organizations may adopt: In each case, indicate the business environment which would be appropriate for the strategy concerned.
B Which strategy did J D Wetherspoon follow during the 1980s and 1990s? Justify Your decision and identify four benefits that J D Wetherspoon gained from this strategy.
C J D Wetherspoon has followed a different strategy since the start of the 21stcentury from the one that it adopted during the 1980s and 1990s.Compare the two different strategies in terms of influence that each has had on the behavior of the organization.
D Assess two factors that J D Wetherspoon has had to consider before changing its business strategy.
E Explain how the experience of J D Wetherspoon illustrates the connection between the terms ‘business strategy and ‘strategic choice’.
F Describe two key issues that J D Wetherspoon has had to take account of in order to manage its business strategy.
Section 4: Change
This section deals with change. You should begin by reviewing changes in strategy and factors that may cause change and then move on to consider how management can cope with change.
A With reference to forces for change’, explain why the strategy of J D Wetherspoon changed over time.
B Choose ONE of the following: stakeholder power; business goals; organization culture; business ethics; social responsibility. Explain how the factor you have chosen could lead to change in J D Wetherspoon.
C Explain the role that the management of J D Wetherspoon could play in dealing with the changes that have occurred during the period since the year 2000.
D What advice would you give to the management of J D Wetherspoon to help them analyze a change situation and to overcome any resistance to change?
J D Wetherspoon plc
Background
J D Wetherspoon plc was founded by Tim Martin who opened the first J D Wetherspoon pub in 1979. He based his model for a pub on a 1946 essay by George Orwell which referred to an imaginary pub called Moon Under Water’. This offered cheap beer, good conversation and solid architecture. As a result, the company motto of J D Wetherspoon is ‘cleanliness, beer, service and maintenance’. J D Wetherspoon, incidentally, takes its name from a Mr. Wetherspoon who was Tim Martin’s primary school teacher. The ‘JD’ is from a character in a television programme ‘Dukes of Hazzard’.
J D Wetherspoon became a plc in 1992 at which time it consisted of a chain of 44 pubs. It now has over 900 pubs, which means that it has expanded, on average, at the rate of about one new pub each week. In 2000, for example, it opened over 90 new pubs and over 50% of the finance for the new developments came from cash generated by the business. In 2002, about 10 years after flotation, its share price rose to more than ten times its original value.
Development and growth of the company
From the outset J D Wetherspoon had a policy of expansion. In order to provide the atmosphere and facilities which Tim Martin required; J D Wetherspoon pubs needed to be fairly large. Initially, they averaged 4, 100 square feet in area and, although this has fallen over the years, the average size remains over 3,300 square feet. During the 1980s and 1990s the company relied on organic growth by acquiring suitable sites and converting them into J D Wetherspoon pubs.
As well as ensuring that the site was big enough, this strategy of organic growth enabled the company to choose locations which it considered suitable for pubs of its type. Many of these were in high profile ‘high street’ locations in town and city centers. Expansion by buying other public house chains was ruled out on the grounds that it would not provide sufficient pubs of the right size in the right place.
One reason for the company’s successful expansion was that it was able to capitalize on changes in the public house market. The traditional link between the brewing companies and pubs known as the ‘tied house’ system had been broken by a ruling from the Monopolies and Mergers Commission (MMC) which severely limited the number of pubs which a brewer could operate.
This had forced companies to choose between brewing and retailing, with the result that companies were selling off either their brewing operations or their chains of public houses and hotels. J D Wetherspoon entered the market as a retailer. It was a new company with no connections to any brewery and was able to build from scratch. To an extent, it represented a type of company which had not previously existed in the licensed trade in the UK.
In addition, it had a clear idea what sort of pubs it wished to operate and was able to ensure that its approach was consistently maintained across all its outlets. Other public house operators were less able to decide on how to proceed in the changed market environment. The 1980s and early 1990s were characterized by a number of launches and re-launches as well as changes of ownership among other public house operators.
Characteristics of J D Wetherspoon pubs
Tim Martin’s model for a pub has meant that J D Wetherspoon pubs were based on a number of distinguishing characteristics:
• They sell a wide range of real ale beers at relatively low prices.
• Good quality wine is available.
• They do not play music or show TV programmes.
• At least a quarter of the space in each establishment was to be non-smoking. Each also had a ventilation system (costing more than £100,000) which aimed to ensure that customers did not leave smelling of smoke. [NB: All pubs and restaurants in UK now are non-smoking establishments].
• Particular attention is paid to the toilets (groovy loos’), including the provision of specially adapted toilets for customers with disabilities.
• They all serve food which is available all day and sold at relatively cheap prices— the gourmet food expert, Egon Ronay, has been consulted on this and his recommendations, including using better basic ingredients and serving lighter dishes, have been put into practice.
Tim Martin
Much of the success of J D Wetherspoon during the last three decades of the twentieth century was attributed to the founder, Tim Martin. He is a controversial and unusual character for a businessman. He is six feet five inches tall and weighs eighteen stone. He has an unconventional image, with shoulder length ginger hair and dresses casually in clothes that are not always coordinated.
In his capacity as executive chairman, he regularly travelled round the country visiting pubs and, when he did so, he carried all his business documents in two plastic supermarket carrier bags. He is a noted euro-sceptic and in 2002 printed 500,000 beer mats and put up 10,000 ‘save the pound’ posters to encourage customers to think about the issue while they drink. Union leaders and others condemned his actions. However, he justified them by using the results of a poll among company staff which showed that 90% were against the single currency and 95% were happy for the pubs to be used in Martin’s ‘No’ campaign.
People in J D Wetherspoon
J D Wetherspoon has consistently claimed that people are its best asset. It has a flexible training policy which enables people from all kinds of different backgrounds to join the company. It is committed to lifelong training and it provides staff with opportunities to gain relevant qualifications such as those offered by the British Institute of Innkeeping. Every member of staff is considered as potential management material and 20% of senior managers began as bar staff or cleaners. It recognizes that employees will not stay with it for all their working lives but does wish to build a sense of loyalty.
J D Wetherspoon has a lifestyle guarantee’ which aims to give managers time for a life outside work. They work a 48-hour week with two consecutive days off and a maximum of four late closures a week. All managers get a day off in lieu for every bank holiday they work. Training courses, area meetings and shift management meetings form part of the working week so that they do not encroach into staff leisure time.
Another key aspect of the company’s operation is involvement and communication’. Staff are kept in touch with weekly newsletters, a monthly company video and by publicizing the minutes of Board meetings. J D Wetherspoon places great importance on listening to, and acting on, feedback from members of staff on all aspects of the business. Ideas and suggestions are discussed each week in company meetings and staff are rewarded for their suggestions. Staff can also discuss company issues with visiting Board members like Tim Martin. The company has adopted a number of
suggestions from employees, including:
• Starting training courses later in the day to save on travel costs.
• Not serving complimentary crisps with baguettes (customers who ordered them tended to want a quick snack, were health conscious and almost always left the crisps).
• Introducing a ‘hotness’ rating on the curry menu.
• Providing children’s cutlery with children’s meals.
Wetherspoon’s ‘listening’ policy is based on a system successfully pioneered by the hi-fi retailer, Richer Sounds. Julian Richer, owner of the company, acted as a consultant to J D Wetherspoon. He is sceptical about the value of customer research and advised J D Wetherspoon to follow his company’s example and listen to staff.
In many respects, relations with staff stem from the informal approach adopted by Tim Martin. He used to enjoy telling the story of a member of staff who over-indulged at the opening of a pub called the Monk’s Retreat’ and drove away in a refuse lorry. She eventually became a regional manager.
J D Wetherspoon in the 21st Century
By the start of the twenty first century, however, JD Wetherspoon was facing much more competition. The retail licensing market had adapted to the changes in the “Tied house’ system and other retail pub chains like ‘Regent Inns’ and ‘Punch Taverns’ had been developing their businesses. Some of them use a different approach to that used by J D Wetherspoon which manages its own outlets. Punch Taverns, for example, mainly operates tenanted pubs under which landlords are tenants who run the pub and pay rent to the company.
The overall result has been an increase in the number of pubs. In town and city centers, in particular, the market now appears to be over-supplied.
Two other factors had an influence on the licensing trade during 2002-2004. Firstly, supermarkets began selling drinks, particularly premium lager, at loss-leader prices. This makes it difficult for pubs to compete on price and encourages drinking at home. Secondly, there was increasing public and government concern about binge drinking and the consequent anti-social behavior, particularly in city centers. Pubs cannot be seen to be encouraging this state of affairs as it brings them bad publicity.
The changes have affected J D Wetherspoon. In 2001, the number of new openings was lower than the previous year and, in subsequent years, sales and profit growth had also slowed down. The company had long been a stock market favorite but the share price also fell. In 2004, the planned opening rate for new pubs was scaled down to about 30 a year (at one time the company had a target of opening 100 new pubs a year). Tim Martin gave up day-to-day control in 2004 to become non-executive chairman working two days a week. He continues to hold over 15% of the shares and to influence and contribute to the way the business operates.
The basic approach to J D Wetherspoon outlets remains unaltered but it has made some changes, such as:
• Pubs now serve breakfast and open earlier in the morning before normal licensing hours begin at 11.00 am.
• Most pubs now have free Wi-Fi and 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 believes it does greatly alter the atmosphere of the pubs.
• Some pubs now show televised football — in 2002, JD Wetherspoon pubs did not show World Cup football and sales suffered as a result. A similar situation arose with the Euro 2004 football tournament, although by this time a minority of JD Wetherspoon outlets did have TV screens.
• In 2004, it removed price incentives to drink larger measures of spirits and reduced the amount of alcohol in its cocktail pitchers. This has had an adverse effect on sales of spirits and cocktails.
J D Wetherspoon has also reviewed its operations. In 2000, it acquired the Lloyds pub chain consisting of 10 pubs. Since then, it has developed the ‘Lloyds Number One Bar brand and greatly increased the number of outlets. These bars have a different menu to JD Wetherspoon pubs and, in contrast to them, are music-based outlets with a much stronger entertainment element. They have plasma screens and can show TV programmes. In fact, some J D Wetherspoon pubs have been rebranded as Lloyds No 1 Bars, including Moon Under Water’ in London’s Charing Cross Road, which has been renamed The Montague Pyke’ after a well-known London entertainment mogul. Future new outlets will be divided between the JD Wetherspoon and Lloyds No 1 Bar brands.
J D Wetherspoon also owns and runs a chain of hotels (known until 17 September 2009 as Wetherspoon Lodges’ or ‘WetherLodges’ and since then as Wetherspoon Hotels’) in the UK. In 2013, there were 26 hotels in total, with 19 in England, four in Wales and three in Scotland.
J D Wetherspoon pic remains a successful business. During 2013, for example, like for like sales and profit figures were up by 5.8% and 4.4% consecutively.
[The above information comes from the company’s website at www.jdwetherspoon.co.uk and from news reports. It is current at 19 September 2014]
第2节-评估
中心可以使用下面的评估示例，或者中心可以开发自己的评估。
评估1
结果涵盖1-5
评估说明
该评估涵盖了企业文化和战略的所有成果。本文以J D Wetherspoon plc的案例为基础。
撰写一份关于“J D Wetherspoon的战略与文化”的报告。整体。你的报告应该在3000 – 3500字之间。它应按如下所示分为四节，并应回答这四节中的17个问题。平均来说，每个问题的回答应该在170-200个单词之间。更有可能的是，一些答案会比这更长，而另一些会更短。
在某些情况下，你可以在回答中使用图表或表格。如果你觉得没有必要，你不需要这样做。如果您使用图表或表格，它们将不属于字数统计的一部分。然而，一个图表或表格本身可能不足以提供一个完整的答案。如果您确实使用图表或表格，您可能需要提供一些伴随的解释或讨论。
第1部分:外部环境
在本节中，您应该分析J D Wetherspoon自1979年成立以来所面临的外部环境的变化。要做到这一点，你应该:
A 举例说明影响其行为方式的社会、技术、经济、政治和法律因素。
B 用SWOT分析法分析J D Wetherspoon与21世纪所面临的环境之间的关系。
C 准备一套指导方针，J D Wetherspoon的管理层可以使用它来进行SWOT分析，比如你刚刚进行的分析。
第2部分:组织文化
在本节中，您应该考虑组织文化和组织行为之间的关系。要做到这一点，你应该:
A 用组织中的“共同价值观”和“想当然的假设”来解释J·D·威瑟斯彭的组织文化。你应该用案例研究中的每个元素的一个例子来说明你的解释。对于每个例子，你应该说明为什么它说明了组织文化的这一方面。
B 用一个公认的组织文化模型，解释J D Wetherspoon的文化类型。举例说明你为什么选择这种文化。
C使用你在上面2b部分确定的文化类型，在J·D·威瑟斯彭的组织文化和组织行为之间的关系是什么?
D如果公司采用了不同的文化，J D Wetherspoon的管理方法会在多大程度上有所不同?同样，使用您在上面第2b部分中使用的相同模型。
第3部分:商业战略
在本节中，您应该评估J D Wetherspoon在案例研究期间采用的业务策略。你应该将这些与其他可能的战略联系起来，这些战略可能适用于像J D Wetherspoon这样的组织，此外，还要确定组织内选择和管理战略的问题。
A简要解释组织可能采用的四种可能的战略:在每种情况下，指出适合有关战略的商业环境。
B J·D·威瑟斯彭在20世纪80年代和90年代采取了什么策略? 为你的决定辩护，并找出J D Wetherspoon从这一策略中获得的四个好处。
C 自21世纪初以来，C J D Wetherspoon采取了与20世纪80年代和90年代不同的战略。比较两种不同的策略对组织行为的影响。
D .评估J D Wetherspoon在改变商业策略之前必须考虑的两个因素。
请解释J D Wetherspoon的经历如何说明“商业战略”和“战略选择”这两个术语之间的联系。
F描述J D Wetherspoon为了管理其商业战略而不得不考虑的两个关键问题。
第4部分:改变
本节讨论变化。您应该从回顾战略变化和可能导致变化的因素开始，然后继续考虑管理层如何应对变化。
A 参考“变革的力量”，解释为什么J D Wetherspoon的战略随着时间的推移而改变。
B 从以下选项中选择一个:利益相关者权力;业务目标;组织文化;商业道德;社会责任。解释你所选择的因素是如何导致J·D·威瑟斯彭发生变化的。
C .解释J D Wetherspoon公司的管理层在处理2000年以来发生的变化中所起的作用。
D:你会给J D Wetherspoon的管理层什么建议来帮助他们分析变化的情况并克服变化的阻力?
J D Wetherspoon有限公司
背景
J D Wetherspoon plc由Tim Martin创立，他于1979年开设了第一家J D Wetherspoon酒吧。他的酒吧模式是基于1946年乔治·奥威尔的一篇文章，这篇文章提到了一个虚构的酒吧，名为“水下的月亮”。这里有便宜的啤酒、愉快的谈话和坚固的建筑。因此，J D Wetherspoon公司的座右铭是 “清洁、啤酒、服务和维护”。顺便说一句，J D Wetherspoon的名字来自蒂姆·马丁的小学老师Wetherspoon先生。“JD”来自电视节目《危险公爵》中的一个角色。
J D Wetherspoon于1992年成为plc，当时它由44家连锁酒吧组成。它现在有900多家酒吧，这意味着它正在以平均每周一家新酒吧的速度扩张。例如，在2000年，它新开了90多家酒吧，超过50%的新发展资金来自该业务产生的现金。2002年，在上市约10年后，其股价上涨至原价的10倍以上。
公司的发展与成长
J·D·威瑟斯彭从一开始就有一个扩张的政策。为了提供蒂姆·马丁所需要的氛围和设施; J D Wetherspoon酒吧需要相当大。最初，它们的平均面积为4,100平方英尺，尽管这几年有所下降，但平均面积仍超过3,300平方英尺。在20世纪80年代和90年代，该公司依靠有机增长，收购了合适的地点，并将其改造成J D Wetherspoon酒吧。
除了确保场地足够大外，这种有机增长战略使公司能够选择适合其类型酒吧的地点。其中许多都是在城镇和城市中心引人注目的“高街”位置。通过收购其他连锁酒吧来扩张的计划被排除在外，理由是这样做无法在合适的地方提供足够的合适规模的酒吧。
该公司成功扩张的一个原因是它能够利用酒吧市场的变化。酿酒公司和酒吧之间的传统联系，即所谓的“捆绑屋”制度，被垄断和合并委员会(MMC)的一项裁决打破了，该裁决严重限制了酿酒商可以经营的酒吧数量。
这迫使企业在酿造和零售之间做出选择，结果是企业要么出售酿造业务，要么出售连锁酒吧和酒店。J·D·威瑟斯彭以零售商的身份进入市场。这是一家新公司，与任何啤酒厂都没有联系，能够从头开始。在某种程度上，它代表了一种以前在英国的许可贸易中不存在的公司类型。
此外，它有一个明确的想法，它希望经营什么样的酒吧，并能够确保其方法在其所有网点保持一致。其他酒吧经营者在市场环境变化的情况下，决定如何继续下去的能力较弱。20世纪80年代和90年代初的特点是许多酒吧的开业和重新开业，以及其他酒吧经营者之间的所有权变化。
J D Wetherspoon酒吧的特点
蒂姆·马丁的酒吧模式意味着J·D·威瑟斯彭酒吧是基于一些显著的特征:
•他们以相对较低的价格出售各种真正的麦芽啤酒。
•有高品质的葡萄酒。
•他们不播放音乐或播放电视节目。
•每个场所至少有四分之一的空间是非吸烟区。每家都有一个通风系统(花费超过10万英镑)，目的是确保顾客离开时不会闻到烟味。[注:英国所有的酒吧和餐馆现在都是禁烟场所]。
•特别注意厕所(时髦的厕所)，包括为残疾顾客提供特别改造的厕所。
•他们提供的食物都是全天供应的，而且价格相对便宜——美食专家Egon Ronay对此进行了咨询，他的建议，包括使用更好的基本食材和提供更清淡的菜肴，已经付诸实践。
蒂姆•马丁
J·D·威瑟斯彭在20世纪最后30年的成功很大程度上归功于其创始人蒂姆·马丁。作为一个商人，他是一个有争议的、不寻常的人物。他身高六英尺五英寸，体重十八英石。他的形象很另类，留着及肩的姜黄色头发，穿着随意，并不总是很协调。
在担任执行董事长期间，他经常到全国各地的酒吧访问，而当他去的时候，他把所有的商业文件都装在两个超市塑料袋里。他是一位著名的欧元怀疑论者，2002年印制了50万张啤酒垫，并张贴了1万张“节省英镑”的海报，以鼓励顾客在喝酒时思考这个问题。工会领导人和其他人谴责了他的行为。然而，他用公司员工的一项民意调查结果证明了这一点，该调查显示，90%的人反对单一货币，95%的人很高兴酒吧被用于马丁的“反对”运动。
J D Wetherspoon的人
J D Wetherspoon一直声称员工是公司最好的资产。它有一个灵活的培训政策，使各种不同背景的人加入公司。它致力于终身培训，并为员工提供获得相关资格的机会，例如英国客栈协会提供的资格证书。每个员工都被认为是潜在的管理材料，20%的高级管理人员是从酒吧工作人员或清洁工开始的。它认识到员工不会在整个工作生涯中都待在公司，但确实希望建立一种忠诚感。
J D Wetherspoon推出了一项 “生活方式保证”，旨在让管理者有时间享受工作之外的生活。他们每周工作48小时，连续休息两天，每周最多有4次晚下班。所有的经理在他们工作的每个法定假日都有一天假。培训课程、区域会议和轮班管理会议是工作周的一部分，以免侵占员工的休闲时间。
公司运作的另一个关键方面是参与和沟通。”员工通过每周的时事通讯、每月的公司视频和公开董事会会议记录保持联系。J D Wetherspoon非常重视听取员工对业务各个方面的反馈并采取行动。公司每周都会在会议上讨论各种想法和建议，并对提出建议的员工进行奖励。员工还可以与来访的董事会成员(比如蒂姆•马丁)讨论公司问题。该公司已采取了若干措施
员工的建议包括:
•晚些时候开始培训课程，以节省差旅费。
•不提供免费的薯片和法棍面包(点薯片的顾客往往想要一份快餐，有健康意识，几乎总是留下薯片)。
•在咖喱菜单上引入“辣度”评级。
•为儿童餐提供儿童餐具。
Wetherspoon的“聆听”政策是基于高保真音响零售商Richer Sounds成功开创的系统。该公司的所有者朱利安•里奇(Julian Richer)担任J D Wetherspoon的顾问。他对客户研究的价值持怀疑态度，并建议J D Wetherspoon效仿他的公司，听取员工的意见。
在许多方面，与工作人员的关系源于蒂姆·马丁采用的非正式方式。他曾经很喜欢讲一个故事，一个员工在一家名为“和尚静修”的酒吧开业时过度放纵，然后开着一辆垃圾卡车离开了。她最终成为了一名地区经理。
J·D·威瑟斯彭在21世纪
然而，到了21世纪初，JD Wetherspoon面临着更多的竞争。零售许可市场已经适应了“捆绑屋”制度的变化，其他零售连锁酒吧，如“Regent Inns”和“Punch Taverns”也在发展自己的业务。他们中的一些人使用的方法与J D Wetherspoon使用的方法不同，后者管理自己的门店。例如，Punch Taverns主要经营出租酒吧，房东是经营酒吧并向公司支付租金的租户。
总体结果是酒吧的数量增加了。尤其是在城镇和市中心，市场目前似乎供过于求。
2002-2004年期间，另外两个因素对许可证贸易产生了影响。首先，超市开始以亏损领先的价格销售饮料，尤其是高档贮藏啤酒。这使得酒吧很难在价格上竞争，并鼓励人们在家喝酒。其次，公众和政府越来越关注酗酒和随之而来的反社会行为，特别是在城市中心。酒吧不能被看作是在鼓励这种情况，因为这会给他们带来坏名声。
这些变化影响到了J·D·威瑟斯彭。2001年，新开业的数量低于前一年，随后几年，销售和利润增长也有所放缓。该公司长期以来一直是股市的宠儿，但股价也出现了下跌。2004年，新酒吧的计划开业率被缩减至每年约30家(该公司曾有过每年新开100家酒吧的目标)。蒂姆•马丁(Tim Martin)在2004年放弃了日常控制权，成为每周工作两天的非执行董事长。他继续持有超过15%的股份，并影响和促进业务运作的方式。
J D Wetherspoon门店的基本方式保持不变，但做了一些改变，例如:
•酒吧现在提供早餐，并在上午11点开始正常许可时间之前更早开放。
•大多数酒吧现在都有免费Wi-Fi和专门的家庭用餐区，儿童和成人可以一起用餐。该区域仅限于用餐时间。
儿童不允许进入酒吧区，该公司认为这极大地改变了酒吧的气氛。
•一些酒吧现在播放电视足球节目——2002年，JD Wetherspoon酒吧没有播放世界杯足球赛，销售因此受到影响。2004年欧洲足球锦标赛也出现了类似的情况，尽管当时只有少数JD Wetherspoon门店有电视屏幕。
•2004年，该公司取消了鼓励大量饮用烈酒的价格激励措施，并减少了鸡尾酒瓶中的酒精含量。这对烈酒和鸡尾酒的销售产生了不利影响。
J D Wetherspoon也审查了其运营情况。2000年，它收购了由10家酒吧组成的劳埃德连锁酒吧。从那时起，它发展了“劳埃德头号酒吧”品牌，并大大增加了门店的数量。这些酒吧的菜单与JD Wetherspoon酒吧不同，与之相反，这些酒吧是以音乐为基础的，娱乐元素更强。它们有等离子屏幕，可以播放电视节目。事实上，J D Wetherspoon的一些酒吧已经被重新命名为劳埃德第一酒吧，其中包括伦敦查林十字街的“水下月亮”，它以伦敦著名娱乐大亨蒙塔古·派克的名字被重新命名为“蒙塔古·派克”。未来的新门店将分为JD Wetherspoon和Lloyds No . 1 Bar两个品牌。
J D Wetherspoon还在英国拥有并经营着连锁酒店(直到2009年9月17日为止称为Wetherspoon Lodges或“WetherLodges”，此后称为Wetherspoon hotels)。2013年，英国共有26家酒店，其中19家在英格兰，4家在威尔士，3家在苏格兰。
J D Wetherspoon pic仍然是一家成功的企业。以2013年为例，销售额和利润连续增长5.8%和4.4%。
以上信息来自公司网站www.jdwetherspoon.co.uk和新闻报道。截至2014年9月19日]
