.1. Taubman Centers Inc. (TCO) is the owner, manager, and/or lessor of regional,
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Question
.1. Taubman Centers Inc. (TCO) is the owner, manager, and/or lessor of regional, super-regional, and outlet shopping centers in the United States and Asia. They are looking to extend their expertise to booming markets in China and South Korea. Assuming they wanted to break into the Singapore, what international expansion strategies might they have relative to Jurong Point?
2. Assuming Taubman was to purchase Jurong Point, what legal and cultural issues must they address in order to facilitate a smooth ownership transition?
3. Given your answer to question 2, what global staffing issues would Taubman have to immediately address? Longer-term issues?
4. Human resources play a critical role in Jurong Point's competitive strategy. What HR functions does the small HR staff focus on?Why?
5. Jurong Point's HR staff outsources some its functions to its tenants. What are those functions, and how does this HR strategy fit Jurong Point's generic strategy?
6. Organizational culture seems to be a distinctive competency for Jurong Point. What is their culture, and what HR policies nurture that culture? How might this culture change if Jurong Point were acquired by Taubman?
Explanation / Answer
International expansion strategies:
Jurong point shopping mall is located at Singapore. Taubman in order to expand should look at the following factors
Purpose: First of all Taubman should have clarity on the purpose of expansion. Be it for global market expansion or revenue etc.
Brand Positioning: Taubman has already been established in USA and other Asian countries. Now trying to enter into Singapore market, they should first start positioning their brand appropriately.
Target market: Singapore being a very expensive Nation, and Taubman being a well known shopping mall, should identify the target market.
Resource allocation:Taubman have to decide from where they would get resources since Singapore's labour costs are high.
Customer service: Finally decide on the value package they can afford.
2. Legal and cultural issues:
Legal aspects to be looked at:
- Government policies
- Labour Law policies
- taxation policies
- corruption laws
Cultural issues to be looked at:
- diversification policy
- value system
- language
- ethics
3. Staffing issues:
- high labour cost since 2011
- talent shortage to be adressed
- labour laws
- employment taxes
4. HR functions:
1. Effective staffing and hiring for shopping mall
2. Policies framing which has to be localised according to Singapore environment
3. Strategy building on sales and marketing policies
4. Performance evaluation methods
5. Compensation frameworks localised to singapore.
5. HR outsourcing :
- Initial recruitment functions are outsourced
- employee payroll are outsourced.
Jurong's strategies are:
- to give unique experience to customers
- home away from home for tourist
- service oriented
- teamwork
By outsourcing the transactional works, Jurong concentrates on the above said strategies
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