Complete The Following: Add Your Opinion About The Choices

Complete The Followingadd Your Opinion About The Choices And Decisio

Complete the following: Add your opinion about the choices and decisions being made—if this was your company would you make this choice? What would you do differently? CASE 16-2 THE GREAT SINGAPORE SALE AT JURONG POINT: FINDING AND RETAINING BARGAIN EMPLOYEES

Paper For Above instruction

The case of Jurong Point’s strategic decision to leverage the Great Singapore Sale (GSS) to boost sales highlights significant managerial choices around marketing, staffing, and employee management. As a manager or business owner analyzing these decisions, it is essential to consider whether the strategies employed align with sustainable growth and employee retention, especially in a highly competitive retail environment.

Jurong Point’s decision to intensify sales promotion during the GSS reflects a practical approach to capitalize on a major shopping event. Typically, such promotions attract a surge of customers, which necessitates increased staffing levels to handle the higher traffic volume effectively. The management’s choice to recruit bargain employees—possibly temporary or part-time staff offering lower wages—seems to be motivated by cost efficiency. However, such decisions raise questions about employee retention, motivation, and service quality.

If this were my company, I would evaluate whether relying heavily on bargain employees is a sustainable strategy. While employing temporary or low-cost staff can provide short-term financial benefits during peak seasons like the GSS, it can harm the long-term brand reputation and employee morale. An alternative approach would be to invest in training and retaining full-time or semi-permanent staff who are familiar with the company’s values and service standards. These employees can contribute to a more consistent customer experience, which is crucial for long-term customer loyalty.

Additionally, I would prioritize implementing incentives or recognition programs to motivate bargain employees. While initial wages might be lower, offering performance-based incentives or providing pathways for permanent employment can enhance loyalty, reduce turnover, and improve service quality. It’s important to strike a balance between cost savings and investing in human capital, recognizing that satisfied and well-trained employees are central to positive customer experiences.

One significant area for improvement could be in the recruitment process. Selecting employees with a strong work ethic, customer service skills, and adaptability can make a notable difference during high-volume sales periods. It would also be beneficial to develop an onboarding program that emphasizes the company’s culture and standards, ensuring even bargain employees uphold the desired service levels.

Furthermore, adopting a mix of staffing strategies—such as employing a core team of experienced staff supported by temporary workers—can provide both stability and flexibility. Such an approach ensures that the company maintains service quality, preserves employee morale, and manages costs effectively. Additionally, leveraging technology such as scheduling software can optimize staff allocation, ensuring the right number of employees are present at peak times without unnecessary overspending.

Overall, if I managed Jurong Point during the GSS, my focus would extend beyond just maximizing short-term sales. I would develop a comprehensive staffing and employee engagement plan aimed at building a motivated workforce that can deliver excellent customer service consistently. While cost management is important, prioritizing employee development and retention can lead to better customer satisfaction, positive word-of-mouth, and ultimately, sustainable business success.

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