Initially, as it can be seen, the position of TS Group’s Tuas View dormitory is one of the largest dormitories in Singapore. There are probably most of local senior workers and foreign workers who were not expert in the housekeeping department. Apart from providing a suitable guidance program to housekeepers to develop their cleaning techniques, management should simplify their duty to improve efficiency and effectiveness.
To enhance proficiency and viability, camp manager should have the good relationship and communication with junior staffs and alter the unpleasant operational state of housekeepers. Therefore, financial encouragements and great functioning order are able to advantage housekeeper move in the direction of dormitory’s objectives and encouraged to growth job happiness together with concentration on every room during the room cleaning.
Secondly, TS Group’s capabilities not only lie in the management of large-scale facilities, on top of day-to-day operations and maintenance of more than 20,000 occupancy capacity spread across 4 dormitories, their expertise in building and maintaining a self-sustaining ecosystem is what differentiates them from their competitors. Despite a market slowdown in recent years, TS Group should maintain healthy occupancy levels in all 4 dormitories. They also care for the welfare of residents under their charge, looking beyond what is physical or basic to meeting social and emotional needs. Hence, sports activities, festive celebrations and friendly competitions are organised regularly out of the coffers of TS Group, so that residents have an avenue to have fun outside of work. This will result in overall improvement of health and well-being, reducing illnesses and increasing productivity at work.
Lastly, another change of implement based on feedbacks was the flexi-contract system, where clients can sign a one-year tenancy agreement, but for those who hire foreign workers on a project basis can opt for a flexible three to six-month lease at no additional cost. This allows TS Group to accommodate a larger catchment of residents, where the company can focus on their primary clients who are Multinational Companies (MNCs) as well as allow business opportunities from Small and Medium Enterprises (SMEs) to fill the gaps during lull period.
The dormitory industry in Singapore is defined by two characteristics: 1) Highly competitive with a lack of differentiation among competitors, most offering similar value propositions to clients and residents; and 2) Price sensitivity of clients where cost is the main deciding factor, resulting in a market environment where competitors compete via lower prices.
To set itself apart from TS Group’s competitors, they adopt the brand promise of ‘People First in Everything We Do’. At the heart of their developments is a new model for care, one built around the underserved and their best interests. Guided by their promise, they take a people-centric approach in their business model by focusing on meeting the basic needs of their clients and residents and also constantly evolving and innovating to provide better quality of services and facilities. By doing so, the business model is kept relevant as they respond to market needs based on the demands of the economy such as the ageing population and change in government policies. Besides ensuring that prices are kept competitive, they also create powerful and sustainable value propositions that allows them to capture a bigger clientele that values reliability and a greater assurance knowing that their employees are safe and well-rested. This has resulted in many of their clients renewing their lease agreements with them.
TS Group company thrives on an enterprising spirit and innovative culture that is spearheaded by their founders, allowing TS Group to be the first in the industry to conceptualise and build a purpose-built, all-in-one dormitory for foreign workers. Instead of resting on their laurels, the management team constantly travels abroad, studying effective models used in developed countries with plans underway to continue serving new segments of underserved communities in Asia.
The success of TS Group should be possible if the dormitory could see openly to the present issues and orientate to the better future. This success is driven mainly by the confluence of three factors: a desire to serve the underserved communities, a deep understanding of clients’ and residents’ needs and an innovative spirit. With these factors underlining the business model, TS Group is able to achieve a dynamic growth into new markets, ensuring the sustainability of the business model.