新加坡麗盛公司 (下稱TS Group)，由執行長Shamkumar son of Subramani (下稱Sham) 與營運長Oh Beng Choo (下稱Tome)於2009年創立，其朝城鎮化的設計特色，更是成為新加坡單一最大的外勞宿舍，也是新加坡外籍移工心目中最想入住的樂園。但2017年隨著受到景氣趨緩影響，兩人對於公司未來的發展策略進行了討論，Sham雖然比較傾向優先到鄰近國家繼續擴展移工宿舍，但在Tome帶領專案小組經過評估與分析後，認為朝更高定位的服務式公寓發展是可行的方向，但經營服務式公寓是否要繼續沿用TS Group的品牌，討論的主管則有不同的看法。Sham在經過通盤考量後認為：在企業資源有限之下，策略是有其優先順序的選擇，最後決定先把資源投入Pasir Panjang Road服務式公寓的營運，品牌也全新考慮。

TS Group Pte Ltd (the TS Group) was co-founded by CEO Shamkumar son of Subramani (Sham) and COO Oh Beng Choo (Tome) in 2009. Through its unique urban design, it has become not only the single largest foreign worker dormitory in Singapore, but also the ideal place to live in the eyes of the foreign workers. However in the 2017, due to the recession, Sham and Tome began taking precautions and discussed the company’s development strategy. Sham was inclined towards prioritizing the expansion of foreign worker dormitories in the neighboring countries. However, the project team led by Tome, through their evaluation and analysis, has determined that developing towards service apartments is a viable option. The supervisors also differed in the views on whether the service apartments will continue to use the TS Group brand. After thorough deliberation, Sham has decided that since the company’s resources are limited, they will focus their resources on the operation of the service apartments in Pasir Panjang Road. The service apartments will also operate under a different brand and not the TS Group’s brand.

企業經營的目的，除了追求獲利之外，最重要的是要能維持企業持續性的競爭優勢，個案公司因感受到外部經營環境的變化，故其經營者未雨綢繆，提前提出企業發展策略的因應方案，期能繼續維持企業的持續性成長。本個案以引導與系統性的分析討論，協助學生了解個案公司在發展策略與品牌策略可供抉擇選項的推論過程，同時亦傳達了下列之管理意涵： 就理論意涵而言有以下二點：1.運用安索夫矩陣，企業仍應首先考量在現有市場上企業的現有產品是否還能有更多的市場占有率，如在現有市場與產品中尚有成長空間，應先予以滿足，才能達到企業以最少資源獲致最大的成長；2.企業的發展策略需建立企業整體的目標，並隨時對內、外環境的變化，做出具體反應，包括企業的長期目標、資源分配與行動方案的優先順序，以達到公司持續性的競爭優勢。 就實務意涵上而言，個案中我們從到海外擴展與新加坡多樣化策略選擇之比較推論中發現：1.個案公司原來主要是經營低度服務的市場，雖然在新加坡國內市場內尚有未被滿足的需求存在，但企業在進行策略選擇時仍要優先考量其企業資源是否有能力將經營品質提升到高度服務的中高階人才市場；2.選擇企業多樣化的發展策略時，除了評估企業資源之外，更要評估多樣化的發展是否符合企業所延伸原有的核心技術或其競爭優勢，因為多樣化的經營十分仰賴企業的核心技術，在新的市場要以新的產品想獲得成功，風險是相對高的；3.掌握機會順勢而為，有時也是企業經營者必須把握的契機，無論是到海外發展或留在新加坡進行多樣化發展，對於個案公司而言在財務評估上都是屬於較大的投資決策，而既然在當地新加坡市場評估有把握達成企業成長的目標，則應該優先留在新加坡先發展服務式公寓，因為服務式公寓對個案公司來說，是一個再次提升經營技術層次與轉型的機會。

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