This paper discusses the issues in relation to research and the opinions of experts in the matter and makes suggestions for improvement of the competitive advantage to a sustainable one with whatever resources the entrepreneur has at hand. Personnel management has been recognized as the solution as this alone can produce a turnaround improvement in the organization. Annual employee appraisal and a regular internal survey both serve to provide a picture of the talent of the employees and their relationship and loyalty to the organization. The attitude and behavior of the CEO needs to change. He has to don the garb of a transformational leader and make efforts to cultivate a relationship with his employees reaching them through his immediate managers. His human capital is his strength. Being mostly family members of previous employees the chances of garnering their support should become easier. They would love the attention the CEO gives them and this may trigger a response that changes the future of the enterprise.This case study is being discussed in this paper to find a solution for the entrepreneur of a medium-sized business in Singapore who has run into difficulties for want of a sustainable competitive advantage which is the stepping stone to growth. Steven Chang, the CEO of the entrepreneurship, has looked into his reports and understood that he has to take strong actions to reinforce his company and bring it to a level of no return to the present situation. He prefers to strengthen whatever resources he has to build a sustainable competitive advantage.The monthly report results did not promise confidence in the future for the firm. The annual staff profile analysis of all employees was also on his desk. Analysis of the age distribution profiles had indicated that the firm has an aging staff profile: 25% of staff in the 25 to 35-year-old range. 30% of staff between 35 to 45-year-olds and 45% between 55 to 65-year-old ranges. The firm has been largely a family company since its establishment in 1985, preferring toemploy the sons of former or present employees rather than to recruit externally when job vacancies arose.

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