Genting Singapore Case Study

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Genting Singapore PLC is a Public Subsidiary of Genting Berhad, a Malaysian leading investment holding and management company of Genting Group. It has been voted Malaysia’s leading corporation and one of Asia’s best managed multinationals. The entry strategy that has been used by Genting Group to operation internationally in Singapore is Greenfield Investment, joint venture and Acquisition. Greenfield Investment is a form of foreign direct investment where a parent company starts a new venture in a foreign country by building the new operational facilities from the ground up. Greenfield Investment requires the greatest involvement in international business. Greenfield investment is certainly the most costly and holds a higher risk compared to other international market’s entry strategy, some market may require a foreign company to undertake the cost and risk due to government regulation, transportation costs, and the ability to access technology or skilled labour. Greenfield investment gives a firm a greater ability to build the kind of subsidiary company in the foreign country, but it also facing a higher risk because they have…show more content…
The first acquisition of Genting Singapore has been done in 2006 which acquired Stanley Leisure, the largest casino operator with 45 casinos in the United Kingdom. In 2010, the divestment of Stanley Leisure UK (Genting UK) to Genting Malaysia was completed. Besides, Genting Singapore acquired Star Cruises, the world’s third largest cruise liner company in 1995. The footprint of acquisition of Genting Singapore can be found in Australia, the Americas, Malaysia, the Philippines and the United Kingdom, it has been involved in gaming and integrated resort development. The continuous of assessing strategic acquisitions, investment and collaborations has driven the subsidiary of Genting Berhad, Genting Singapore became the Asiamoney’s Best Managed Companies
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