SPEECH BY MR S ISWARAN, SENIOR MINISTER OF STATE FOR TRADE & INDUSTRY AND EDUCATION, AT THE TOURISM INDUSTRY CONFERENCE ON TUESDAY, 22 MARCH 2011, 0950HRS AT SUNTEC CITY CONVENTION CENTRE
Ladies and Gentlemen,
Introduction
I am pleased to join you this morning for Tourism Industry Conference (TIC) 2011. This is an important platform for STB to share its plans with the industry. It also brings together industry partners to discuss how best to tackle the challenges, and capitalise on growth opportunities, that lie ahead.
2010- A Record Year for Singapore’s Tourism
Last year was exceptional for Singapore tourism. We welcomed an all
time high of 11.6 million visitors, a 20 per cent increase from
2009. Our tourism receipts rose by 49 per cent to hit a record of
S$18.8 billion.
More significantly, there was broad-based growth across sectors.
Shopping, accommodation, F&B, medical, sightseeing and
entertainment all registered double-digit growth in tourist
expenditure.
Our suite of new and exciting tourism products including the
Integrated Resorts, Formula One night race, Asia Fashion Exchange
(AFX) and TravelRave have also raised our international profile. I
am pleased to note that in the Travel and Tourism Competitiveness
Report released by the World Economic Forum[1] recently, Singapore emerged top in the Asia-Pacific
region, and was ranked 10th out of 139 world economies
for competitiveness of the tourism
sector.
Our
Long-term
Challenges
Our achievements would not have been possible if not for the
collective effort of the industry, our tourism workforce and
government agencies. We can build on this momentum only if we
squarely face, and take proactive steps to deal with, the long-term
challenges posed by a competitive regional landscape and the
constraints on our growth. First, many of our regional competitors
are aggressively building new tourism capabilities and investing in
theme parks, eco-tourism sites, cruise terminals and MICE
facilities. Second, we must recognise our constraints with respect
to land and labour, on which the tourism sector is heavily
reliant.
Three
Tourism
Strategies
Taken together, these imply that we must focus on, and reinforce,
our strengths while moving away from sheer quantity to yield and
value capture as the norm for our tourism sector. To raise our
game, we need to work on three strategic thrusts: (i) innovation;
(ii) integration; and (iii)
productivity.
Innovation
We need to continually push for product and process innovation to
meet the rising expectations of sophisticated and affluent
travellers. Some shopping malls have launched new services to
target premium and High Net Worth Individuals (HNIs). For example,
malls such as ION Orchard and Mandarin Gallery offer concierge
services to personalise the shopping experience. I understand that
these have been
well-received.
Innovation can also come about by invoking new approaches and
concepts for existing tourism products. The Jewel Cable Car Ride is
an excellent example. After a $36 million upgrade, it re-opened in
Jul 2010. The cabins are now larger with panoramic views and
enhanced accessibility. For those seeking something more, there is
also the 7-star VIP jewelled cabin with Swarovski crystal
elements.
Integration
The second thrust of our strategy has to be integration. The
tourism industry is one of the most diverse in Singapore, with
offerings from hotels, travel agents, attraction owners and MICE
service providers. With more visitors expecting a hassle-free
one-stop service, it is important that we integrate our products
and services to enhance the visitor experience and to promote
cross-selling.
The collaboration between Suntec and Resorts World Sentosa is a
good illustration. This partnership allows clients to conduct their
exhibitions and day meetings within the central business district
at Marina Bay, and continue with social functions at Resorts World
Sentosa. This arrangement gives business visitors a more diverse
and attractive range of venue options. Such alliances strengthen
our value proposition in attracting companies to host events in
Singapore.
Out attractions have adopted a similar collaborative model. The
“See Singapore Attractions Pass”, launched in December last year,
offers unlimited visits to 20 attractions including the Singapore
Flyer, Night Safari and Singapore River Cruise. The pass holder can
also enjoy discounts and other perks at participating restaurants.
Taking this a step further, the “Go Singapore Pass” created by
Ez-link and other major attractions facilitates both entry into
attractions, and transport around
Singapore.
Productivity
The final thrust in our strategy is to enhance our productivity,
and consequently our competitiveness. We have to promote
productivity at all levels - the sector, the enterprise, and the
individual. Indeed, productivity will be a point of focus for the
hospitality sector this year. Working with the industry, the
Singapore Tourism Board (STB) and the Singapore Hotel Association
(SHA) have formulated a hotel productivity plan which will be
rolled out later this year. The plan will include working with
hotels to increase customer satisfaction, operational efficiency
and productivity in the organisation. The formulation of such
productivity plans will be extended to other tourism-related
sectors in the near
future.
Beyond sectoral and enterprise level initiatives, we have to also
raise individual productivity. This means lessening our reliance on
low-skilled workers, and upskilling our local workforce. To this
end, our institutions offer a variety of programmes to ensure a
pool of readily available talent for the industry. For example, the
Institute of Technical Education (ITE) has a series of
collaborations and tie-ups with internationally-renowned
institutions such as the Institut Paul Bocuse in
France.
Increasingly, we also need workers to be multi-skilled. As such, we
have rolled out a number of Continuous Education and Training (CET)
programmes under the Workforce Skills Qualifications (WSQ)
framework to develop multiple competencies and capabilities, which
will complement their core jobs and drive
productivity.
Our
Targets
From a macro perspective, Asia is set to become a strong growth
engine for global tourism. According to the
UNWTO[2], Asia was the
strongest growing region in 2010. For 2011, the number of
international tourist arrivals in Asia and the Pacific region is
expected to grow by seven to nine per
cent.
Singapore is well-placed to tap this growth. With innovative ideas,
an integrated approach within the industry and greater
productivity, we can ride on Asia’s momentum and position ourselves
for the next phase of growth. A pipeline of exciting projects such
as Gardens by the Bay, River Safari, International Cruise Terminal
and the National Art Gallery will come on-stream over the next few
years. Supported by our investments in software to enhance
productivity and quality, we should be on track to achieve STB’s
forecast of between 12 to 13 million visitor arrivals and S$22 to
S$24 billion in tourism receipts in
2011.
Conclusion
I urge all of you in the industry to continue working with the STB
in forging creative partnerships, solutions and processes that will
bring more value for our visitors and your companies. I wish you a
fruitful and productive
conference.
[1] World Economic Forum, Travel and Tourism Competitiveness Report 2011: http://www.weforum.org/issues/travel-and-tourism-competitiveness/
[2] World Tourism Organisation, UNWTO,” International Tourism 2010: Multi-speed recovery”, http://85.62.13.114/media/news/en/press_det.php?id=7331&idioma=E