Aboriginal Cultural Tourism in Singapore

This document discusses the rationale for entering the Singapore market, market selection and entry strategy, competitive strategy, pricing strategy, promotion strategy, and distribution strategy for Aboriginal Cultural Tourism. It also provides recommendations for the Singapore tourism industry.

Running head: ABORIGINAL CULTURAL TOURISM
Assessment 3: "Aboriginal Cultural Tourism" in Singapore
Name of the student:
Name of the university:
Author note:

1ABORIGINAL CULTURAL TOURISM
Table of Contents
1. The rationale for entering Singapore...........................................................................................2
2. Market selection and entry strategy.............................................................................................2
Market selection:.........................................................................................................................2
Entry Strategy:.............................................................................................................................3
3. Competitive strategy....................................................................................................................3
4. Pricing strategy............................................................................................................................3
5. Promotion strategy.......................................................................................................................4
6. Distribution strategy....................................................................................................................4
7. Conclusion...................................................................................................................................4
8. Recommendations........................................................................................................................5
References........................................................................................................................................6

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1. The rationale for entering Singapore
There are various reasons why "Aboriginal Cultural Tourism" should enter Singapore.
The country has a very effective economic situation, which means that "Aboriginal Cultural
Tourism" would be able to impose a healthy amount for the services offered to the target market
(Worldbank.org, 2019). The political conditions are also pretty favourable. Political parties are
liberalised, which means reduced entry barriers from the political parties of Singapore (BBC
News.com, 2019). The demand for tourism services is growing in Singapore (Stb.gov.sg, 2019).
However, the local residents of Singapore are pretty concerned with the environmental impact of
the products and services they consume (The Straits Times.com, 2019). Technological
developments have high favour in Singapore (CIO.com, 2019). This means "Aboriginal Cultural
Tourism" can use the latest and emerging technologies to make an impact on their products and
services.
2. Market selection and entry strategy
Market selection:
The "Aboriginal Cultural Tourism" will use “Market Development” to offer existing
products and services to the local residents of Singapore.
Segmentation:
Under Geographic segmentation, areas such as the country region, world region and
rural area will be targeted.
Under Demographic segmentation, people of matured age groups will be targeted.
People falling in the middle and high-income group will be targeted. Those who are research
students, and are in their masters and willing to pursue a Ph.D. will also be targeted.
Under Psychographic segmentation, people those who prefer cultural tours on a frequent
basis will be the target consumer segment.
Under Behavioural segmentation, features mainly awareness, knowledge and
consumers’ attitude will be the prime concern.
Target Marketing:

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Target marketing is the local residents of Singapore who prefer going to cultural tours.
Entry Strategy:
Licensing will be used to enter Singapore (Hollender, Zapkau & Schwens, 2017). This
will allow the "Aboriginal Cultural Tourism" a new revenue stream as well as a strong foothold
in the market. Moreover, the time and money invested will be smaller as well.
3. Competitive strategy
According to the Porter’s Generic Competitive Strategies, a competitive strategy can be
divided broadly into four distinct categories like Cost Leadership, Differentiation, Cost Focus
and Differentiation Focus (Bertozzi, Ali & Gul, 2017). “Cost Leadership” will be chosen as a
competitive strategy. This strategy will be utilised to offer products and services at the most
effective rates (Alkasim et al., 2018). Notably, the tourism sector in Singapore is booming. The
tourism sector in Singapore has various favourable factors in the form of political, economic,
social and technological factors. In addition to all these, per capita, disposable income is also
very healthy. Singapore is an emerging country and is an open economy (Worldbank.org, 2019).
Political and legal barriers are very few or probably there is no barrier to entry as Singapore is a
liberalised country (BBC News.com, 2019). Due to all these and many other favourable
conditions, Singapore has been one of the most preferred global destinations for international
business.
Cultural tourism attracts more spending than normal tourism (Richards, 2018). Hence,
there are higher possibilities that competitors will emerge and create business challenges to the
"Aboriginal Cultural Tourism". There is no such reason for why this should not happen. External
environmental factors are favourable and consumers are also desirous to spend on something that
is worth buying. Notably, the "Aboriginal Cultural Tourism" is expected to face competition
from local travel and tourism companies. These are Millennium Tours & Travel Pte Ltd and
United Travels and Tours Pte Ltd (Purwomarwanto & Ramachandran, 2015). Although these
travel companies currently do not offer cultural tours; however, they might start it offering once
cultural tourism grows to the popularity. Concerning all these factors the adopted “Cost
Leadership” approach appears as the best competitive strategy to be followed to make a good
impact on cultural tourism in Singapore.

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4. Pricing strategy
As stated earlier, package pricing will be kept lower to attract more consumers. The tour
package will broadly be divided into two distinct categories such as “Outbush Tours” and
“Coastal Tours”.
1-day Outbush tour will cost around $210 for each person. This tour package will include
pick up and return to the place of origin. 2-day Outbush tour will be sold for $400 per person.
This tour package will also include pick up and return to the home location. In addition, travelers
will be offered breakfast for two days. At $530 three day Outbush tour will be there for the
travelers.
Coastal tour for 1 day will be offered for $210 per person. Similarly, 2 or 3 days of
Coastal tour will be offered for $400 and $530 respectively.
Combo tours such as both Outbush and Coastal tours will be offered in a pattern of two,
three and five days for $400, $530 and $1,070 respectively.
5. Promotion strategy
There are numerous ways through which cultural tourism can be promoted. These are
publications, visual media, exhibitions and virtual information networks (Barua et al., 2017). An
information system, which is uniform in nature should be made for displaying it on roads, at
traffic terminals and in historic towns, etc. The information system should necessarily be
communicating a clear and recognisable meaning (Severo & Venturini, 2016). There is a need
for scientific research on the cultural heritage of Singapore. Moreover, the information thus
obtained should be displayed in public. Efforts should be given at making these pieces of
information as visible and understandable to the visitors. The findings of scientific research
works should be grouped into certain topics. These topics can be on a locality or on an entire
town. Moreover, these topics should be worth an attraction for travelers (Manafe, Setyorini &
Alang, 2018). Cultural tourism can also be promoted in international fairs. This can also be
advertised in the media (Zhang, Liang & Wang, 2016).
6. Distribution strategy

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As a distribution strategy, the "Aboriginal Cultural Tourism" should focus on marketing,
cross-selling, direct channel sales and indirect sales (Blythe & Martin, 2019).
7. Conclusion
In summary, it can be said that the "Aboriginal Cultural Tourism" should be able to make
an impact in Singapore with its range of cultural tourism package. The company at its best will
be able to give strong competition to existing local travel and tours companies in Singapore. The
company should consider the pieces of strategy as discussed in this study to be able to offer high-
rated service to the target market.
8. Recommendations
Disasters like natural disasters and terrorism have always been threats to the tourism
industry. It is recommended for the Singapore tourism industry to adopt a framework, which can
promote and encourage stakeholders’ engagement. The national government, the national
defense sector, the local and international businesses and local residents can together reach
solutions by being proactive on this matter.

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References
Aboriginalsa.com.au. (2019). Aboriginal Cultural Tours - South Australia. Retrieved from
http://www.aboriginalsa.com.au/index.html
Alkasim, S. B., Hilman, H., bin Bohari, A. M., Abdullah, S. S., & Sallehddin, M. R. (2018). The
mediating effect of cost leadership on the relationship between market penetration,
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Barua, A., Rahman, A. S., Noor-E-Jannat, K., & Zahir, M. R. (2017). New Trend of Promotional
Strategies in Bangladesh: A Study on the Acceptance and Influence of Product Placement
from Consumers’ Standpoint. Global Journal of Management And Business Research.
BBC News.com. (2019). Singapore profile. Retrieved from https://www.bbc.com/news/world-
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Bertozzi, F., Ali, C. M., & Gul, F. A. (2017). Porter’s Five Generic Strategies; A Case Study
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Hollender, L., Zapkau, F. B., & Schwens, C. (2017). SME foreign market entry mode choice and
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Purwomarwanto, Y. L., & Ramachandran, J. (2015). Performance of tourism sector with regard
to the global crisis-a comparative study between Indonesia, Malaysia and Singapore. The
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Richards, G. (2018). Cultural tourism: A review of recent research and trends. Journal of
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