Analysis of Aboriginal Cultural Tourism in Singapore - Assessment 3

This report provides a strategic analysis of the potential for Aboriginal Cultural Tourism in Singapore. It begins by presenting the rationale for entering the Singaporean market, highlighting factors such as the country's liberalized environment, increasing tourism demand, and technological advancements. The report then details market selection and entry strategies, including market development, segmentation targeting matured age groups, and the use of licensing for entry. A cost-leadership competitive strategy is proposed, considering Singapore's positive economic growth. The report also outlines a pricing strategy aligned with cost leadership, along with promotional strategies that include publications, visual media, and virtual information networks. Distribution strategies such as marketing, cross-selling, and direct/indirect sales channels are suggested. The conclusion emphasizes the potential impact of Aboriginal Cultural Tourism in Singapore and recommends a new framework for the tourism industry to address potential disasters and promote stakeholder engagement. The report references various sources to support its findings and recommendations.

ASSESSMENT 3:
"ABORIGINAL CULTURAL
TOURISM" IN SINGAPORE

The rationale for entering
Singapore
■ "Aboriginal Cultural Tourism" will get people with healthy disposable
income (Worldbank.org, 2019)
■ Singapore is a liberalised country (BBC News.com, 2019)
■ Demand for tourism service is increasing in Singapore (Stb.gov.sg,
2019)
■ People in Singapore is very concerned with environmental pollution
(The Straits Times.com, 2019)
■ Technological developments is increasing in the country (CIO.com,
2019)

Market selection and entry
strategy
Market selection:
■ Market development will be used as
the strategy
Segmentation:
■ Services will be offered in the country
region, rural area and world region
■ People in matured age group will be
targeted
■ Both middle and high-income group
are the target consumer segment
■ Research students will also be targeted

Market selection and entry
strategy continue..
Target Marketing:
■ Local residents who prefer cultural
tours over normal tours
Entry Strategy:
■ Licensing (Hollender, Zapkau &
Schwens, 2017)

Competitive strategy
■ According to the Porter’s Generic Competitive
Strategies, a competitive strategy is of four types
like Cost Leadership, Differentiation, Cost Focus and
Differentiation Focus (Bertozzi, Ali & Gul, 2017)
■ Cost leadership is the preferred competitive
strategy (Alkasim et al., 2018)
■ Singapore is an emerging nation with positive
economic growth (Worldbank.org, 2019)
■ Less political barriers as Singapore is being
declared a liberalised country (BBC News.com,
2019)

Pricing strategy
■ Pricing strategy will follow cost-leadership approach
■ This will help to generate attraction with the pricing offers
■ Pricing will be different for both Outbush and Coastal packages

Promotion strategy
■ Publications, visual media, exhibitions
and virtual information networks are
effective promotional modes (Barua et
al., 2017)
■ An information system can also be used
for the promotion purpose (Severo &
Venturini, 2016)
■ Findings of the research should be
grouped into certain topics (Manafe,
Setyorini & Alang, 2018)
■ International fairs and media can also be
used for doing promotion (Zhang, Liang
& Wang, 2016)

Distribution strategy
■ Marketing, cross-selling, direct
channel sales and indirect sales
can be used for (Blythe & Martin,
2019)
■ For direct channel sales, the
official company’s website can be
used
■ For indirect sales channel, various
online travel and tours sites can
be helpful
■ Marketing essentials such as
traditional ways of supplying the
service will be used

Conclusion
■ "Aboriginal Cultural Tourism" should be impactful in Singapore
■ The company should give strong competition to local travel and tours
companies
■ "Aboriginal Cultural Tourism" should follow the pieces of strategy as
discussed in this study

Recommendations
■ Disasters have always been a worry to the tourism industry
■ The Singapore tourism industry should adopt a new framework
■ The new framework should be one, which is encouraging for the
stakeholders
■ This should promote stakeholders’ engagement
■ Together they can make the difference

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, market development, and firm performance. Journal of Business and Retail
Management Research, 12(3).
■ 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-asia-15961759
■ Bertozzi, F., Ali, C. M., & Gul, F. A. (2017). Porter’s Five Generic Strategies; A Case Study from the Hospitality
Industry. International Journal For Research In Mechanical & Civil Engineering (ISSN: 2208-2727), 3(2), 09-23.
■ Blythe, J., & Martin, J. (2019). Essentials of marketing. Pearson UK.
■ CIO.com. (2019). How the Singapore government supports the country’s tech scene. Retrieved from
https://www.cio.com/article/3299480/how-the-singapore-government-supports-the-country-s-tech-scene.html
■ Hollender, L., Zapkau, F. B., & Schwens, C. (2017). SME foreign market entry mode choice and foreign venture performance:
The moderating effect of international experience and product adaptation. International Business Review, 26(2), 250-263.
■ Manafe, J. D., Setyorini, T., & Alang, Y. A. K. (2018). Influence of implementation on mix promotion model strategy towards
tourist visitation in Indonesia. International research journal of management, IT and social sciences, 5(6), 26-39.

References continue..
■ 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 Journal of
Developing Areas, 49(4), 325-339.
■ Richards, G. (2018). Cultural tourism: A review of recent research and trends. Journal of Hospitality
and Tourism Management, 36, 12-21.
■ Severo, M., & Venturini, T. (2016). Intangible cultural heritage webs: Comparing national networks
with digital methods. New Media & Society, 18(8), 1616-1635.
■ Stb.gov.sg. (2019). Third consecutive year of growth for Singapore tourism sector in 2018 | STB.
Retrieved from https://www.stb.gov.sg/content/stb/en/media-centre/media-releases/third-
consecutive-year-of-growth-for-singapore-tourism-sector-in-2018.html
■ The Straits Times.com. (2019). Prolonged exposure to air pollution lowers worker productivity: NUS
study. Retrieved from https://www.straitstimes.com/singapore/manpower/prolonged-exposure-to-air-
pollution-lowers-worker-productivity-nus-study
■ Worldbank.org. (2019). Overview. Retrieved from
https://www.worldbank.org/en/country/singapore/overview
■ Zhang, H., Liang, X., & Wang, S. (2016). Customer value anticipation, product innovativeness, and
customer lifetime value: The moderating role of advertising strategy. Journal of Business
Research, 69(9), 3725-3730.