Noppasinw – Fotolia
With a sharp drop in guest arrivals in Singapore amid the Covid-19 coronavirus pandemic, many tourism corporations in the city-state are suffering to stay afloat despite layoffs and other cost-cutting measures.
As of June 2020, there were 2,200 visitors in Singapore, up from 1.6 million a year ago, according to the most recent figures from the Singapore Tourism Board (STB), a government company guilty of promoting and selling the country’s tourism industry.
Like other industries affected by the pandemic, the tourism sector has been asked to adopt digitization and drive transformation efforts to seize new opportunities, delight guests and increase efficiency.
“The truth is that we have been transforming for several years,” said Quek Choon Yang, STB’s chief technology officer, referring to ongoing transformation efforts in the local tourism industry. “What we have to do at this difficult time is take a look to drive this transformation.”
To this end, the STB announced in April 2020 a transformation framework comprising 3 key steps. During the information phase of the framework, companies will receive more information about themselves and the concepts of virtual transformation through a tourism transformation index.
Essentially a diagnostic tool for tourism corporations to assess their strengths and identify spaces for improvement, the index also recommends the next steps they can take towards virtual transformation.
Then comes the stage, where corporations can temporarily concept, with low degrees of threat and investment. “If their concept works, then they can temporarily scale it to generate revenue,” Quek said.
A co-create area is also being built on the third floor of the STB. Called ThreeHouse, it will bring combined industry players to expand new concepts that can be learned as a component of the Singapore Tourism Accelerator (STA) program.
“What STA does is bring the concepts of small businesses around the world and expand Singapore-friendly solutions,” Quek said, adding that those concepts would comply with local laws, adding knowledge and privacy coverage laws.
The latest gear under STB is the creation of non-unusual generation equipment to facilitate transformation in the tourism sector, starting with a knowledge analytics platform called Stan, or Singapore Tourism Analytics Network.
With Stan, tourism corporations can view visualizations and analyze tourism-related knowledge, such as guest characteristics, geography and period, added stB and industry, to download actionable guest information.
At this critical point, Quek said tourism corporations can use Stan’s knowledge to plan their post-pandemic recovery and more local tourists who are now in the middle of STB’s new $45 million domestic tourism campaign.
Another new initiative presented through Quek is the Visit Singapore Pass, a virtual pass introduced a few weeks ago to unify the virtual criteria for the issuance of electronic tickets.
“If you look at reports in other parts of the world where other people buy e-tickets, at the end of a trip, they would probably end up with another 10 e-tickets,” Quek said. “We try to create a virtual ticket for singles, so every time you show up on a once or attraction, it shows the same pass and you can enter.”
This creates a frictionless delight for visitors and is especially vital at a time when other people don’t need to take care of paper tickets, Quek said. For tourist establishments, the adoption of the Visit Singapore pass will also prevent them from having to invest in their own e-ticket platforms.
Quek said many players in the tourism industry have begun to leverage STB’s resources for their businesses. To date, STB has signed nine memorandums of understanding to help tourism companies, such as Amara Hotels and Resorts and Singapore Flyer, jointly create their virtual ation roadmaps through its three-step framework.
STB itself also digitizes its operations. He works with generation partners like Adobe, whose products have helped him better perceive how others relate to reports from his virtual touchpoints, such as the STB online page and the cellular app, to provide content and that resonates better with visitors.
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