Singapore Tourism Board Case Study
1. Background and Development of STB as an NTO.
Singapore Tourism Board, was established in 1964 with the goal to promote Singapore as a tourist destination. The Statutory Board was established by the Ministry of Trade and Industry of Singapore, this indicates that the government recognised the tourism industry's potential as a capable contributor to the economy. In the first year, STB only had 25 employees, who’s efforts welcomed 91 thousand tourists in that year. As a result of STB's continuous effort, Singapore welcomed 16.4 million tourists in 2016, which signifies the success of STB’s continuous efforts in promoting Singapore as a tourist destination.
STB encouraged the planning and construction of Sentosa Island, and the Singapore Zoo …show more content…
These groups are the Marketing Group, Policy and Planning Group, Corporate Group, Experience Development Group, International Group, Technology Transportation Group, and the Internal Audit Group, and they will work together to promote and develop Singapore’s tourism industry.
The Marketing Group will come up with new and creative methods to attract the different tourists to Singapore, and try to gain competitive edge above other countries. The Policy and Planning Group is tasked to create ways to attract tourists by planning to develop new attractions, and attract private businesses to support the industry in Singapore. The corporate group will then be tasked to manage the company’s finances, human resource managements, and the legal issues the company are facing. The Experience Development Group is tasked to maintain the quality of service suppliers in the industry, for example, Lifestyle, Exhibition, Dining, Retail, and Accommodations. The International group will be tasked to coordinate with other countries NTOs, to maintain or improve the mobility of tourists from or within both countries. The Technology Transformation Group is tasked to develop new technology to assist in the data collection, collation, and governing the data for the tourism industry. These six departments will report to the Chief Executive who will then report to the Board of Directors. …show more content…
Therefore, STB is part of the multi-agency movement called GEMS Ups which encourages businesses to work towards providing excellent service, by recognising the efforts of the businesses and employees by awards presentations.
d) Innovation
The tourism industry is an ever-changing environment affected by many factors. Hence, businesses need to be highly adaptable and constantly innovate to operate efficiently and provide exceptional services. Therefore, STB supports the collaboration of businesses in the tourism sector to share their innovations and improve to keep a competitive edge.
e) Incentive Schemes
Incentive schemes such as leadership development programmes and skills upgrading are subsidised to encourage employees in the industry to continuously develop and improve their skills and knowledge. Allowing employees to gain more knowledge of the industry will provide them with a better understanding on how to approach an issue when they face it.
These are the capabilities that the Board have developed to support their task of improving the visitors’ experience, and also to enhance their competitiveness in the world, through constantly adapting to the ever-changing
Singapore Tourism Board, was established in 1964 with the goal to promote Singapore as a tourist destination. The Statutory Board was established by the Ministry of Trade and Industry of Singapore, this indicates that the government recognised the tourism industry's potential as a capable contributor to the economy. In the first year, STB only had 25 employees, who’s efforts welcomed 91 thousand tourists in that year. As a result of STB's continuous effort, Singapore welcomed 16.4 million tourists in 2016, which signifies the success of STB’s continuous efforts in promoting Singapore as a tourist destination.
STB encouraged the planning and construction of Sentosa Island, and the Singapore Zoo …show more content…
These groups are the Marketing Group, Policy and Planning Group, Corporate Group, Experience Development Group, International Group, Technology Transportation Group, and the Internal Audit Group, and they will work together to promote and develop Singapore’s tourism industry.
The Marketing Group will come up with new and creative methods to attract the different tourists to Singapore, and try to gain competitive edge above other countries. The Policy and Planning Group is tasked to create ways to attract tourists by planning to develop new attractions, and attract private businesses to support the industry in Singapore. The corporate group will then be tasked to manage the company’s finances, human resource managements, and the legal issues the company are facing. The Experience Development Group is tasked to maintain the quality of service suppliers in the industry, for example, Lifestyle, Exhibition, Dining, Retail, and Accommodations. The International group will be tasked to coordinate with other countries NTOs, to maintain or improve the mobility of tourists from or within both countries. The Technology Transformation Group is tasked to develop new technology to assist in the data collection, collation, and governing the data for the tourism industry. These six departments will report to the Chief Executive who will then report to the Board of Directors. …show more content…
Therefore, STB is part of the multi-agency movement called GEMS Ups which encourages businesses to work towards providing excellent service, by recognising the efforts of the businesses and employees by awards presentations.
d) Innovation
The tourism industry is an ever-changing environment affected by many factors. Hence, businesses need to be highly adaptable and constantly innovate to operate efficiently and provide exceptional services. Therefore, STB supports the collaboration of businesses in the tourism sector to share their innovations and improve to keep a competitive edge.
e) Incentive Schemes
Incentive schemes such as leadership development programmes and skills upgrading are subsidised to encourage employees in the industry to continuously develop and improve their skills and knowledge. Allowing employees to gain more knowledge of the industry will provide them with a better understanding on how to approach an issue when they face it.
These are the capabilities that the Board have developed to support their task of improving the visitors’ experience, and also to enhance their competitiveness in the world, through constantly adapting to the ever-changing