Describe the main principles of good governance as articulated by Singapore leaders. Singapore continues to rank high globally on indexes that measure good governance‚ especially in terms of investment and corruption (Economic Development Board‚ 2013). Within the region‚ according to Vriens & Partners’ Asia Pacific Investment Climate Index 2013‚ Singapore was ranked second among Asian Pacific countries‚ after New Zealand‚ for rule of law‚ political stability‚ corruption and taxation. She was ranked
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CASE STUDY IN TRAVEL‚ HOSPITALITY AND TOURISM Tourism in Singapore 6 May 2013 Table of Contents 1 Introduction The Singapore Tourist Promotion Board was first established in 1964 with the mandate to promote Singapore as a tourist destination. We began work with a small staff strength of 25 and that year‚ we welcomed 91‚000 visitors. The Merlion was created as a symbol as part of marketing campaigns. (Anon.‚ 2013) Travel agent licensing and tourist guide training were
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ABSTRACT Medical tourism has become a popular option for tourists across the world. It takes into account primarily the biomedical procedures‚ combined with travel and tourism. Medical tourism has been coined by different travel agencies and the mass media to describe the rapidly growing practice of travelling across international borders to obtain cutting edge medical care. Countries like India‚ Malaysia‚ and Thailand are promoting medical tourism aggressively. The key competitive advantages of
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visiting Singapore for business or pleasure. It follows the outline of "The Ten Commandments For Avoiding Intercultural Communication Problems" by Prof. Dr. Olaf Rankis. 2 Singapore 2.1 General Information The Republic of Singapore‚ the "Lion Island" is an independent city state and its capital is the City of Singapore. The capital measures about one sixth of the total area of the main island. The country is located in Southeastern Asia and consists of the island of Singapore and around
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|[pic] | |Hewlett-Packard in Singapore | |International Business | |
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Thoughts and Impressions It’s our pleasure using the trade pass to visit the Singapore airshow 2014. This event is the Asia’s biggest for aviation’s finest‚ different international organizations have joined this event such as famous aircraft manufacturers --- Airbus and Boeing. We enjoyed the aerobatic flying display on the third day of the trip which is the opening of the airshow. Many fighter aircraft such as F16‚ black eagles flew in high speed‚ some of them even flew faster than sound.
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Proposal 3.16 Investigate volunteer trends in Singapore 1 Existing volunteer trends in Singapore 1.1 Profile of existing volunteers 2 Case study of NVPC 2.1 Existing volunteer management practices in NVPC 2.1.1 Why it is successful 3 Critique of volunteer management practices 3.1 Lack of Commitment 3.2 Working adults are the lowest number of volunteers despite being possibly largest pool of skilled volunteers 3.3 Retirees are unable to volunteer 4 Recommendations to improve
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Singapore Airlines’ strategy Singapore Airlines is positioned as a premium carrier with high levels of innovation and excellent levels of service‚ and has made a strategic choice of giving priority to profitability over size. The internal organizational practices outlined in this paper‚ such as continuous people development and rigorous service design are key aspects of operationalizing and sustaining this positioning and strategic choice. At the corporate level‚ SIA follows a strategy of
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Introduction Our group’s choice of attraction is the Singapore Flyer (FIG.1). Endorsed by the Singapore Tourism Board (STB) and opened on 25th April 2008‚ the Flyer stands at 165m in height and was built at a cost of S$240 million. It is ranked #19 out of 276 attractions in Singapore on TripAdvisor and is one of the attractions that make up the “See Singapore Pass”. A General Assessment of the Singapore Flyer With reference to Butler’s Tourism Area Cycle of Evolution theory (1980)
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strategies of management from the Head Quarters (centralized) or Head Quarters for most functions with regional offices and country managers (decentralized) are not as efficient as management without any Head Quarters and twenty strategically placed hubs. There are compelling reasons to follow this strategy. Firstly developing countries account for a much larger chunk of the net revenue. Secondly there are untapped markets in the form of economically weaker sections in these countries and the full
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