2020-06-03 how may tourism businesses adapt to the ...€¦ · 3/6/2020 · 3 ivan chang adjunct...
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Using Business Innovation to Survive and Thrive Amidst the Global Pandemic
How may Tourism Businesses Adapt to the Challenges of Today?
LIVE WEBINAR by IVAN CHANG 3 JUNE 2020 | WEDNESDAY | 12.30PM - 2.00PM
In Partnership with:
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• The information provided in this webinar is meant only for the intention of education and learning. You should seek independent legal and accounting advice before conducting any business or investment decision.
• All efforts have been taken to ensure the information provided in this webinar is accurate as of publication date.
• The author(s) reserve all rights in the material provided.
Safe Harbour Statements
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Ivan Chang
Adjunct Teaching MentorSingapore Management University
School of Accountancy
Board Member, Make-A-Wish Foundation
Board Member, Youth Corps Singapore
Board Member, SGTech
linkedin.com/in/ivanchangwl
https://ivanchangwl.com/ 4
Executive Certificate in Leading Tourism Transformation
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2
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Business Innovation - Transforming Your Tourism Business for the Digital Economy
Future of Work - Exploring Cutting-Edge Technologies for Tourism
Data Literacy - Understand the value and importance of Customer Data through Data Analytics
https://ivanchangwl.com/ 5
Webinar Recording, Slides and Q&A
Slides Recording Q&A
Webinar slides will be available for download and
circulation on https://ivanchangwl.com/
A recording of this webinar will be available 2 hours after the live session for
playback and viewing
Live Q&A will be conducted via Zoom’s Q&A
functionality
Kindly add your questions and a selection of them will
be answered
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• A Post Webinar Survey will open once this session ends
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Agenda for Webinar
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COVID-19: Where we are today
Sustaining: Survival for the next 6-18 months
Adapting: Never waste a crisis
Opening: Welcome to the New Normal4
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COVID-19: Where we are today
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Source: McKinsey Insights
Global: Online Usage has increased tremendously
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Source: McKinsey Insights
Global: Consumer Confidence all over the place
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Source: McKinsey Insights
Europe: Household & Entertainment Spending Up
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Source: McKinsey Insights
China: Domestic Tourism is slowly recovering
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Source: BCG
SEA: Searches still down, Departure trending up
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• The economy will shrink for the year 2020
• Q1 contraction is the worst drop since the 2008 Global Financial Crisis
• 2020 will be the worst contraction since independence
• Last recession: 2001
Singapore: GDP Forecast
Source: MTI, Straits Times
2020 Q1: -2.2% YoY 2020 Est: -4% to -7%
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Unity Budget
February 2020
$4bn for Businesses $1.6bn for Household
$5.6bn $48bn
$28bn for Businesses/Household
$20bn loan backing
Source: Singapore Government: MTI, MOF
$5.1bn
$4.2bn for Businesses $0.9bn Household
Resilience Budget
March 2020
Solidarity Budget
April 2020
Fortitude Budget
May 2020
$33bn
$20bn for Direct Support $13bn Contingency
Singapore: Unprecedented Budget Measures
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Source: Singapore Government: MTI, MOF
Singapore: Unprecedented Budget Measures
S$17bn2020 (Mar) COVID-19 (Resilience)
S$4bn2020 (Apr) COVID-19 (Solidarity)
S$31bn2020 (May) COVID-19 (Fortitude)
S$13bn S$18bn Contingency + Committed Contingency: ~ 4 months of JSS
S$52bn
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Reducing interest rate for banks to borrow
Objectives: • Cheaper capital, increase investment • Investment leads to a rebound in spending
Government Policies: Monetary Policy
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Government Policies: Fiscal Policy
Direct cash injection into the market
Objectives: • Provide cash for spending • Create multiplier effect in the market
What the Singapore Government is doing
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Government Policies: Testing to limits of Government Globally
Monetary Policy
Fiscal Policy
• Negative Interest Rate Issue • Not all countries can practice this • Not borrowers
• Limitation of debt funded fiscal policy • Free market is not at work (Cash hoarding)
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Travel Sector: What can you do?
1. Sustaining
2. Adapting
Survival for the next 6-18 months
Never waste a crisis
Welcome to the New Normal
3. Opening
Think about the business in 3 phasesEach phase leads to the other
In complex times, it’s good to step back and see it holistically
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Sustaining: Survival for the next 6-18 months
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A. TRENDS B. PEOPLE C. CASHFLOW
Factors to think about
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A. Trends: What will the recovery curve be like?
Source: Economist
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A. Trends: What will the recovery curve be like?
Source: IATA
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A. Trends: What will the recovery curve be like?
Source: US Department of Homeland Security
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A. Trends: What will the recovery curve be like?
Travel Bubble within Region
Greenlane for Business / Government
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STB: STAN
You can indicate your interest in the Post Webinar Survey
Examples of Insights from Stan
Identify peak periods for Asian markets across the year
Understand length-of-stay patterns between peak and non-peak periods
Obtain numbers on latest month VA, ALOS and VD for specific markets
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A. Trends: What will the recovery curve be like?
Recommendations
1. Make your own demand forecast with relevant data- Optimistic (Best Case)- Pessimistic (Worst Case)
2. Evaluate if you are planning to last through the Worst Case
3. If yes, move on to B & CIf no, other options
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B. People: Composition of Workforce
• Helps enterprises retain their local employees25% cash grant on gross monthly wages of each local employee (Singapore Citizens / PRs)- Wage cap of $4,600.00 (i.e. $1,150.00 per employee per month)- Based on 3 qualifying period (T1 Oct-Dec 2019 / T2 Feb-Apr 2020 / T3 May-Jul 2020)- i.e. maximum payout per employee is $10,350.00
• Solidarity Budget75% cash grant on gross monthly wages of each local employee (Singapore Citizens / PRs)- Wage cap of $4,600.00 (i.e. $3,450.00 per employee for April 2020)- i.e. maximum payout per employee is $12,650.00
• Fortitude BudgetExtension of JSS by 1 month to August 2020 (total 10 months)Employers allowed to re-open on 2 June 2020: 25% JSS support for June - August 2020 (3 months)Employers not allowed to re-open on June 2020: 75% JSS support until reopening / August 2020 (whichever is earlier)
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B. People: Composition of Workforce
• How to qualify? Administer by IRAS - No need to apply- Auto calculation based on CPF records
• Payout Date Trench 1: April 2020 (For Oct to Dec 2019 + April 2020)Trench 2: May 2020 (For May 2020)Trench 3: July 2020 (For Feb to Apr 2020)Trench 4: Oct 2020 (For May to Aug 202)
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B. People: Composition of Workforce
Tier 1(75%)
Aviation & Aerospace
Tourism, Hospitality, Conventions & Exhibitons
Tier 1(75% for Jun - Aug 2020) Built Environment
Tier 2(50%)
Food Services
Retail
Arts & Entertainment
Land Transport
Marine and Offshore
Tier 3(25%) All Others
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B. People: Composition of Workforce
Oct 19 Nov 19 Dec 19 Feb 20 Mar 20 Apr 20 May 20 Jun 20 Jul 20 Aug 20
IT / Office 25% 25% 25% 25% 25% 75% 75% 25% 25% 25%
F&B 50% 50% 50% 50% 50% 75% 75% 50% 50% 50%
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B. People: Composition of Workforce
Recommendations
1. A job saved is a family saved
2. Operating with Less
3. Workforce mentality and resilience
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C. Cashflow: The Essentials of Every Business
• Qualifying Commercial PropertiesHotels, Tourist Attractions, Shops and Restaurants 15% to now 100% Property Tax Rebate
• Other Non Residential PropertiesOffices and Commercial Sites0% to now 30% Property Tax Rebate
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C. Cashflow: The Essentials of Every Business
• For SME Tenant (i.e. revenue not more than $100m)Government to provide a new grant to landlord and mandated to pass to tenant
• Qualifying Commercial Properties (including retail shops)Government Grant worth about 0.8 months of the rent calculated based on Annual Value of Property
• Other Non Residential PropertiesGovernment Grant worth about 0.64 months of the rent calculated based on Annual Value of Property
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C. Cashflow: The Essentials of Every Business
• For SME Tenant (i.e. revenue not more than $100m)
• Qualifying Commercial Properties (including retail shops)~ 2 months of rental rebate
• Other Non Residential Properties~ 1 month of rental rebate
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C. Cashflow: The Essentials of Every Business
• To be paid out by IRAS to Landlord Details will be announced end-June 2020
• Action> Speak with your landlord about the additional period of rental relief> When it will be passed over
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C. Cashflow: The Essentials of Every Business
• For SME Tenants of Commercial and Industrial/Office Properties If your revenue experienced a significant drop
• Additional 2 months or 3 months of rental relief (up to 4 months)Bill to be tabled in June 2020Additional cost will be equally borne by the Government and Landlord
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C. Cashflow: The Essentials of Every Business
• Ministry of Law: New COVID-19 Bill
• For SME Tenants of Commercial and Industrial/Office Properties If your revenue experienced a significant drop
• Additional 2 months or 3 months of rental relief (up to 4 months)Bill to be tabled in June 2020Additional cost will be equally borne by the Government and Landlord
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C. Cashflow: The Essentials of Every Business
• Working Capital LoanFirst line of loan qualificationEstimated: Firm with revenue up to $5m
• Temporary Bridging Loan ProgrammeSecond line of loan qualificationEstimated: Firm with revenue above $5m
• Enterprise Trade LoanLarge enterprises
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C. Cashflow: The Essentials of Every Business
Recommendations
1. Do you have the liquidity to survive through the Worst Case scenario planning
2. If yes, do zero base budgeting
3. If no, what are the shortfall and steps needed to bridge that shortfall
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Adapting: Never waste a crisis
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A Relook into your Business Model
• AirBnb Online ExperienceHundreds of Thousands of BookingsTop performers making more than $50,000 / week
• Incremental Replacement Does not cover everything but at least it’s something
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• Business ModelA story about how your company / idea worksA system of sorts, of how pieces your business fit together
• StrategyCompetitionHow your company will stand up against competitors
Business Model vs. Strategy
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Business Model Canvas
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Customer Segments
An organization servesone or several Customer Segments.
1: ValuePropositions
It seeks to solve customer problems and satisfy customer needs with value propositions.
2: Channels
Value propositionsare delivered to customers through communication,distribution, and sales Channels.
3: CustomerRelationships
Customer relationshipsare established andmaintained with eachCustomer Segment.
4:
The 9 Building Blocks
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RevenueStreams
Revenue streams result from value propositionssuccessfully offered to customers.
5: KeyResources
Key resources are the assets required to offer and deliver the previouslydescribed elements…
6: KeyActivities
…by performing a numberof Key Activities.
7: KeyPartnerships
Some activities are outsourced and someresources are acquiredoutside the enterprise.
8: CostStructure
The business model elements result in thecost structure.
9:
The 9 Building Blocks
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The 9 Building Blocks
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1: Customer Segments
The Customer Segments Building Block definesthe different groups of people or organizations anenterprise aims to reach and serve.
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1: Customer Segments
For whom are we creating value?Who are our most important customers?
There are different types of Customer Segments.Here are some examples:
Mass marketNiche marketSegmentedDiversifiedMulti-sided platforms (or multi-sided markets)
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2: Value Propositions
The Value Propositions Building Block describesthe bundle of products and services that createvalue for a specific Customer Segment
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NewnessPerformancesCustomization‘Getting the job done’DesignBrand/status
2: Value Propositions
What value do we deliver to the customer?Which one of our customer’s problems are we helpingto solve? Which customer needs are we satisfying?What bundles of products and services are we offeringto each Customer Segment?
PriceCost reductionRisk reductionAccessibilityConvenience/usability
A Value Proposition creates value for a Customer Segment through a distinct mix of elements catering to that segment’s needs.
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3: Channels
The Channels Building Block describes how acompany communicates with and reaches itsCustomer Segments to deliver a Value Proposition
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AwarenessEvaluationPurchaseDeliveryAfter sales
Channels have five distinct phases. Each channel can cover some or all of these phases.
Through which Channels do our Customer Segmentswant to be reached? How can we reaching them?How can our Channels integrate? Which ones will work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
3: Channels
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4: Customer Relationships
The Customer Relationships Building Blockdescribes the types of relationships a companyestablishes with specific Customer Segments
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Personal assistanceDedicated personal assistanceSelf-serviceAutomated servicesCommunitiesCo-creation
We can distinguish between several categories of Customer Relationships, which may co-exist in a company’s relationship with a particularCustomer Segment:
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How costly are they?How can they integrate with our business model?
4: Customer Relationships
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5: Revenue Streams
The Revenue Streams Building Block representsthe cash a company generates from each CustomerSegment (costs must be subtracted from revenues to create earnings)
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Asset saleUsage feeSubscription feesLending/Renting/LeasingLicensingBrokerage feesAdvertising
There are several ways to generate Revenue Streams:
For what value are our customers really willing to pay?For what do they currently pay? How are they currentlypaying? How would they prefer to pay?
5: Revenue Streams
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6: Key Resources
The Key Resources Building Block describesthe most important assets required to make abusiness model work
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PhysicalIntellectualHumanFinancial
Key Resources can be categorized as follows:
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
6: Key Resources
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7: Key Activities
The Key Activities Building Block describesthe most important things a company must doto make its business model work
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ProductionProblem solvingPlatform/network
Key Activities can be categorized as follows:
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
7: Key Activities
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8: Key Partnerships
The Key Partnerships Building Block describesthe network of suppliers and partners that makethe business model work
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Optimization and economy of scale
Reduction of risk and uncertainty
Acquisition of particular resources and activities
It can be useful to distinguish between threemotivations for creating partnerships:
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
8: Key Partnerships
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9: Cost Structure
The Cost Structure describes all costs incurred tooperate a business model
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Cost-driven
Value-driven
Naturally enough, costs should be minimized in every business model. But low Cost Structures are more important to some business models than to others. Therefore it can be useful to distinguish between two broad classes of business model
What are the most important costs inherent in your businessmodel? Which Key Resources are most expensive? Which Key Activities are most expensive?
9: Cost Structure
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Business Model Canvas
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STB: Tools & Solution to help the Tourism Industry
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STB: Tourism Transformation Index (TXI)
Know yourselfAssess areas of
strength and uncover potential
weaknesses
Get the right support
Targeted STB industry programs
and support
Know where you stand
Benchmark against your peers
and rest of industry
Develop a roadmap Receive guidance to
prioritise critical areas to transform
Elevate the potential of your business to the power of X
You can indicate your interest in the Post Webinar Survey
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STB: ThreeHouse
ThreeHouse is a dedicated co-innovation space built for the tourism industry. Launching in Q4 2020, tourism businesses can seek inspiration and receive guidance on transformation and innovation, as well as co-create and test new ideas here.
You can indicate your interest in the Post Webinar Survey
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STB: Accelerator
Batch 1
Batch 2 Identify and share challenges
or opportunity areas
Leverage on global sourcing
for innovative startups
Get introduced to & work with relevant
startups to pilot new solutions
You can indicate your interest in the Post Webinar Survey
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Opening: Welcome to the New Normal
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Returning to the Old Normal is NOT the Destination
Re-Imagination is now The New Normal
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1. Effective Remote Working
• Remote working is The New Normal
• A: Organise your workforce in a distributed structure
• B: Adopt best practices around collaboration, flexibility and accountability
• C: Stop assuming the old ways will return
Source: McKinsey Insights
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2. Just in Time to Just in Case
• Excess Capacity is The New Normal
• A: Re-design your supply sources for just in case
• B: Adopt technology for efficiency
• C: Value-Loss optimisation versus Cost optimisation
Source: McKinsey Insights
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3. Online Commerce to Contactless Commerce
• Delivering Goods & Services without Contact is The New Normal
• A: Plan for future Circuit Breakers
• B: Accelerate digital transformation
• C: Find ways to deliver without contact
Source: McKinsey Insights
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Adaptions: Hotel Sector
• Guest safety and hygiene will be top of mind consideration
• Manpower access will be restricted at anytime
• Automate & Reduction of Expectations
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Adaptions: Attractions Sector
• The world crave for some form of arts, culture and understanding now
• How can we deliver online first experience as a new revenue stream
• Smaller crowd size leading to enhanced experience
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STB: Visit Singapore Pass
A single pass to unlock various places of interests
Aggregates the visitors’ purchases
across various sales channels
Unlock deals and
promotions on the go
You can indicate your interest in the Post Webinar Survey
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Adaptions: Travel Agencies (Inbound)
• FIT travellers might want enhanced experience when visiting foreign countries now
• Know that the places they go are safe and they are tracked for contact tracing purposes
• Assurance selling
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STB: Tourism Information Service Hub
You can indicate your interest in the Post Webinar Survey
Visit SingaporeAccount
Enhanced Navigation
Itinerary Planner
ChatbotRecommendation Engine
11 content categories. 5 languages. Over 3,000 experiences
Over 3,000 businesses across 80 countries globally
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Adaptions: Travel Agencies (Outbound)
• Domestic tourism might not be as big a market
• What unique experiences can we provide fellow Singaporeans
• Arts & Culture might take precedence
• Might have an initial surge of travelers to travel bubbles
• Population will be careful with funds as well
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Adaptions: M.I.C.E Sector
• Scale and Size might have to take a backseat
• How else can the Singapore brand for organising M.I.C.E events be relevant
• Digital + Local market offline experiences
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Executive Certificate in Leading Tourism Transformation
1
2
3
Business Innovation - Transforming Your Tourism Business for the Digital Economy
Future of Work - Exploring Cutting-Edge Technologies for Tourism
Data Literacy - Understand the value and importance of Customer Data through Data Analytics
https://ivanchangwl.com/ 89
• A Post Webinar Survey will open once this session ends
• Kindly help us complete it so we can continue to improve our webinars
Post Webinar Survey
Using Business Innovation to Survive and Thrive Amidst the Global Pandemic
How may Tourism Businesses Adapt to the Challenges of Today?
LIVE WEBINAR by IVAN CHANG 3 JUNE 2020 | WEDNESDAY | 12.30PM - 2.00PM
In Partnership with: