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To Identify the Marketing Strategies for MICE Industry in Singapore

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Section 1: Introduction

1.1 Context of Research

The meetings, incentive travel, conventions and exhibitions (MICE) industry was said

to be one of the fastest growing sectors of the tourism nowadays. From an economic

perspective, this rapidly emerging tourism sector had been generally acknowledged as a

major contributor to the development of national economies in term of jobs, taxes and

GDP. In fact, by 2019, annual global demand for MICE tourism was expected to grow

at an annual rate of 3.6% to more than US$ 1,376 billion (World Travel and Tourism

Council, 2009).

Hong Kong’s MICE industry had also experienced tremendous growth in the past

decade. The Hong Kong Tourism Board (HKTB, 2011) announced that overnight

MICE arrivals in 2010 made a leap of 22.8% year-on-year to 1,429,941. This number

also represented a 22.5%-increase over the overnight MICE arrivals in 2008, before the

global financial tsunami. In addition, the Government of Hong Kong invested millions

dollars in this particular industry. It then became one of the hot topics of Hong Kong.

In a recent research, among Asia, Singapore clinched the top spot as the best city for

MICE events and which is ahead of Hong Kong (CEI, 2011). In order to climb up the

MICE ladder for Hong Kong, it is important and worth to understand the marketing

strategies of Singapore, the way how Singapore promotes their destination as the top of

Asia. Hence, it enhances the ability of destination marketers to build up long-term

efficient strategies


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1.2 Academic Objectives

Respecting the rapid growth of MICE industry in Asia especially in Hong Kong, it is

significant for enhancing the competitiveness and projecting Hong Kong as an ideal

MICE hub through studying the successful marketing strategies in Asia. This study

aims to better understand the marketing strategies that employed by Singapore and lead

Singapore as the best city for MICE events in Asia Pacific region, in order to suggest

some countermeasures for Hong Kong’s MICE industry to develop its competitive

advantages and maintain its ideal international MICE destination.

Objectives

To define MICE industry

To review MICE industry in Singapore

To identify the marketing strategies for Singapore’s MICE industry

To provide recommendations to improve and encourage greater patronage for

Hong Kong’s MICE industry

1.3 Outline of Sections

To achieve its key objectives, this study was structured as follow. Section One provided

a general introduction and outlines the objectives and contribution of the study. Section

Two reviewed the relevant literature and explained the definitions that associated with

the research themes in the context of MICE industry. Section Three provided a

discussion of the research methods to be employed in this study, including secondary

research and interviews as well as the limitations of the research methods would be


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provided. In Section Four, research findings would be presented with an in-depth

analysis. Follow by Section Five, it summarized the major research findings and

provided an overview of the major themes identified in the research. Recommendations

for Hong Kong’s future work would also be identified.


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Section 2: Instrumental Literature Review

Machi (2009) asserts that literature review serves in identifying new ways to

understand, and shed light on any gap in the previous research and position on the way

forward for further research. Resolving conflicts among apparent contradictory

previous studies too is a crucial purpose of the review. It also identifies areas of prior

studies to prevent duplication of the endeavour.

This section began with an explanation of the definitions relevant to the key issues of

the study. It provided an overview of the literature relevant to the theories associated

with the research themes in the context of MICE Industry. It also provided a general

idea and outlined the growth of MICE Industry, and then examined the importance of

this particular sector. It discussed about the role of marketing in MICE sector. The key

theories of marketing used in MICE industry would be presented and explained.

2.1 Definition of MICE industry

From a conceptual perspective, it is important to define MICE Industry. There are

several alternative definitions to describe MICE sector. It is possible to categorize four

types of MICE event which are Meetings, Incentive travels, Conventions and

Exhibitions that are frequently linked to MICE tourism market. According to IAPCO -

the International Association of Professional Congress Organizers (ICCA, 2010) which

published a book named "Meetings Industry Terminology" that functions as a


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dictionary for the meetings industry. These are the definitions that as put out by IAPCO.

Meeting - general term indicating the coming together of a number of people in one

place, to confer or carry out a particular activity. Frequency: can be on an ad hoc basis

or according to a set pattern, as for instance annual general meetings, committee

meetings, etc.

Incentive travel - meeting event as part of a programme which is offered to its

participants to reward a previous performance.

Convention - participatory meeting designed for discussion, fact-finding, problem

solving and consultation. As compared with a congress, a conference is normally

smaller in scale and more select in character - features which tend to facilitate the

exchange of information. The term "conference" carries no special connotation as to

frequency. Though not inherently limited in time, conferences are usually of limited

duration with specific objectives.

Exhibition - events at which products and services are displayed.

The United Nations World Tourism Organisation (UNWTO) recommended definitions

of MICE sector are broadened to include all activities based on the organisation

promotion, sales and delivery of meetings and events; products and services that

include corporate, association and government meetings, corporate incentives,

seminars, congresses, conferences, conventions, events, exhibitions and fairs.

(Maitland & Ritchie 2010)


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2.2 Definition of Marketing

According to Kotler et al (1999), marketing is a philosophy, a way of thinking and

structuring a business. Marketing is a social and managerial process by which

individuals and groups obtain what they need and want through creating and

exchanging products and value with others. The task of marketing is never to fool the

customer or endanger the company’s image. Marketing’s task is to design a

product-service combination that provides real value to targeted customers, motivates

purchase, and fulfils genuine consumer needs. These give help to reach marketing

objectives within individual business units, which matches the overall corporate

objectives like sales, market share and competitive position.

2.3 Overview of MICE industry

MICE sector is one of the fastest growing segments of world tourism. Perhaps in no

region is MICE tourism increasing more rapidly than in the Asia Pacific (Dwyer &

Mistilis, 1997, Muqbal, 1997). The Asia Pacific had been the world's most rapidly

expanding region for international tourism arrivals. The various determinants of

tourism flows, such as real income growth, price competitiveness of destinations,

demographic and social changes, new product developments, technological and trading

developments and political and regulatory factors are changing in ways that favour

continued growth of tourism to and within the region (Forsyth & Dwyer, 1996).

Forecast growth rates of tourist arrivals to Asia Pacific countries are, on average,

double the forecast world average 3.6% (Dwyer & Mistilis, 1999). Within this context


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of tourism market growth, national tourist organisations in Asia are focusing much

more on developing their meetings, conferences and incentives business, both from

within Asia and from Europe and North America, with specific strategies geared to this

market. Convention and exhibition facilities in the Asian region are continuing to

expand, with substantial government support for marketing activity and infrastructure

development. Asian Pacific governments, which strongly support MICE tourism by

such means, include Japan, Thailand, the Philippines, Indonesia, Singapore and Hong

Kong. Most of the region's key cities had either invest in major meetings, conventions

and exhibitors facilities or are currently doing so (Commonwealth Department of

Tourism 1995, Muqbal, 1997).

2.4 The role of marketing in MICE Industry

In the 21st century, the world-wide meeting and conference industry has evolved to

marketing orientation that firmly prevailed in most sectors of the economy in most parts

of the world. This is an approach that allows the wants and needs of customers and

potential customers to drive all of an organisation’s strategic decisions, so that its entire

corporate culture was systematically committed to creating customer value. This is also

an approach that requires the full support of the entire organisation (Middleton, 2001).

The rationale behind adopting a marketing orientation is that the more an organisation

understands and meets the real needs of its consumers, the more likely it is to have

satisfied customers who bring it repeat business or recommend the organisation’s

products and services to others. In this way, this process could entail the fostering of


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long term relationships with customers. In order to determine customer wants and

needs, the organisation usually needs to conduct market research, which, if carried out

correctly, may provide the company with a sustainable competitive advantage

(Middleton, 2001).

2.5 Marketing in MICE Industry

One of the successes of any destination or venue depends on effective marketing

planning. MICE organisation’s marketing plan is a vital element of its corporate

strategic plan. Middleton (2001) emphasises that the marketing strategic planning

process is essentially proactive in the sense that it defines and wills the future shape of

the organisation as well as responding to changing industry patterns, technology,

market conditions and perceived consumer needs’. Prior to formulating of marketing

strategies consist of a number of key components. In this section, market segmentation,

positioning, branding would be explained, then followed by discussing the marketing

mix strategies.

2.5.1 Market Segmentation

Market segmentation analysis had been growing in importance over the past decades as

its contribution to improving the effectiveness of destination and venue marketing had

increasingly been recognised.

Marketing segmentation is a sub-diving of a market into homogeneous sub-sets of

customers, where any sub-set may conceivably be selected as a market target to be

reached with a distinct marketing mix. In order words, market segments are composed

of customers who are alike in some way or another and who may appear in the


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marketing plan as discrete targets for specific mixes of marketing activities undertaken

by the destination or venue (Kotler et al, 2003)

Following are a number of different possible bases for segmenting the market for

conferences, conventions and business events. They are geographical zones, industry

sector, price sensitivity and purpose of visit (Davidson & Rogers, 2006).

Geographical zones: For example, a conference venue may choose to target primarily

regional and national events – such as the annual conferences of professional

associations and the business events of companies based in the region in which the

venue is located.

Industry sector: Vienna, for instance, specializes in attracting medical congresses to its

many meeting venues.

Price sensitivity: For example, given the ability if most UK university venues to offer

genuinely competitive rates, they generally target market segments seeking

value-for-money, such as youth groups.

Purpose of visit: The island of Mauritius, for example, with its image of luxury and

exclusivity, targets primarily the incentive travel and incentivized meetings market.


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Figure 1. Segmentation model for international meetings market

Source: ICCA, 2009

As for international meetings market, it could be segmented in many different ways,

like the size of the meetings, the kind of people who visit the meetings, the purpose of

the meetings etc. However, the main criterion to segment the market is by the initiator

of the meeting. The initiator determines what kind of meeting is organised and the kind

of services needed. When segmenting the international meetings market by initiator,

two primary markets can be defined: the corporate market and the non-corporate

market. The latter consists of international governmental organisations and

international non-governmental organisations or associations (ICCA, 2009).


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2.5.2 Market Positioning

Market positioning is a process that establishes a product’s position in the minds of the

targeted customers (Davidson & Rogers, 2006). “Positioning underpins product or

perception among prospective customers and other key stakeholders.” pointed out by

Middleton (2001) that the author expressed the importance of image, summarising the

important role of product positioning.

In MICE industry, it was clear that in order to increase the chances of succeeding in

attracting business from the target markets, venues and destinations must first of all

established a clear position for themselves, and then effectively communicate this to

buyers. Then, it was essential to identify the product’s benefits and demonstrating to the

target markets how their needs were satisfied by these benefits.

Holloway (2004) outlines four different approaches that may be used in devising a

positioning strategy and they are based on product benefits, price and quality, product

class as well as competitor.

2.5.3 Marketing Mix

The concept of marketing mix was crucial in all marketing planning. The different

variables that constitute the marketing mix were traditionally known as the four Ps -

Product, Place, Price and Promotion, in which were the controllable elements of the

marketing plan.


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Table 1. The Marketing Mix

The Ps Definition Example

Product What a company is offering for sale A hotel’s conference rooms

Place Channels of distribution and delivery A hotel booking agency

Price The amount of money paid for a product,

based by seller on certain factors

A €100 day-delegate rate

Promotion Activities that stimulate interest in a

product

Advertising in a trade magazine

Source: Adapted from Burke and Resnick (2000)

2.6 Summary of Instrumental Literature Review

MICE (Meeting, Incentive travel, Conference and Exhibition) industry had been

recognised as one of the fastest growing sector in world tourism and was expected

further growth in the future. The viewed relevant literature had defined MICE and

marketing. Additionally, it stated the important role of marketing in MICE industry,

that to fit the product, destination and venue etc to customer’s needs and to satisfy them,

in which it was crucial in sustaining an organisation’s competitive edges.

This section had provided a detailed review of theories of marketing – market

segmentation, positioning, branding as well as marketing mix. Well-planned marketing

activities were essential and ultimately enabled the destination to instigate practical

strategies in the form of important tangible manifestation – marketing action plan. It


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helped the marketers developing and maintaining a clear direction for the set of

complex, interrelated marketing activities they undertook on behalf of the destination

and venue.


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Section 3: Method of Investigation

3.1 Introduction

Cooper and Emory (1995) defined research as a systematic inquiry aimed at providing

information to solve problems and discover or revise facts, theories, applications, etc.

Methodology is the system of methods followed by particular discipline. Thus, research

methodology is the way how we conduct the research.

The research aims to study the overview of Singapore’s MICE industry and recognize

its contribution to Singapore’s economy. It would also emphasize on identifying and

evaluating the major marketing strategies employed by the Singapore’s MICE industry

and other related parties that help leading Singapore’s MICE sector as the top city in

exhibition in Asia.

In this section, it first gave a general view of research methodology. It examined the

research approaches used in the study. It also described and examined the uses of

secondary data and qualitative research separately in presenting and supporting the

research results and further explained the research limitations. Secondary research

would be applied to present the contribution and the role of marketing in Singapore’s

MICE industry while qualitative research which consisted of in-depth interview with

MICE planners in Hong Kong is to examine and gain better understanding of the major

marketing strategies and future development of the particular MICE sector.


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3.2 Source of Research

This research accomplished with secondary data and qualitative research. Secondary

data consist of information already in existence somewhere, having been collected for

another purpose. It is usually obtained more quickly and at a lower cost (Kotler et al,

1999). Secondary data provided a good starting point for marketing research about the

background and general information of Singapore’s MICE industry. However,

secondary sources could not provide all the needed information, qualitative research

would be applied to obtain more meaningful information according to the studied topic.

Qualitative research methods were generally viewed as an important and useful

technique for understanding a particular phenomenon. A number of authors had

indicated that the major aim qualitative research is to achieve superior and more

comprehensive information towards specific phenomenon, particular when background

information of research themes is limited (Denzin & Lincoln, 2000)

3.2.1 Secondary Research

The secondary research for the study was taken from various sources. Most of the

useful data would be collected from government and trade publications which mostly

from Singapore Tourism Board. These publications provided updated statistical

information related to the performance of Singapore MICE industry in order to

recognise its industry situation among global. Moreover, periodicals and books were

also the major sources of research.


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3.2.2 Qualitative Research

In-depth interview would be applied in the study. Kvale (1983) defined the qualitative

research interview as an interview whose purpose is to gather descriptions of the

life-world of the interviewee with respect to interpretation of the meaning of the

described phenomena.

In-depth Interview

Generally speaking, qualitative research places more emphasis on respondent

experiences through conducting in-depth interviews (Saunders, Lewis & Thornhill,

2003). It is said that in-depth interviewing is useful way for authors to obtain significant

information of people’s experience from their own viewpoint (Patton, 1990).

In the study, invitation letters (See Appendix 1) were sent through email and there were

three respondents Mr. F, Miss. L and Miss. C, who work in the industry and reached at

least managerial level, had been successfully invited and interviewed. Interviewing

through face-to-face and email contact with professionals involved in MICE planning

and with a sort of questions designed (See Appendix 2), supplementary first-hand

professional opinions and personal perspectives about the crucial factors and attributes

in shaping the destination, the important marketing tactics in Singapore’s MICE

industry as well as the opinions on the current position and future development in both

Hong Kong and Singapore MICE sectors were able to be obtained in the study. Hence,

the results generated from interviews could offer supplementary helpful suggestions for

Hong Kong MICE marketer in designing effective marketing strategies.


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3.3 Limitations

There were limitations to this research methodology. In secondary research, it consisted

of business journal industry websites and trade publications. As secondary data were

collected for other purposes and might not be accurate, data might not suitable for the

study and should be carefully checked its reliability. Moreover, data collected from the

past journal or publication might out-date and it only presented the historical trend.

Other than secondary data, the findings were based on a limited number of interviews.

Since the focused topic was about Singapore’s MICE industry, there was

geographically restriction that the first-hand opinions and comments from Singapore’s

expertises could be hardly obtained. Thus, in-depth interview with expertises from

Hong Kong MICE sector had applied. Although all respondents involved in MICE

planning, respondents were from different department and managerial positions. Based

upon respondent’s work experience or department’s work environment such as group

involvement, the results might be biased.

3.4 Summary of Method of Investigation

This section had justified the application of both secondary and qualitative research

methods. Secondary research would help to gather the general information about the

current development of Singapore’s MICE industry. In-depth interview would be

followed to explore more meaningful information in a qualitative stage, concerning the

marketing implications from the MICE planners’ and organisation’s viewpoint in the

context of MICE tourism. Limitations of the research method that needed to be


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concerned would be pointed out, to avoid misusing the data. On this basis, using a

combinations of different method approach in conducting a study provided the

researcher with a better understanding of the focus theme from general to detailed


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Section 4: Findings and Analysis

The previous section explained the research methods implicated in the study with using

a mixed method of secondary and qualitative research approach. In the present section,

discussions associated with the interview results and descriptive information and

analysis would be presented. Discussions would cover the overview and marketing

strategies of Singapore’s MICE industry. Following parts would be looked into its

individual marketing activities – market segmentation, positioning as well as its

marketing mix strategies.

4.1 Overview of Singapore’s MICE Industry

Singapore’s MICE industry envisioned being the best MICE city in the world. In fact,

the mission of the MICE group in Singapore was to champion Singapore’s position as

one of the most dynamic business events destinations in the world where people,

technology and ideas converge to create great value for customers. It was responsible

for developing and attracting business events as key drivers of the tourism sector,

creating exceptional experiences for MICE visitors and establishing a vibrant business

and MICE environment with strong industry players, robust alliances and world class

infrastructure (STB, 2011).


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Table 2. Number of meetings per city

Rank City 2005 2006 2007 2008 2009

1 Vienna 140 164 177 145 160

2 Barcelona 132 106 118 138 135

3 Paris 132 163 140 154 131

4 Berlin 103 121 146 112 129

5 Singapore 117 134 140 128 119

6 Copenhagen 84 81 80 88 103

7 Stockholm 70 73 73 90 102

Source: ICCA (2009)

According to the statistic from ICCA (2008), Singapore was the most popular city for

international meetings in Asia and fifth place in the world, over hundred of meetings

hold in the city throughout the year. Furthermore, Singapore awards and accolades over

the years (See Appendix 3). In 2009, Singapore won the title of “Top International

Meeting City” in the Union of International Associations (UIA) 2008 Global Rankings,

for the second consecutive year (Your Singapore, 2011). Singapore continues to reign

as Asia’s top country and city for meetings for the 25th consecutive year, accounting for

more than 25 per cent of the meetings held in the continent in 2008. These accolades

reaffirm Singapore’s position as a globally preferred business events destination.


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Figure 2. Purpose of Visit 2009

Others

VisitingFriends/Relatives

Business/ MICE

Holidays

Source: STB Annual Report on Tourism Statistics (2009)

From the 2009 Overseas Visitor Survey, the majority of visitor came to Singapore was

for Business and MICE purpose, other than holidays. The purpose of MICE business

travel contributed 27% of visitor arrivals to Singapore. It showed Singapore’s MICE

sector is a key driver for Singapore.

Singapore Tourism Board (STB) was setting ambitious targets for 2015, to ensure the

tourism sector in Singapore remains competitive and continue to be a key contributor to

the economy in the years to come. By 2015, Singapore aims to be a destination of

choice, a powerful tourism hub attracting visitors, business and talents from across the

world by 2015. The STB had identified three key areas of focus, and one of them was

specifically focus on MICE sector which was to strengthening Singapore’s position as a

Leading Convention and Exhibition City in Asia, with a strong and dynamic business

environment. In addition to the growth potential of the economies in the region, the

Asia-Pacific was expected to attract over hundred million business travel and MICE

27%

36% 22%

15%


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visitors by 2015, up from forty million in 2002 (AACVB, 2011). Therefore, it was no

surprise that Singapore continues to pursue a bigger slice of this multi-billion dollar

MICE market.

4.2 Marketing Strategies in Singapore’s MICE Industry

Singapore had tapped into outstanding years recently that Singapore was ranked as the

world’s top country for international meeting city by the UIA and Asia’s top country for

international meetings in 2007. It was the first time that Singapore had been ranked as

the top international meeting city in the world. The result was proof that the efforts to

promote and support the Singapore’s MICE industry had paid off and were significant.

It had marketed Singapore a premier MICE destination and built up its reputation.

Singapore’s successful marketing strategies combined with professional business

environment and ideal location and state-of-the-art facilities have sharpen the

competitive edges of its MICE sector and reinforced its excellent global connectivity as

well as the country’s reputation as a global MICE hub.


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4.2.1. Market Segmentation

Table 3. Top International Source Markets by different MICE Segments

Different MICE segments Top Source Markets

Conference/ Meeting/ Seminar Korea

0.85 million

Taiwan

0.5 million

China

0.48 million

Congress/ Convention USA

0.2 million

Taiwan

0.11 million

Japan

0.06 million

Exhibition/ Trade Fair India

0.19 million

Taiwan

0.15 million

China

0.13 million

Incentive Trips Taiwan

0.63 million

China

0.37 million

Japan

0.3 million

Source: World Travel Monitor (2008)

Generally speaking, for all MICE segments the most important international source

markets for East Asia regions were Taiwan, China and Japan as well then followed by

Korea, USA and India.

According to interviews’ results, Mr. F and Miss. L both expressed that the target

segments of Singapore’s MICE sector were quite similar with those of Hong Kong.

Singapore’s MICE sector would major focus on the MICE travellers from United State

and also the high potential markets such as China and Japan, who were particularly

corporate group and then followed by the association group such as the international

governmental associations.


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However as MICE was one of the fastest growing sectors in tourism. The STB was also

stepping up marketing efforts in India in recent years since it was said that India will

form the second engine of growth for tourism arrivals into Singapore. Thus, Singapore

was looking at enhancing the marketing and promotional activities in these cities to tap

the growing potential (Jim Andaz, 2009).

4.2.2 Market Positioning

A clear positioning was crucial as it assists the MICE planners, corporations and

associations by providing comprehensive and impartial vision and image on promoting

Singapore’s MICE facilities, incentive venue and collaborates with industry partners. .

Singapore was experiencing the rapid growth of tourism especially in MICE sector, the

country was facing the opportunity in further positioning itself as one of the world’s top

MICE destinations as well as a leading MICE city in Asia and an exchange capital of

the world (AACVB, 2011).

Figure 3. Positioning of major Asia-Pacific MICE region

Hotels and MICE Facilities Education and Professionalism

Attractions and

Entertainments Accessibility

Singapore

Hong Kong

Shanghai

Bangkok


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Figure.3 was illustrating the positioning among the major Asia-Pacific MICE cities.

The result was generated by the interviews with three professionals in MICE sector in

Hong Kong. Based on the interviews’ results, Hotels and MICE Facilities, Attractions

and Entertainments, Education and Professionalism as well as Accessibility were

identified as the important attributes when the MICE planners select a destination for

MICE activities.

Regarding interviews’ results, it was expressed that Singapore’s position as the top

MICE destination among Asia-Pacific regions with various attractions, large and

modern meeting venues, relevant facilities and international exposures. Hong Kong

was possibly a bit behind Singapore as the best MICE destination, but with sufficient

professionalism as well as quality hotels and MICE facilities, and then it was probably

followed by Bangkok. Furthermore, Mr. F and Miss. C mentioned that Shanghai could

be another main competitor very soon as Shanghai put lots of effort in promoting its

MICE industry and had the potential and significant growth in recent year with

international exposures.

4.2.3 Market Mix Strategies

There were various marketing campaigns and schemes had been launch to enhance

Singapore’s position as a top international meetings city. One of the highlighted

programs was “Business Events in Singapore” Incentive Scheme (See Appendix 4)

which had been launched since 2006. To support the new scheme, Singapore had

announced global marketing and advertising campaign – “Singapore, Where Great


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Things Happen”. The campaign was an integral component of the STB’s marketing

communications plans to entrench Singapore as a top of mind destination for business

event. In 2009, STB further enhanced the “Business Events in Singapore”. Another

global marketing and advertising campaign which was “2009 Reasons to enjoy

Singapore” embarked by STB was launched.

The following parts were major focused on 4Ps – Product, Place, Price and Promotion

as these were the core elements in the mentioned marketing campaigns.

Products

MICE sector no wonder was a competitive sector that every competitor offered the

similar products. First of all, core products were products that the MICE planners are

really buying. MICE sector offered the services included MICE venues and facilities. In

addition to that, supporting products like the city attractions, accommodations, food

and beverage products etc were the important attributes offered to add value to its core

products and helped increasing the competiveness within the MICE sector.

Regarding the interviews’ results, it was said that Singapore’s MICE industry was in the

maturity stage. In order to maintain and further enhance its products, Singapore

included the government and other associations such as STB had taken deep strategic

spending to reinforce its top-notch and efficient infrastructure and had reinvented itself

through the development of iconic projects such as the integrated resorts, Resorts

World Sentosa and repositioned as a transformed business destination (MICEnet Asia,

2011).

To differentiate Singapore with value-for-money experience, STB was working with


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industry players such as travel operator, hotel and airlines to develop attractive travel

package as part of the global marketing campaign “2009 Reasons to enjoy Singapore”.

Additionally, Singapore also strengthened its MICE services. For instance, Suntec

Singapore, one of the foremost leaders in the MICE industry, had enhanced and

diversified its services such as offering sales and marketing representation as well as

consultancy services (See Appendix 5) that were scalable to adapt to each planner’s

needs by drawing on the pioneering experience, to attract more MICE visitors and

helped expand their global footprint.

Place

Refer to the literature review, Place is the channels of distribution and delivery. For

MICE venues, there were a few kinds of distribution channels including Professional

Conference Organisers (PCO), Professional Exhibition Organisers (PE), Destination

Management Companies (DMC), Exhibition and convention venue operators and

internet. These were the destination management specialist catering to a range of

services from incentive design, conference and meeting to business theatre production.

There were lots of DMC operating in Singapore such as Singapore City DMC, Pacific

World Singapore, vacation Singapore DMC to provide professional event management

and corporate event planning service. Internet provides 24/7 service with

comprehensive information about event planning in Singapore and consultant services

through online. Although it might time-consuming through online communication, it

could access global markets.

Place also refer to location of service or product delivery. These locations might include


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the convention and exhibition centre such as Suntec Singapore, Hotels like the Grand

Copthorne Waterfront Hotel or even the gardening hub, HortPark. There was a wide

range of venue selection with professional infrastructures in Singapore to work for the

MICE event.

Price

Table 4. Cost of starting a business

Cost (% of income per capital)

Least

Denmark 0.0

Slovenia 0.0

Ireland 0.4

New Zealand 0.4

Canada 0.4

Sweden 0.6

Puerto Rico 0.7

United Kingdom 0.7

Australia 0.7

Singapore 0.7

Source: Doing Business 2011, The World Bank

Singapore’s MICE sector was aiming to be product quality leadership that covering

higher quality and service levels by reasonably high prices but still the price would

lower than Hong Kong because of the cost of doing business in Singapore was


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relatively low. A recent MICE focus group, organised by the Marina Mandarin

Singapore came up with ten commandments’ on how Singapore could remain a winner

in the high yield MICE segment. One of the ways was to make Singapore the “Rolex”

of destinations. It was said the Singapore has commitment to sell in line with that

premium positioning and Singapore does not have to worry about whether its

competitors were cheaper or whether the markets were bigger as the people who come

to do business for the prestige factor (STBPassport, 2008).

Promotion

Regarding the marketing and advertising campaigns employed by Singapore, the

advertisements would be seen in print media and trade publications. Also, Singapore

made used of online media marketing channels such to create buzz about Singapore as a

destination worldwide, in order to launch attention-grabbing promotions and help

Singapore increased its international exposures. Other than advertisement, Singapore

would also apply promotions and discounts at hotel accommodations, F&B outlets and

entry to selected attractions etc.

Moreover, there were close collaboration between the private sector meeting industry

players, professional venue operators and the board in jointly marketing. For example,

Suntec Singapore and Resort World Sentosa was announced in 2009, an exclusive

partnership that would have the two properties cross-sell each other through sales calls,

customised proposals and event concepts to create real business opportunities for both

venues while growing the international MICE business for Singapore as a whole

(Conworld.net, 2010).


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Other than the above mentioned promotions, STB wanted to have local residents

involved in promoting Singapore’s destinations and delivering the messages to their

friends and family overseas. “The transformation of Singapore’s tourism landscape is

felt most keenly by all the residents in Singapore. Many of us have embraced the

transformation because it makes Singapore a more exciting place to live. So even as we

invite visitors to come and enjoy Singapore, we want to invite each and everyone of us

to take a break, get out and have fun in Singapore, to re-discover Singapore,” said Ms

Aw Kah Peng, the Chief Executive of the STB, that aim is to have more residents act as

“tourism ambassadors” for Singapore, and invite visitors overseas to experience

Singapore’s destinations.

4.3 Summary of Findings

This section had conducted a series of analysis in order to provide a more

comprehensive understanding of the current situation of Singapore’s MICE sector and

its marketing aspect.

Singapore’s efforts had entrenched Singapore as a premier Business and MICE city and

built a strong foundation for the sector emerges even stronger. In order to do so, it is

essential to put efforts on marketing its MICE sector. Singapore targeted on the

corporate meeting segments that were generally from U.S.A, Asia countries and further

enlarged its markets in the future by tapping into India which Singapore thought it was

a potential new market. On the other hand, one of the advantages of Singapore was its

favourable mature positioning among the competitors, Hong Kong, Bangkok and the


31

growing Shanghai cities. In terms of different attributes like attractions, accessibility

and MICE infrastructures, Singapore was in a stronger position and was positioned as

the top international MICE city. To maintain Singapore’s competitiveness as the best

MICE city, Singapore implemented several global marketing campaigns, trying to

promote its destinations and MICE venue with its innovative ideas and products by

collaborating with both public and private sectors.


32

Section 5: Conclusion

5.1 Conclusion

In summary, the previous sections had reviewed the literature relevant to the associated

theme in context to MICE industry. It identified the foundation for research with

combination of secondary and qualitative research which helped investigating the

current situation of Singapore’s MICE sector and its efforts in marketing aspects, a part

of turning Singapore as the top international MICE city. These sections had reached the

central aims of the study that is to define MICE industry, review the current Singapore’s

MICE industry and investigate the important marketing strategies employed by the

winning MICE city, Singapore.

After addressing the summarised findings in the last section, a clear understanding of

Singapore’s marketing actions on MICE tourism were provided. The results of this

research had indicated that Singapore had similar target segments with Hong Kong

which were the corporate groups from majority U.S.A and Asia regions as well. The

investigation identified Singapore’s favourable position was shaped by the important

attributes included sufficient attractions, MICE venues and accommodations as well as

its accessibility.

The study also examined the Singapore’s marketing strategies, showed the Singapore

government played a major role in the promotion of the MICE industry. Various

government boards provided supports and liaison functions that aimed to upgrade the

service quality and image of its MICE sector. The marketing campaigns such as “2009

Reasons to enjoy Singapore” was a joint offering between STB and MICE industry


33

suppliers in Singapore. In fact, the STB was one of very few tourism marketing entities

in the world that is both National Tourism Organisation and a Convention and Visitors

Bureau. Singapore MICE marketing was primarily conducted by the STB through its

Singapore Exhibition and Convention Bureau division. Singapore’s organisations work

collectively on various initiatives. The campaigns offered enticements that would

elevate Singapore’s attention and appeal in the global MICE industry and to enforce

Singapore’s reputation as a value-driven destination.

Furthermore by identifying several promotion methods, with the combination with its

quality infrastructures and business environment, Singapore promoted its MICE venues

and services as well as its destination in an innovative way that might be able to

strengthen on their marketing strategies.

5.2 Recommendations

The last central aim is to provide recommendations to improve and encourage greater

patronage for Hong Kong’s MICE industry. The study indicated that Singapore was

named as Asia’s Best City for MICE events, well-ahead of Hong Kong. In fact, Hong

Kong was also well-known in its MICE sector, but regarding interview’s result, Mr. F

expressed that “Sadly to say Hong Kong’s MICE industry is slowing down, more

efforts and long term planning to create new attractions and effective marketing plan

before people forgets Hong Kong. Other than Singapore, Shanghai can be another main

competitor very soon.” It seemed Hong Kong’s MICE industry was facing challenges.

Hong Kong needs to strive for getting ahead Singapore’s position, at the same time


34

Hong Kong has to prevent Shanghai or other potential cities such as Bangkok to take

over its place.

After examining the current situation of Singapore’s MICE sector and its marketing

strategies, there were some recommendations came up for the Hong Kong government

and MICE industry as a whole to improve its marketing strategy and encourage

developing a critical mass of sustainable MICE events that would create value and

maximise returns for the businesses, MICE visitors

Government initiatives

In fact, in terms of professionalism of local MICE teams and the aggressiveness, Hong

Kong was still in a good position and had the chance to top the trade. But, it is suggested

that more efforts, supports and investment from the Hong Kong government on

strengthening the MICE products such as building new attractions, large and modern

meeting venues and to reinforce the important attributes. Moreover, government should

take the initiative as Singapore to closely collaborate with MICE sectors such as

Meeting and Exhibition of Hong Kong to make up a more comprehensive long term

global marketing strategy in promoting Hong Kong tourism as a whole, would help to

bring back the good old days. It enables the MICE industry to maintain a certain level

of performance standards and increase its international exposures that reminding the

globe of Hong Kong MICE city. Also, it is suggested that the government should try to

continue to be pro-active in bringing world-class events and that Hong Kong would

soon be recognised on the world map as an award-winning MICE destination.

Special Packages and Forming Partnership

In order to ensure that there is a steady and increasing flow of MICE visitors, product


35

innovation is essential to maintain competitiveness. It is recommended that the

government launch special programs and package to entice these one-stop business

travellers to extend their day in Hong Kong. This would not only help sustaining the

growing MICE industry but also boost Hong Kong tourism as well. Furthermore, the

Hong Kong’s MICE sectors is encouraged forming alliance or partnership with

supporting organisations such as hotels and airlines etc, to offer visitors attractive and

diversified packages, services and promotions, at the same time the properties would

help cross-selling each other to create business opportunities.

Diversified Communication Channel

Hong Kong government should enlarge its communication channel of delivering its

promotional messages to increase it exposures. It is good to have local residents to

participate in promoting Hong Kong destination as Singapore. The government is

suggested to set up a scheme, to gather the interested parties and residents to be part of

the representatives or ambassadors of Hong Kong. Through delivering messages by the

Hong Kong representatives, this could have a chance to get everyone involved to

promote Hong Kong and invite people or MICE travellers from the other part of the

world come to Hong Kong to discover Hong Kong or its MICE venues and facilities.

5.3 Suggestions for Further Studies

The present study had contributed to the Hong Kong tourism, particularly in MICE

sector, in addressing the important factors and strategies from marketing perspectives.

In the previous part, it provided some suggestions to improve the competitiveness and

performance for Hong Kong’s MICE industry. However, a number of questions and


36

unknowns remain and should be recognised.

Although the study had investigated the major marketing strategies of Singapore’s

MICE industry, there was a doubt about the effectiveness, influence and contribution of

the identified marketing actions to its MICE sector. Moreover, recommendations for

Hong Kong to improve its current marketing aspects on MICE tourism had given in the

previous part, but there was no any research about the current Hong Kong marketing

plan in the present study, Hong Kong might already apply the similar strategy. Thus, the

given recommendations might not be appropriate for Hong Kong. Further researches

are required to evaluate the success of Singapore’s MICE industry on its marketing

strategies, to determine the worthiness of learning from Singapore’s marketing efforts.

On the other hand, a comparison between Hong Kong and Singapore’s marketing

strategies on MICE sector should also be conducted, to investigate the areas of Hong

Kong’s marketing strategy is deficient compared with the one in Singapore and further

provide more significant recommendations.


viii

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xiii

Appendices

Appendix 1 – Interview Invitation Letter

Dear Sir/ Madam,

I am currently conducting research for the degree of Bachelor of Science (Hons) in

Hospitality Business Management through the UK’s Sheffield Business School at

Sheffield Hallam University.

I am conducting interviews with professionals involved in MICE planning. I am

seeking your permission to conduct the interviews. You will be interviewed about

MICE developments in Hong Kong and Singapore. This will take approximately 15

minutes. Your participation is completely confidential.

The researcher will guarantee that the survey will not interfere with the activities of

your organization and your participation is entirely voluntary. If you feel that the study

is intrusive or you are reluctant to answer certain questions, you are able to withdraw at

any stage. The survey is completely voluntary. We would appreciate your completion of

the questionnaire as reliably as possible. Thank you for your participation in this study.

If you have any queries about the study, please feel free to email at

[email protected].

Ms. Pui Kei, Eunice SZE

BSc (Hons) Hospitality Business Management,

Sheffield Business School,

Sheffield Hallam University


xiv

Appendix 2 - Interview Questions

1. What attribute(s)/ fact(s) do MICE planners consider when they select a

destination for events?

2. In your point of view, how did Hong Kong position itself among the several

competitors in Asia Pacific region (e.g. Singapore, Thailand, Japan, and Korea)?

3. Do Singapore and Hong Kong have different target markets/segments? What are

the differences?

4. What kinds of Media do you think are most appropriate for promoting MICE

destination? (E.g. TV campaign, magazines, internet, celebrity etc)

5. Singapore was named as Asia’s Best City for MICE events in the latest CEI Asia

Industry Awards, ahead Hong Kong and Bangkok which came in second and third

respectively. Which aspect(s) or attribute(s) do you think Hong Kong is deficient

compared with Singapore?

6. In your point of view, what do you think about MICE Industry in Hong Kong, in

terms of product life cycle?

7. What do you think about the positive future development of MICE Industry in

Hong Kong? Do you think Hong Kong has the ability to challenge Singapore?

Why?

Thank you for your participation and support.


xv

Appendix 3 - Awards that Singapore has received in 2009-2010 include:

Years Awards Source

2010 Asia’s Best Convention Bureau/National Tourist Office and the

Asia’s Best City for Business Events

CEI Asia

Best Business City in South East Asia Business Travellers Asia

Pacific

World’s easiest place to do business in World Bank- covering the

period June 2009 to May 2010

Doing Business 2011

Report

2009 Top International Meeting City for the third consecutive year and

Asia’s Top Country and City for Meetings for 26 consecutive

years

Union of International

Associations (UIA)

Asia’s Top Convention City for the 11th time ICCA Global Rankings

Best Business City in Southeast Asia Business Traveller

Asia-Pacific Travel

First among 181 countries in terms of ease of doing business for

the fourth consecutive year

World Bank’s Doing

Business

The fourth Best Country for Business Forbes Best Countries for

Business Annual

Rankings

Top on the Global Enabling Trade Index as the country most open

to international trade and investment

World Economic Forum

Global Enabling Trade

Report

The third most competitive country/economy in the world after

Switzerland and US

World Economy Forum’s

Global Competitive

Report

The Best Convention Bureau/National Tourist Office and the Best

City for MICE Events

CEI Asia Pacific2009

Annual Industry Survey

Readers’ Choice Awards

Top International Meeting City for the third consecutive year and

Asia’s Top Country and City for Meetings for 26 consecutive

years

Union of International

Associations 2009

Asia’s Top Convention City for the 11th time ICCA Global Rankings


xvi

Appendix 4 - Details about “Business Event in Singapore”

The Singapore Tourism Board (STB) is calling on all business events organisers to ‘BE

in Singapore’ with a new S$170 million incentive scheme aimed at making the city a

compelling choice for meetings, incentive travel, conferences and exhibitions (MICE).

Under the ‘BE in Singapore’ Scheme, which stands for ‘Business Events in Singapore’,

the S$170 million worth of funds will be made available over five years from 2006 to

2010.

The funding comes out of the S$2 billion Tourism Development Fund which was

announced by the government as part of its Tourism 2015 targets to increase visitor

arrivals to 17 million and raise tourism receipts to S$30 billion.

Mr Aloysius Arlando, Assistant Chief Executive of STB's Business Travel and MICE

division, said ‘BE in Singapore’ aims to catalyse the industry to attract, create and grow

strategic MICE events.

‘This will propel the growth of the MICE industry and ensure sustainable growth of the

industry to meet our Tourism 2015 targets,’ said Mr Arlando.

‘BE in Singapore’ is more aggressive and holistic than previous schemes in terms of

attracting new business events to be staged in Singapore and encouraging existing

business events anchored here to grow. ‘BE In Singapore’ focuses on the following

areas of growth:


xvii

1. Encourage new and strategic events

In the exhibitions sector, the criteria has been adjusted to encourage industry to start

new exhibitions, while in the conventions sector, the scheme has been expanded to

encourage players to start strategic trade conferences.

2. Focus on long term anchoring and growing of events

For meetings and incentive travel groups, the scheme provides special funding to

anchor more corporate meetings and incentive travel events to be held in Singapore

over a period of three years. For conventions, special funding will be provided for new

strategic conferences anchored in Singapore for at least three presentations and for

exhibitions, the scheme provides support to encourage the growth of exhibitions in

areas such as overseas marketing activities as well as the introduction of new and

innovative components or programmes.

3. Support for all global players

‘BE in Singapore’ will apply to both local and foreign entities. In the past, funding was

only applicable if the event organiser had a local registered entity in Singapore. This

has been relaxed to facilitate more international event organisers to bring global

business events to Singapore. This is also in line with world-wide MICE industry

practice.

To further complement the initiatives on the business events front, the STB will also

embark on channel development efforts as well as devise a programme to encourage

International Organisations (IOs) to set up their Asia-Pacific base in Singapore


xviii

4. Channel development efforts

This would entail encouraging the development of new channels through

Singapore-registered industry partners’ setting up of industry alliances overseas in

order to promote Singapore as a premier business events hub. This will augment the

STB’s aim to collaborate with Singapore industry partners to develop a strong business

events pipeline in key industry clusters and geographical markets.

5. Encourage International Organisations to set up base here

Singapore is currently home to 43 major international organisations (IOs) and the STB

will encourage more IOs to establish their Asia-Pacific base in Singapore. With a

greater number of IOs in Singapore, this will create greater sector vibrancy, increase the

presence of Singapore in the international arena and generate business events,

employment and other economic spin-offs.

Source: STBPassort, (2009)


xix

Appendix 5 – Details about Suntec International’s Sales and Marketing

Consultancy Service and Representation

Sales & Marketing Consultancy

Sales & Marketing Research & Feasibility Studies

• Conduct market intelligence and research

• Present Asian country profile

• Analyse outbound MICE potential from Asia

Strategic Business Modeling

• Establish a commercially viable plan for growing business from Asia for Client

• Create a roadmap for market penetration, market segmentation, targeted sales

planning and strategy for individual markets

• Develop annual sales, marketing and communications plan

• Budget planning

Incubation Plan For Introducing Tradeshows To Asia

• Evaluate opportunities for trade alliances with government agencies, associations,

corporations

• Identify potential exhibitors through our extensive database

• Provide regional business intelligence, logistical information, preliminary cost

budgeting and anchor exhibitors through our network in Asia for new shows


xx

Sales & Marketing Representation

Establish regional offices and administration

• Local liaison office and address in Singapore

• Support all administrative functions with staffing by qualified personnel

Implementation of business plans

• Conduct visits to tradeshows and other cross-venue promotions

• Maintain and develop client database

• Sales calls and follow up of leads

• Familiarisation trips

• Advise on the preparation of bid documents and proposals

• Periodical market intelligence updates

• All administrative activities and staffing

Marketing & Communications coordination

• Develop appropriate marketing programmes and advertisement schedules

• Support the development of marketing collaterals for Asian markets

• Liaise with Asian trade media, industry bodies and government agencies

• Escort and co-ordinate media familiarization trips

• Coordinate all activities with contracted marketing and PR agencies

Source: Suntec International, (2010)

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