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To Identify the Marketing Strategies for MICE Industry in Singapore
1
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
To Identify the Marketing Strategies for MICE Industry in Singapore
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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
To Identify the Marketing Strategies for MICE Industry in Singapore
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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
To Identify the Marketing Strategies for MICE Industry in Singapore
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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
To Identify the Marketing Strategies for MICE Industry in Singapore
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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
To Identify the Marketing Strategies for MICE Industry in Singapore
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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.
To Identify the Marketing Strategies for MICE Industry in Singapore
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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).
To Identify the Marketing Strategies for MICE Industry in Singapore
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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
To Identify the Marketing Strategies for MICE Industry in Singapore
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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.
To Identify the Marketing Strategies for MICE Industry in Singapore
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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%
To Identify the Marketing Strategies for MICE Industry in Singapore
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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
To Identify the Marketing Strategies for MICE Industry in Singapore
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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
To Identify the Marketing Strategies for MICE Industry in Singapore
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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
To Identify the Marketing Strategies for MICE Industry in Singapore
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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
To Identify the Marketing Strategies for MICE Industry in Singapore
29
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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30
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
To Identify the Marketing Strategies for MICE Industry in Singapore
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.
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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
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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
To Identify the Marketing Strategies for MICE Industry in Singapore
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
To Identify the Marketing Strategies for MICE Industry in Singapore
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
To Identify the Marketing Strategies for MICE Industry in Singapore
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.
To Identify the Marketing Strategies for MICE Industry in Singapore
viii
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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
Ms. Pui Kei, Eunice SZE
BSc (Hons) Hospitality Business Management,
Sheffield Business School,
Sheffield Hallam University
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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.
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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
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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:
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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
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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)
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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
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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)