TTG Asia
Asia/Singapore Saturday, 20th December 2025
Page 2060

Malaysia starts visa fee waiver for Chinese tourists

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CHINESE tourists no longer need to pay for visas to enter Malaysia with the proposed visa fee waiver having come into effect as of February 15.

The waiver, implemented at all overseas Malaysian embassies that issue visas to Chinese nationals, will run until the end of 2015.

Confirmation of the visa fee waiver was first announced last month, and both the Malaysian Inbound Tourism Association (MITA) and the Malaysian Association of Tour and Travel Agents (MATTA) have welcomed the latest announcement by the Ministry of Home Affairs.

MITA deputy president 2, Adam Kamal, said the government should look at making the visa fee waiver permanent as it will assist travel consultants and companies with travel planning, which is done many months in advance.

“This should not be a stopgap measure to boost Chinese arrivals,” he said. The number of tourists from China took a beating after the disappearance of Malaysia Airlines MH370, which was bound for Beijing and had mostly Chinese nationals on board. The political crises in Thailand compounded the situation, since the Chinese usually do a multi-destination Malaysia-Singapore-Thailand itinerary.

Lauding the visa fee waiver “an important step in the right direction”, MATTA vice president for inbound, Tan Kok Liang, said in a press statement: “Although it is too late to cash in on the huge exodus of Chinese tourists during the Lunar New Year holidays, nevertheless the announcement was a timely ang pow (red packet or bonus) by the Malaysian government and is bound to generate a groundswell of goodwill in China.

“However, the crux of the issue is most China nationals do not plan their travel well in advance and are easily hindered by visa requirements. Moreover, they are also spoilt for choice as regional destinations are more flexible on visas.”

Looking forward, Tan hence urged the Malaysian government to grant visas on arrival as well as visa exemption for tourists arriving into the country by chartered flights as the operators would have ensured their clients’ departure.

Panorama focuses on hotel, MICE and e-commerce areas for growth

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LOFTY is the target set by Panorama Group CEO, Budi Tirtawisata, who aims to grow the company’s asset value to Rp3 trillion (US$240 million) by 2020.

The sum is triple Panorama’s valuation in 2012, when it was worth Rp1 trillion.

Budi was addressing his 160-strong management team at the Panorama Management Conference in Bukittinggi, West Sumatra last weekend.

Of Panorama’s five pillars of business – inbound, travel and leisure, media, transport and hospitality – Budi said there was still unexplored potential in the hospitality and media fields. Media here comprises MICE, publications, e-commerce and Panorama’s live entertainment businesses.

“On the e-commerce side, we started a few years ago and now we have six online platforms,” he said. “We will continue to expand our distribution channels, online and off(line),” he added.

New initiatives and joint ventures are expected to be announced in the next few months.

Panorama’s goals may not be as ambitious as they seem, considering that socioeconomic factors are in Indonesia’s favour, including the country’s new pro-growth government and tumbling oil prices.

“The government is targeting 20 million arrivals to Indonesia, and do not forget, there were 250 million domestic travellers (last year) and this is expected to double by 2020. This is a huge target, and Panorama can play a part in achieving this target,” said Budi.

But he cautioned his team that the prevailing eurozone crisis, spread of terrorism worldwide and the implementation of the ASEAN Economic Community, which will present both a challenge and opportunity, meant it is no time to rest on past glories.

“(In this environment), being efficient and effective is no longer enough. We need to be creative, innovative and proactive,” said Budi.

Travelport, BeMyGuest ignite new partnership linking traditional, new-gen suppliers

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IN A SIGN that the traditional establishments of the travel industry are flexible enough to accommodate the young tech-savvy upstarts of today’s market, Travelport has signed a distribution partnership with BeMyGuest.

The agreement is BeMyGuest’s first distribution partnership ever, reflecting tours and activities aggregator’s consistent stance of being open to working with the old guards of industry.

Its content has been integrated as a local content provider into Travelport Rooms and More, giving Travelport’s travel agencies access to BeMyGuest’s 6,700 tours and activities.

“There’s no doubt that tours and activities are the future of travel, and BeMyGuest has established a specialised selection of experiences which are growing in popularity and are in great demand with travellers. We pride ourselves on our breadth of content offering, and this partnership is a true example of how we provide travellers more choice by not only working with big players, but also supporting start-ups in the travel industry too,” commented Niklas Andréen, Travelport’s GVP hospitality, car and digital media solutions.

Said Blanca Menchaca, chief marketing officer of BeMyGuest, in a statement: “This is the first of many new global partnerships in BeMyGuest’s strategy to secure the best possible means to directly connect the travel industry with exciting local experiences.”

Specialists speaking at the PATA Adventure Travel and Responsible Tourism Conference and Mart 2015 earlier this month had encouraged disruptive B2C digital platforms such as Airbnb and Withlocals and travel agencies to collaborate.

Longhaul travel demand in full bloom for Lunar New Year holidays

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CHINESE travellers are fully intent on making the best of the long Lunar New Year holidays, and Europe is set to reap the benefits of this, dominating the top five most popular destinations for group tours.

The Ministry of Transport China reported that the Chinese will make an overwhelming 2.8 billion trips during this period, up 3.4 per cent over 2014.

At the same time, 60 per cent of these travellers plan to take trips abroad, according to the China Tourism Academy.

The European continent is favoured especially by group tours from China, based on business reports from Kuoni. France is this year’s most popular destination, followed closely by Italy, while Switzerland, Germany and Spain round up the top five.

Independent travellers however, are sticking closer to home. GTA said that Thailand is the destination of choice for Chinese tourists, the result of pent-up demand from the political crises plaguing the country last year.

Hong Kong and Singapore are next on the list, followed by Australia, and Italy in fifth place.

Park Regis Singapore readies to unveil US$2.3m new look

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FOLLOWING a S$3 million (US$2.3 million) refurbishment, the Park Regis Singapore hotel is gearing up to welcome guests with its spruced-up facilities by end next month.

The 202-key hotel, managed by the StayWell Hospitality Group, will sport new features that include a new restaurant, meeting room, lobby and reception.

Explaining the decision to relocate the hotel lobby from the ground floor to the third floor, Jason Dowd, general manager of the Park Regis Singapore, said: “When you look at a property, especially hotels, the prime real estate is normally taken by a non-revenue producing facility which is normally a lobby and reception.

“Yet 90 per cent of the time they (lobby and reception) take up the ground floors which hold the highest real estate returns (which is important) especially for F&B facilities,” he said.

As such, Dowd said the hotel has now created a more exclusive area on level three for the reception, which resembles an executive lounge, while its all-day dining restaurant has now expanded to occupy the entire ground level.

To court MICE traffic, the hotel now sports a new 92m2 pillarless function space, which can fit 50 delegates in boardroom style, with floor-to-ceiling windows and views of the hotel’s waterfall.

According to Dowd, the hotel guests largely come from South Korea, Australia and Germany, with 60 per cent made up by business travellers.

Understanding that connectivity is of utmost importance to guests, Dowd added that the hotel now offers free complimentary Wi-Fi access with upgraded bandwidth throughout the property.

Room boom will not lead to price war: Manila hoteliers

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ROOM supply in Metro Manila is reaching an all-time high and is exerting downward pressure on rates, but hoteliers are confident that the market will be able to absorb the increase and generate extra demand.

More than 4,000 rooms are slated to come on stream by this year-end, across all market segments.

Commenting on the likelihood of a price war, Gordon Aeria, general manager of Hotel Jen Manila, said: “There will be a slight pressure on rates but overall, I’m cautiously optimistic that there will be growth in tourist arrivals coming from the increasing awareness about the Philippines in the international market, more flights coming in, and a lot of things happening now in Manila than three years ago.

“These positive attributes will in some way offset oversupply. They will bring in the leisure and business travellers.”

Eugene Tamesis, director of sales and marketing, Raffles Makati and Fairmont Makati, said: “In a way, (the oversupply) complements the room demand into the city, since these new hotels are actively promoting the destination and expanding the marketing reach.”

Bruce Winton, general manager of Marriott Manila, which is adding 228 rooms towards this year-end, said the new rooms would be used to meet increased demand after the Marriott Grand Ballroom opens in May.

The hotel is not seeing the impact of increased hotel supply in Manila as it presently has no competition in its location near Manila’s international airport, though a Hilton and a Sheraton will open in the next few years.

At the same time, a travel consultant who declined to be named said the new hotels will ease the relatively high room rates in the city, leading to more realistic pricing and preventing shortages especially during peak season.

Hokkaido is Japan’s most popular destination for South-east Asians

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JAPAN’S northern-most prefecture is topping the travel wishlists of South-east Asian travellers even for first-timers to the country, trumping the regions in which traditionally popular cities like Tokyo and Osaka are located.

The finding was reported in a study commissioned by MicroAd, a Tokyo-based ad platform company, that focused on Japan’s four largest South-east Asian source markets of Singapore, Thailand, Malaysia and Indonesia. The survey was conducted from February 2-6 among 1,200 respondents from Singapore, Thailand, Malaysia and Indonesia.

Unsurprisingly, travel-hungry Singapore had the highest percentage of respondents who have visited Japan before at 48 per cent. Thailand, long a huge fan of Japan, was next with 29 per cent, while Malaysia and Indonesia reported 28 and 22 per cent of participants as having been to the Land of the Rising Sun.

Between both groups of travellers, those who have been to Japan indicated that they were most excited to go to Hokkaido. About 38 per cent of those participants who had visited Japan before were intent on going to the island, most known for excellent skiing, summertime blooms and seafood, while 34 per cent of those who have never travelled Japan are keen on Hokkaido.

Given that first-timers tend to travel the Golden Route (Tokyo-Osaka-Kyoto), it followed that the Kanto region, where Tokyo is, was the second-most popular destination (28 per cent). In third place was the Kansai region (15 per cent), home to cultural capital Kyoto and Osaka, known otherwise as “the kitchen of the nation”. Southern region Kyushu took fourth (six per cent) while Okinawa rounded up the top five (five per cent).

For repeat visitors, Kansai (13 per cent) was the next destination of interest after Hokkaido, with Okinawa coming third (10 per cent). Kanto ranked fourth at nine per cent, tying with Kyushu.

This group spent most of their travel budgets on accommodation and shopping, while first-timers predict that attractions will take up the bulk of their money.

The findings bode well for a Japan that is aiming for 20 million arrivals by 2020, when it will host the summer Olympic Games, and wants to spread visitor arrivals beyond the Golden Route.

Bouncing back from the Great Tohoku Earthquake in 2011, international arrivals for 2014 have surpassed pre-earthquake levels to hit 13.4 million. This is up from 10.3 million in 2013, likely buoyed by the depreciation of the yen and easing of visa restrictions on Asian markets.

Singapore arrivals hit 227,900 to surpass the record 189,280 set the year before, while Malaysia sent 249,500 visitors, a 40 per cent increase over 2013, according to the Japan National Tourism Organization.

Trains on Vietnam’s railways given 5-star makeover

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VIETNAM Railways has upgraded its passenger carriages to five-star standard for trains on its north-south express services, and plans to build two new five-star trains before end-2015.

Upgraded at a cost of about US$3.8 million, the first luxury trains come with uniformed staff and international-standard services including upgraded ticketing, TVs, a cafeteria, newspaper kiosks and free Wi-Fi.

The new express trains run daily between Hanoi and Ho Chi Minh City, completing the journey in 31 hours, comprising 11 passenger cars, two service cars and 31 personnel. During peak season, each train can accommodate 508 passengers.

Diethelm Travel Vietnam’s business development leader, Hue Nguyen, said: “This is a much-needed change that might attract both domestic and international travellers, but not particularly the high-end traveller.”

“(But) as all trains in Vietnam are old Russian models, do not expect exceptional quality, especially compared with Europe. The trade-off is that you will get an authentic experience of travelling in a South-east Asian country.”

Much of Vietnam’s railway infrastructure deteriorated following war damage, said Nguyen. “I think the point is that no trains in Vietnam live up to the term ‘five-star’, nor can they live up to the word ‘express’. Let’s wait and see the new service proving itself.”

However, Diethelm Travel Vietnam’s product manager Quan Do, said the upgraded carriages could encourage train tours that have been hindered by carriage quality and other factors.

By Louis Allen.

Nowroz is The Amazing Mr Anderson

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FORMER head of Travelport Asia-Pacific, Simon Nowroz, has set up The Amazing Mr Anderson, a consultancy that aims to eschew the usual dull and hands-off consultancy experience in favour of a ‘studio approach’ where clients are stirred to collaborate and innovate to generate growth and positive social impact.
The UK-based firm is preparing for a launch in Asia-Pacific and targets the travel and tourism private sector, which Nowroz believes needs this service the most.
Said Nowroz: “Travel is a big employer, but it is also a big polluter and land developer. These last two can have negative effects if not managed properly. Unchecked pollution can drastically increase health risks and drive climate change, while ill-thought through land development can destroy the local ecology, communities and cultures – the very things that make travel interesting. By innovating with local communities these risks can be better mitigated, ensuring a more sustainable and balanced approach to travel and tourism.
“Asia is particularly at risk because it generally has less government intervention, rules and regulations. It is also less ecologically aware (i.e. little by way of sustainability education, few reporting requirements on firms and less shareholder attention).
“Environmental and social sustainability in travel and tourism are the issues of the day, and the story that needs to be told. Our studio is focused on social sustainability (the people who make up the destinations that we travel to) and we want to help the travel sector to get better at social inclusion and innovation.”
The Amazing Mr Anderson is a member of the Global Sustainable Tourism Council and Social Enterprise UK. It does pro bono work with the Clinton Foundation and Hult University in community development, and is already working on bringing social innovation to the education, healthcare and media sectors.
“Most consultancies drive innovation through a dull and hands-off experience of power point slides and excel spreadsheets, with little emphasis on experimentation. As a result about 75 per cent of current innovation efforts fail in companies,” said Nowroz.
“We undertake innovation programmes in a studio environment, where our clients are encouraged to tinker and experiment with ideas and concepts. This hands-on process results in early prototypes, rapid market testing and quick iterations, and results in much higher success rates. Our studio methodology is rooted in the science of Stanford’s design school processes.”
Asked why he decided to to this, Nowroz said: “As someone fascinated by innovation, change and problem solving, sustainable commerce is the single biggest problem to be working on today. I am driven by the magnitude of change required, by the complexity of getting it right and the urgency to mobilise around solutions. I simply couldn’t be a spectator once I fully understood the challenge. So I’ve invested financially, emotionally and intellectually to create a place (our studio) where we can collective work through what we do next.”
According to Nowroz, the current model is “simply broken beyond repair” and the question is, what next?
“Destinations are being destroyed, cultures lost, societies destabilised, oceans polluted. The very resources that make travel attractive and successful are being undermined and quietly lost. Legacy firms have assets that are no longer fit for purpose (highly polluting), processes that are linear (instead of circular) and strategies that fail to deal with the pending risks. New firms carry less of the ‘20th century infinite resources’ mentality but need helping scaling,” he said.
“The planet cannot sustain how we live today, so we’ve already lost that debate. Now the question is, what next? The “what next” will take years to unfold…there are quiet voices that need to be heard, small experiments that need to be shared, and journeys that need to be encouraged.”

How to grow brand loyalty among today’s travellers

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TO SUCCESSFULLY woo this generation, travel companies must recognise a new breed of traveller and what they expect from their reward programmes, says a new report.

In The Grand Wanderluster, reward and loyalty programme technology provider Collinson Latitude outlines the characteristics of The Grand Wanderluster, a new class of traveller spawned by the digital boom.

Members of The Grand Wanderluster generation are defined not by age or gender but instead by their behaviours, characteristics and interests, and reward programmes are key to cultivating and retaining brand loyalty.

“The current accessibility and mass availability of travel means that traditional demographic based approaches to audience segmentation are a thing of the past,” said James Berry, e-commerce director at Collinson Latitude, which is part of The Collinson Group.

“Travel brands need to reinvent how they engage with the Grand Wanderluster generation or risk losing them to the competition.”

The report further breaks down The Grand Wanderluster into six separate personas based on their priorities during travel and advises how to attract each group.

The Aspirationals are today’s reinvented frequent flyers who want quick and easy online redemption. Travel brands should find out and offer rewards relevant to their interests.

The Balancers, believers of work-life balance, want the most value from their choices. To win them over, communicate more with a variety of non-travel related rewards.

Family-oriented Nesters will pay attention to online awards and redemptions that can be used to enhance family holidays, and communication is key for them.

Fourth, combine a personal touch and rewards featuring the diversity of activities they enjoy to get through to the high-earning Safeguarders.

The On-demanders are the career-oriented looking for instant gratification. Travel brands should make their reward programmes device-friendly and let them choose their own reward categories, including luxury products.

Lastly, the sceptical and disinterested Individualists are rarely the target of travel brands, reaching out to and giving them more ways to earn and redeem rewards is the first step to bringing them on board.

Research for this study was conducted by Vanson Bourne in October 2014, using a sample of 4,000 consumers from the UK, US, Middle East and Singapore.