TTG Asia
Asia/Singapore Friday, 19th December 2025
Page 710

Sabah tourist guides promote destination through virtual tours

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Finding a way around ongoing travel restrictions, Sabah tourist guides have taken to virtual tours to promote the East Malaysian destination.

From January 21 to February 28, the Sabah Tourist Guides Association (STGA) and the Sabah Tourism Board are hosting 20 online guided tours on its Facebook page. While the online tours on Facebook are view to view, future tours will be chargeable at US$10 through www.sabahtouristguide.com.

Sabah Tourist Guides Association and the Sabah Tourism Board are introducing the global audience to destination experiences online

STGA president Grace Leong said the online tours were developed in response to the inability to travel in 2021.

She said: “It was a challenge for our guides to learn the system and bring forth an experience virtually. However, we managed to create several tours.

“We are pleased that Sabah Tourism Board had approached us to debut these tours and we hope that from this first round of sessions, there will be more awareness of these online guided tour offerings.”

Sabah Tourism Board chief executive officer, Noredah Othman, applauded the efforts of Sabah tourist guides in upskilling themselves to conduct virtual tours.

She said in a press statement: “This is yet another avenue for us to showcase Sabah to the world. We understand the challenges during the no-travel period in Sabah and having to utilise resources at hand.

“The idea of combining pre-recorded tours and being present to interact is equally a good method of presentation. Furthermore, Sabah Tourism is glad to be able to support the industry in whatever means.”

Noredah noted that the the first two sessions attracted more than 6,000 views in all.

In anticipation of Sabah re-opening to international tourists, the Sabah Tourism Board will continue to raise destination awareness and feed the public with information and messages about Sabah tourism.

Philippine tourism leaders rush to ease travel procedures ahead of border reopening

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Philippines is one of the countries in Asia benefitting from stronger community-based tourism demand and better air links

As the Philippines reopens to foreign tourists next week, its NTO is working overtime to smoothen confusing travel protocols that vary and change frequently among destinations.

The Department of Tourism is meeting with the Department of the Interior and Local Government (DILG) and local government units (LGUs) of tourist destinations to address the issue, said Howard Lance Uyking, tourism assistant secretary for branding and marketing communication.

Streamlining travel procedures is top priority now as the Philippines approaches Feb 10 border reopening to fully-vaccinated international tourists from 157 visa-free countries; Guyam Island, Siargao pictured

They have “to streamline the (travel) process and make it more convenient, especially for foreign tourists,” Uyking said in a Tourism Promotions Board (TPB) media briefing on January 31.

A bane even for domestic tourists, the absence of uniform travel protocols in the Philippines means that every destination has its own requirements and processes for accepting tourists, often changing as every destination’s Covid-19 infection level is reviewed every now and then.

Those interviewed by TTG Asia, including Ritchie Tuano, former president of Philippine Travel Agencies Association, see a glimmer of hope that the borders’ reopening “will start travel revival”.

Tuano said the removal of quarantine requirements and multiple PCR tests for fully vaccinated travellers from over 150 visa-free required countries “reopen the opportunities for people to consider travelling again”.

Bernadette de Leon, general manager of Amiable Intertours, said the reopening announcement has yet to bring in any inbound enquiries, but “as this pandemic is being controlled, managed and carefully researched, the second quarter of 2022 is more promising”.

While travel budget “is a great consideration” for upcoming travel plans, De Leon remains optimistic “that travel movements will spin again”.

Tuano, one of eight members of Good Morning Tourismo consortium of travel agencies formed to stimulate safe travels, said the group have started receiving enquiries about local and international destinations.

Good Morning Tourismo also noted “the increased numbers of enquiries and requests for passport and visa applications and renewal, a hint that people are getting ready to travel as well”.

Tuano expects initial recovery to come from a surge primarily of balikbayans or Filipinos residing abroad who held back their homecoming for the last two years as well as foreigners from South-east Asia and other countries that do not have restrictions on traveling from the Philippines.

De Leon and Tuano both said it is important to observe safety protocols and have travellers constantly reminded of this to ensure that inbound can be sustained and avoid careless rise of infections and reinstatement of restrictions.

Lhaviyani Atoll gets her own airport

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Accessibility to resorts in the Maldives’ Lhaviyani Atoll will be significantly improved with the opening of Madivaru Airport this month.

Flights to and from Male’s Velana International Airport will take only 25 minutes and operate throughout the night, overcoming previous service limitations to only seaplanes operating in daylight.

Madivaru Airport opens, improving access to Lhaviyani Atoll

Operations at Madivaru Airport will commence with three flights per day, scheduled according to arrivals and departures of international flights to minimise wait times for travellers. At press time, Madivaru Airport will connect travellers arriving in the Maldives on SriLankan Airline, Condor Airline, Lufthansa, Aeroflot, British Airways, Qatar Airways, Emirates, Austrian Airlines, Singapore Airlines and Turkish Airlines.

The facility is developed by Kuredu Holdings and managed by national airline Maldivian, following a management agreement signed by Mohamed Moosa, chairman of Champa Brothers Maldives and co-owner of Crown & Champa Resorts, one of the owners of luxury resorts Kudadoo Maldives Private Island and Hurawalhi Island Resort, as well as Kuredu, Komandoo and Innahura (Crown & Champa Resorts). The properties are all located a 10- to 25-minute speedboat ride away from Madivaru Airport.

Kudadoo Maldives Private Island is an exclusive private island comprising 15 expansive, over water ocean residences. Guests are attended to by personal butlers.

Hurawalhi Island Resort Maldives is an adults-only paradise famous for its 5.8 Underwater Restaurant. There are more than 50 plentiful dive sites within easy reach, and numerous underwater experiences to try.

Tickets for Maldivian flights from Velena International Airport to Madivaru Airport can be purchased directly from both resorts, as well as Kuredu, Komandoo and Innahura (Crown & Champa Resorts).

AirAsia Group is now Capital A

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AirAsia Group has adopted a new name – Capital A – to better reflect the group holding company’s core business strategy as an investment company with a portfolio of synergistic travel and lifestyle businesses that go beyond just an airline.

Tony Fernandes, CEO of Capital A, described the move as “a significant milestone that marks a new era for the Group”.

(From left) Colin Currie, president (commercial) of Capital A and CEO, AirAsia Digital; Bo Lingam, president (aviation) and Group CEO, AirAsia Aviation; Tony Fernandes, CEO, Capital A; and Aireen Omar, president (ventures) of Capital A and CEO, Redbeat Capital Inc. at the Capital A media event in Kuala Lumpur

He added: “While the airline will always underpin the AirAsia brand, it has long been my firm intention, well before Covid hit, to leverage the strong data we have built up over 20 years and incorporate industry-leading new technologies to offer a broad range of products and services, over and above selling just airfares. The pandemic has allowed us to accelerate that strategy.

The new corporate identity is expected to further enhance the marketability of the Group’s products and boost its success in the long term.

“We are now delivering more products and services under one umbrella than any other brand in (South-east Asia). With access to over 700 million people in the region, I foresee incredible growth opportunities for our brand across many different industries in all of our core markets,” he said.

Fernandes reflected on the wide scope of the Group’s airasia Super App, which captures 16 products and services across flight, travel, lifestyle, F&B, retail, ride hailing and more. “We are already one of the top three online travel agents in (South-east Asia) and our super app is on track to become the leading lifestyle app in the region very soon,” he said, adding that the super app attracts over 50 million monthly unique visitors, earning it a tech unicorn recognition in under two years.

“All of our portfolio businesses are well on the way to becoming industry leaders in their respective fields across South-east Asia, including BigPay, our aircraft engineering division Asia Digital Engineering (ADE), and logistics venture Teleport,” he added.

Following South Korean conglomerate SK Group’s US$100 million investment in BigPay, Capital A is now setting sights on further capital raising initiatives for the airasia Super App, Teleport and ADE.

Although the group holding company now sports a new name, Fernandes affirms that the AirAsia brand will remain and will continue to be “one of the strongest brands in Asia and provides a solid platform for all of our other products and services to leverage from each other”.

“Even though the last two years have been the most difficult and disrupted years in the history of commercial aviation, I welcome the year ahead with much greater confidence. Domestic air travel has already started to rebound in our key markets. While there may be some delays for international flights to return to pre-Covid levels due to the Omicron variant, I believe this will be short-lived as many global health experts are also predicting, (due to) accelerated vaccines and booster shots as well as the world gradually learning to live with Covid.

“I am hopeful borders will reopen gradually throughout 2022 and we will see a return to normal capacity for our international services by the middle to third quarter of this year,” he said.

Capital A has a five-year plan that will see non-airline revenues contributing around 50 per cent of overall Group revenue by 2026.

ACI REPORT 2022 finds improving employment conditions in tourism and hospitality industry

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Emerging recovery across travel, tourism and hospitality businesses has facilitated improvements in employee sentiments and hiring confidence in the Asia-Pacific region, found the ACI Report 2022 which was released on January 31 this year.

The annual report, conducted with 820 travel, tourism, hospitality and lifestyle personnel across the region, has identified a reduction in retrenchments in 2021 – 12 per cent compared to 24 per cent in 2020. Employee sentiments have also improved, with 46 per cent believing the worst is now behind them.

Similar optimism is seen among HR and hiring managers, with 45 per cent of such respondents expecting new headcount in 2022 – levels not seen since pre-pandemic.

However, hiring managers expect a tougher time when they eventually recruit. They are most concerned with a lack of qualified candidates and challenges in finding the right talents; high competition for talents, thus driving up salaries and increasing their budgets; and work-from-home expectations of candidates that may not align with their company’s return-to-office policies.

In terms of salary satisfaction, only 26 per cent of respondents received a pay increment in 2021 – a slight drop from 2020’s 28 per cent and far behind pre-pandemic levels of 65 per cent. Thirty-seven per cent enjoyed a bonus in 2021, similar to 2020’s 39 per cent, although the majority (36 per cent) was given less than one-month’s bonus while 35 per cent received one to two months’ bonus.

Career development continues to be valued by respondents, with 68 per cent indicating that this was either “extremely important” or “very important” to them. Thirty-five per cent of respondents say that their current employer offered “excellent” or “good” opportunities for career progression, slightly higher than 2020’s 32 per cent.

At the same time, 38 per cent said career prospects with their current employer were “poor” or “zero”, up from 34 per cent.

Respondents’ desire to exit their current job or industry appears less intense compared to last year’s findings. Fifty-nine per cent of respondents expressed plans to change employers and/or industry over the next 12 months, with 19 per cent of them keen to explore opportunities in other industries. In the ACI Report 2021 report, the exit desire was stronger – 68 per cent wanted to leave their jobs, with 27 per cent of them looking to switch industries.

While salaries fluctuated across different surveyed countries, there was a noticeable drop in salary for certain positions, particularly senior leadership positions such as the CEO. The UAE recorded the highest average salaries (US$146,142) and which also rose sharply from the previous year with a 34 per cent jump – signifying that the region is well into recovery phase.

Hong Kong (US$104,921), Thailand (US$94,649) and Singapore (US$91,895) were the next highest averages from the survey. Indonesia (US$42,512) again posted the survey’s lowest average salary and an additional 10 per cent slide against last year’s figures, highlighting the country’s dire tourism situation.

A detailed copy of the ACI Report 2022 can be downloaded here. It includes a special Covid-19 supplement to help both employers and employees alike of travel, tourism and hospitality industries make sense of such challenging times.

The new gold standard for hospitality lies in the hidden star

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The skies are reopening again. Slowly but surely, many of us around the world are adjusting to living in a pandemic-prone world. This means hotels need to adopt a new level of operational agility to keep up with shifting guest expectations and evolving technology. For many hospitality brands, this means being intentional with your technology decisions, integrating technology without sacrificing the high-touch experience that is often equated with high levels of service excellence.

Forget the coveted five-star rating – possessing the hidden star is now the new gold standard in delivering service excellence. Here are five factors that will give hotels the edge to deliver the ultimate memorable guest experience and secure that extra star of excellence:

Seamless and personalised guest journeys
According to a global travel trends report by American Express Travels, 82 per cent of respondents state that the pandemic has changed traveller perception of luxury travel and personalised experience.

As safety and hygiene have now become top of mind for travellers in a Covid-recovering world, seamless and personalised guest journeys are required to adapt to guests’ mobile habits in an increasingly contactless world.

Hotels will benefit from a single payments platform that can help to unify experiences around the customer journeys, across online, mobile or in-person interactions.

For example, AccorInvest has redesigned the check-in experience to be contactless and seamless using tokenisation. Guests will be able to check in via their mobile devices prior to their arrival and securely authorise card payments using virtual check-in. Twenty-four hours prior to their stay, guests will receive a link to check in and have the option to scan a QR code to confirm or directly to the room when they are at the hotel.

Facilitating secure transactions using tokenisation
New security and fraud risks are constantly emerging as millions around the world now transact online, especially since the pandemic hit.

Card tokenisation inherently reduces the exposure of sensitive card information. At the point of booking, a guest’s payment data is captured, encrypted and replaced with a secure token for all subsequent purchases.

From that point, guests can be liberated from their cards completely. They can activate any device that has an NFC tag (be it a wearable, an access card, or a room key) to make payments and book services without having to present a card, enter a code, or sign a bill.

For hotel operators, this also means that you can keep your PCI scope to a minimum since the unencrypted card data never touches your systems. You can also send secure payment links to guests replacing the need to collect card data on the phone or in an email.

Delighting beyond expectations
Being able to fulfil guests’ needs without having to ask for their payment details with tokenisation will also take the experience up a notch.

From the point of booking, tokenised guest payment data securely stored in the hotel’s property management system can be easily retrieved for future transactions. Past transaction data can also allow hotel operators to anticipate and provide recommendations tailored to your guests’ specific needs and preferences. Tokenisation also allows guests to have a brisk checkout process and allow returning guests to have a smoother experience.

Reducing other potential points of friction such as recognising where guests are from, and letting them pay with their preferred method and currency, is also a standard service hotels should aim to provide.

Focus on guests, not processes
Enabling high-tech experiences and digitising the guest journey does not have to detract from delivering high-touch engagement. Instead, frictionless payments will reduce the amount of time spent on manual tasks, freeing up resources and staff to focus on the guests.

For example, tedious processes like night audit, closing terminals, or tallying bank settlements with your sales revenue can now be eliminated by moving from standalone payment terminals to a fully integrated payment solution. Some of our hotel partners have indicated saving eight to 10 hours of manual reconciliation – across all channels and geographies.

Managing pre-authorisation or using card-on-file to charge tokenised payment cards for common requests such as late check-outs, day use of the room and extended services will become more flexible on an integrated payment platform.

Furthermore, an integrated solution not only connects the front desk, kiosks, rooms,
 and other departments within the hotel, but is also compatible with property management systems such as Agilysis, Infor, Oracle Hospitality and Shiji. Another plus point is building in the same great experience and streamlining processes across international properties without the hassle of multiple contracts.

Delivering personalised experiences using real-time data
Understanding guests’ needs and delivering more personalised experiences is top of any hotel’s agenda.

An integrated solution can provide a unified real-time overview of the performance of all transactions, allowing hotels to optimise conversion as they improve customer experience. Real-time data can tell how well your new dinner menu is performing, or the take-up rate of new services, as well as help you see the opportunity to convert dine-in guests to room guests. These invaluable insights can also help determine future business decisions, such as building highly targeted, customised loyalty programmes and promotions.

The payment system, when set up right, helps to remove complexity by connecting the dots across your various touchpoints. It becomes a crucial element to influence a guest’s experience and a key point of differentiation between your hotel and the competition, as well as your conduit to new revenue streams.

Without doubt, hotels need to be where the consumers are in order to profit from the trend towards digital and alternative payment options. A combined high-tech and high-touch experience will be the new norm in the trade – and that is where you will earn your hidden star to be a cut above the rest.

Sailing into recovery

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Domestic cruises have resumed in a safe and calibrated manner in some parts of Asia like Singapore, Hong Kong and Taiwan, following the pandemic fallout. However, international cruising is still off the table in the region. How is CLIA working with governments to address new challenges relating to Covid-19 and facilitate a responsible return to international cruising in Asia, and when do you foresee that happening?
Asian markets like these have not only been pioneers in establishing their own cruise revival, but they have also provided enormous insight that is helping our industry to progress resumption in other countries. Our industry is closely engaged with governments and health authorities in many locations to help implement the health measures that will make further resumptions possible.

It’s difficult to predict exactly when developments like international sailings might return to Asia, but there are already positive signs like the recent announcement that Singapore and Malaysia will collaborate on cruise operations between the two countries. This is the sort of phased, regional approach to resumption that we have seen as a precursor to entire markets opening.

What is your main focus for 2022?
To date, cruising has resumed in more than 80 countries worldwide and around 72 per cent of the global CLIA cruise line ocean-going fleet is now back in operation, with stringent new health measures in place.

Our focus in 2022 will be on extending this revival into other countries and regions, while at the same time, remaining responsive to the latest developments in the pandemic and the most current medical insights. Health and safety will remain our primary objective.

At the same time, we will also work to address other challenges and responsibilities in areas like environmental sustainability and destination stewardship. Once again, our partnerships with governments, destinations and other stakeholders will be key to our success in these areas.

What are your predictions for the future of the cruise industry, both globally as well as in Asia?
Almost 30 million people sailed on ocean cruises globally in 2019. We have some work ahead to return to these sorts of numbers, but I think we have the ability to achieve this sooner than many people realise. Our capacity projections already suggest a return to pre-pandemic levels in a relatively short time.

We are a resilient and responsive industry, and we have proven that we are a highly responsible industry when it comes to upholding the health and safety of our guests.

We also have an extraordinarily large and passionate following of cruise fans who are keen to sail whenever they have the opportunity.

Given the growth we have seen in Asia in the years before the pandemic – and the sizeable markets that still hold great potential – I think we have excellent long-term prospects in this region.

Several cruise lines have noted that the cruise rebound has been driven by not just experienced cruisers, but also first-timers. Is this a trend that you see continuing into 2022, and what more can be done by the industry and travel agents to tap into this segment of consumers?
Restrictions and difficulties around other forms of travel have created a great opportunity to attract new-to-cruise guests, and there’s certainly a lot of anecdotal evidence to suggest this has been very successful in markets like Singapore. We may indeed see this continue in 2022, not only locally but in other markets around the world.

As international travel has become more complex and difficult, there is an excellent opportunity to highlight the ease and care that guests experience aboard a cruise. From room service and daily housekeeping to the highest levels of Covid-19 mitigations, including state-of-the-art medical facilities on board, cruising is the best way to see the world.

What positive changes has the pandemic brought about for the cruise industry that you foresee will prevail in the long run?
Without doubt, the past two years have created an extraordinary resilience and spirit of collaboration that runs through all areas of our industry – from the cruise lines to travel agents, ground operators, ports, destinations, suppliers and many other stakeholders in the cruise economy. This unity and ability to rally around common goals will be our strength in the future.

Ready and raring to go

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New Zealand’s tourism industry is putting on a brave face amid the pandemic, working to have the country’s borders open soon to revive its number one trade export.

Tourism bodies have been lobbying the government for international borders to reopen sooner than the current working timeline of end April 2022 with a seven-day isolation requirement, especially after Australia opened her borders at the end of 2021. However, there are no signs at press time of a change in policy direction.

Queenstown, New Zealand

The impact of closed borders has been far-reaching. Prior to the pandemic, the industry generated NZ$40.9 billion (US$27.6 billion) and employed one in eight people. In tourism regions like Queenstown, 50 per cent of residents depend on tourism for their livelihoods.

On a positive note, industry advocates say the downtime is being used to re-imagine the meaning of tourism and its contribution to the country through a Tourism Industry Transformation Plan, which is part of a NZ$200 million support package for the sector. The move reflects a push by New Zealand’s government for the industry to be more environmentally regenerative and to give back to its communities in cultural contributions.

Simply put, the plan “has a dual focus on ensuring the tourism workforce is fit for purpose as well as ensuring that tourism’s impact on the environment is sustainable,” said Gregg Wafelbakker, Tourism New Zealand’s general manager international markets.

This is expected to enhance the visitor experience when borders 
finally reopen.

“(Visitors) will probably see a greater focus on environmental values and cultural values coming through, and (experiences) telling more of that inclusive New Zealand story rather than just the activity itself,” Paul Abbott, CEO of Destination Queenstown told TTG Asia.

“It’s always been there to a degree but this would be refining and amplifying (those values). This is the fundamental thing we are working on at the moment,” he said.
Queenstown, which has an over 90 per cent fully vaccinated population, has also shifted from seasonal to segment-focused marketing.

“Previously, in winter, we promoted the ski market and in summer, the biking, golf or the leisure market,” said Abbott. “Now we’re getting a bit more scientific in terms of the segments that we’re keen on, so we have done a biking market development plan that looks at the biking market across the downhill, adventure, trails and recreation segments, and are selling it as a year-round product to those people.”

“Likewise, skiing will be more focused on two key segments based on passion points. These would be winter lovers and ski enthusiasts that better encapsulate the market rather than families, singles and couples.”

Further south, the city of Christchurch has been going through its own evolution, emerging as a restored and improved version of itself post its devastating earthquake more than a decade ago.

The city centre has been rebuilt around the river and now thrives with hospitality venues in its vicinity. Key urban regeneration projects have been completed with brand new retail, arts and entertainment precincts.

“The city has really changed gear in recent years and has become quite funky,” commented David Simmons, emeritus professor of tourism at Lincoln University.

“The natural attributes of the river are beautifully positioned to the sun and the area has vibrancy with a whole range of shopping and eateries in a very attractive setting. After the earthquake, we have a better designed city which is much more pedestrian-friendly. A big sports stadium for the Crusaders Rugby Team is also being finished so there’s a change in the city and a change in the attitudes of the locals,” he added.

In Queenstown, tourism operators are raring for tourism to return, having been re-energised from hosting a number of familiarisation programmes with other regional tourism organisations.

“We’re over this downtime,” asserted Abbott. “You’ll see a high level of excitement from our people here to deliver a first-class experience. They will just be over the moon in terms of being able to expose people to the wonderful environment and activities we have, and they are seriously hanging out to have fresh faces here that they can tell the story to.”

While waiting for international borders to reopen, New Zealand will be counting on its domestic tourists to sustain the industry. But Simmons reckon that is a good thing.

“Our tourism has always been so focused on international travel that very few people knew anything near enough about the domestic market or how to leverage or add value to it… But some destinations have really worked on their storytelling and narratives, and the bringing forward of history, and are achieving better results than they did in 2019,” he noted.

But Tourism New Zealand is not resting on its laurels, knowing fresh challenges await once their wish for a change in border policy comes true.

“If we thought it was competitive before, it’s fair to say we now face our biggest battle – to remain desirable as borders start to reopen and every country competes for people who are keen to travel post-Covid,” said Wafelbakker.

“A significant focus area (in our strategy) has been upweighting brand dream activity in priority markets including in Asia,” he added.

The Philippines reopens to vaccinated tourists on February 10

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TPB Philippines is going out all with a multi-platform promotional strategy to target trade and consumer and showcase the country's diverse offerings

From February 10, 2022, the Philippines will be allowing fully-vaccinated international tourists from a total of 157 visa-free countries, shared the Department of Tourism (DoT) today.

Vaccinated tourists would be required to present a negative RT-PCR test taken within 48 hours prior to departure from the country of origin.

The Philippines finally opens borders for fully vaxxed tourists; Coron, Palawan pictured

Foreign arrivals must also self-monitor their health for the first seven days of their arrival, with the first date being the date of arrival. They will also be required to report to the local government unit of the destination should Covid-19 symptoms manifest.

Tourists must also carry proof of vaccination, such as certificates issued by the World Health Organization, VaxCertPH of the Department of Health, or a national/state digital certificate of a foreign government that has accepted VaxCertPH under a reciprocal arrangement.

Children below 18 years of age are exempted from the requirement of full inoculation and providing proof of vaccination status.

A total of 157 countries enjoy visa-free entry privileges to the Philippines, including some of its top tourist markets prior to the pandemic such as South Korea, Australia, Canada, Japan, Malaysia, Singapore, UK, US, and Germany.

Also on February 1, 2022, fully-vaccinated returning overseas Filipinos will no longer be required to undergo quarantine as long as they are able to present a negative result of an RT-PCR test taken 48 hours before departure from the point of origin.

CLIA report underscores importance of cruise tourism

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