Robin Goh, assistant director, communications, Resorts World Sentosa, Singapore “The regional theme park industry experienced an awakening of sorts over the past five years, peppered with the announcements of new players into the market, the rejuvenation of mature parks and the introduction of mega integrated projects – a gradual but seemingly-steady transformation of a landscape that has been traditionally slower here, as compared to that of the western world. “In December 2006 when the Singapore government
announced the Genting Group’s successful bid to build one of Singapore’s two integrated resorts – which included the region’s first and only Universal Studios theme park, along with the world’s largest oceanarium, a maritime museum, a waterpark, six hotels, concert venues, convention centre and a casino – all in one single destination, it was poised to change the tourism blueprint, not just of Singapore, but the region, forever. “With its opening since January 2010, Resorts World
Sentosa has not only become the latest addition to a growing landscape of entertainment and leisure destinations in Asia, it has become the paradigm shift for attractions in Asia – an all-in-one destination complete with nature, rides, attractions, accommodation, entertainment, shows and gaming – an integrated mega product
that Asia
has never seen. “Never before had the region seen a development of such
a concept, depth and scale. Spanning 49 hectares and built at a whopping cost of US$4.4 billion, it very quickly became the model that neighbouring nations started exploring, if not emulating.” Looking at the impact of the poor global economy in
Image courtesy of Intamin/Ride Trade
the past couple of years on the theme park and attractions industry in the region, Goh comments: “Obviously, given the global economic situation, tighter purse-strings would impact attendance at theme parks and attractions, visited usually by entire families. However, with the recovering of world economies - with
Asia leading the way - we suspect that attendance at theme parks will not be too adversely affected. This is based on our own experience at Universal Studios Singapore since it opened its doors on March 18, 2010, with very encouraging feedback and attendance at the park. “The next few years will be exciting, with the opening of
either new theme parks, or new attractions within existing ones, but how successful these theme parks become largely depends on both the regional and the world’s economic climate – and of course, how well they reinvent themselves, making them relevant in today’s market and continually attractive to repeat visitors.” Not surprisingly, Goh highlights Singapore as standing
out from the crowd at the present time, with Resorts World Sentosa the newest and arguably the biggest player in the market “with a concept that is unprecedented in this part of the world. Spanning a massive 49 hectares on the resort island of Sentosa, the US$4.4 billion development comprises the region’s first and only Universal Studios theme park, the world’s largest oceanarium, a maritime museum, a destination spa, six hotels, a world-class casino and a convention centre boasting the region’s largest column-less ballroom, it is a model that many countries are now looking at adopting. Since it’s opening in early 2010, it has been very well-received and feedback has been most encouraging.” “Asia, and especially China, with its growing economies
and an expanding middle class in the medium to long term, is far from being saturated with theme parks. The potential for growth moving forward will be tremendous in the region,” Goh concludes.
Mario Mamon, chairman/president, Enchanted Kingdom, Philippines “The past five years have seen Asia and the Far East slowly welcome more global brands in the leisure and tourism industry. It all started with HK Disney in 2005 and more recently Universal at Sentosa in Singapore in 2009, as far as theme parks are concerned. Regional brands in different countries, like Ocean Park in Hong Kong, have had to beef up their offerings and find ways not to directly compete with the market
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