Open-Air Movie Theater in Singapore - Coursework Example

 Business Plan: Open-Air Movie Theatre In Singapore – Singapore Screening Stadium (SSS) 1. Executive summary The operating environment for start-up businesses in Singapore maintain high growth and sustainability opportunities due to the strength of the local economy, strength in tourism, and a world-class infrastructure that supports both commerce and areas of supply chain. Singapore is experiencing growth in direct foreign investment and does not have many regulatory restrictions often imposed on governments in other developed or developing countries. Singapore is an ideal environment for marketing, this including advertising and other promotional efforts, in terms of gaining business support for the business and the media channels necessary to give a new start-up company more exposure among their desired target markets. At the same time, the country supports a strong transportation infrastructure that makes it efficient and convenient for travellers to move from one destination to another without excessive costs of rental cars or other transportation needs. At the internal level, in terms of recruitment and management support, Singapore is equipped with the higher education resources needed to provide local talents to help support the new business start-up. There is no need to recruit from external, foreign sources but these needs can be procured within Singapore itself. This has many cost and labour advantages to the new business. This business plan highlights a new start-up venture, an open-air movie theatre where tourists can relax and experience any additional type of entertainment venue for their travelling pleasures. It offers market statistics, how to successfully manage operational and management components at the internal level, identifies risks to the new business model, and provides a three-year estimate of financial data in relation to profit and budgeting. 2. Business description This section describes the physical attributes of the new movie theatre as well as the features and benefits of this new start-up that make the product competitive and unique. 2.1 General description of business The new open-air theatre will be designed to support travellers who might not have access to their own, personal transportation. Named the Singapore Screening Stadium (SSS), it will have a fully functional movie screen for big screen productions along with an attached stage for live performances that can be contracted upon recruitment of local acting or musical talent. Rather than adopt a drive-in movie style, common in some Western nations, it will be equipped largely for the travelling tourist without immediate access to these transportation vehicles. Internal marketing managers will be assigned the task of recruiting the necessary talent for non-film productions, taking into consideration budget constraints and profit expectations. 2.2 Industry background The film industry is notoriously a service-industry, therefore concepts of service delivery are integral to its success. Much like restaurants and hotels in the hospitality industry, the Singapore Screening Stadium will develop an operational model that is customer focused and where customer relationship management is the top priority for staff and managers alike. “Human beings in the role of service employees are essential to the service production” (Sandoff, 2005, p.529). Therefore, in order to stay in line with other service-based industries, there must be a strong human relations and human resources model in place that strongly develops the service-oriented characteristics necessary to stay competitive. In Singapore, research evidence did not uncover any notable competitors with similar open-air business structures, therefore the SSS will be uniquely positioned as an exclusive business type. 2.3 Goals and potential of the business Because there are no real competitors with similar production models, this being the open-air format, it is in the unique position to set any variety of goals without much concern over being outperformed by competing firms. The main goal of the SSS is to maintain a market orientation, described by Gauzente (1999) as having a customer orientation with competent inter-functional coordination at the executive and junior management level. The following represent the short- and long-term goals of the company over a three year period: Recapture the costs associated with financing and launch by the end of 2012. The creation of an entire branding strategy through marketing efforts to sustain a positive international image of uniqueness and utmost value related to service. Improve business-to-business relationships with local musical and other theatre-minded talent acts to lessen marketing costs associated with recruitment and retention of these acts. Expand the business to include foods facilities for travelling patrons to improve profit margin by the end of 2012. The goal of the business is to maintain a unique brand image where travellers are able to identify the SSS logo and understand its service dimensions before they have even secured their travel itinerary to Singapore. 2.4 Uniqueness of service As identified, there is no competition with similar business models, therefore the open-air concept is quite unique in this booming city with a high density of local population. Outside of this strong business strength at the competitive level, uniqueness of service includes the open-air atmosphere where customers can relax, unlike many of the confinement issues imposed by structured, indoor theatre systems. For the traveller looking for relaxation, the open-air business format is designed to facilitate their enjoyment when visiting Singapore. The delivery of service is also unique as it will seek actively to diversify its entertainment options, offering both Western films and local films (in a format much like the Sundance Film Festival), with extended offerings to spotlight local talent in the Singapore region. This diversity of entertainment venues will make the Singapore Screening Stadium first-class in every detail that appeals to a wide variety of target audiences, from the younger consumer to the more affluent, more seasoned traveller. 3. Marketing This section highlights the marketing efforts, including positioning, advertising and customer relationship management tools needed to make this new start-up an ongoing success from the time of launch. A. Research Analysis 3.1 Target market Even though there are going to be local citizens that will add profit potential to the business model, the goal is to make this new market-oriented business appeal to travellers, expected to make up over 70 percent of the market segments who visit the SSS. Singapore’s tourism sector has had record-breaking growth in new arrivals from many international locations. It is estimated that the total tourism industry is valued at $12.4 billion USD, a growth rate of $2.6 billion USD annually (ivythesis.typepad.com, 2010). This represents enormous sustainability and growth potential for the SSS assuming it can achieve success in market segmentation and targeting efforts. Because the costs associated with viewing films and other entertainment venues are not extravagant, the SSS will appeal to the more thrifty traveller as well as the affluent patrons. Marketing must have a cross-cultural appeal that is relevant to travellers from all over the globe, as customer arrivals in Singapore include those from China, Australia, India, Japan, the United Kingdom and the United States (singstat.gov, 2010). China and Australia represent the largest demographic visitor to the region. It would be a highly costly effort to create unique segmentation strategies simply because of the high volume of tourists hailing from multiple international locations. To do so would include the need for quantitative research that would be overwhelming to the executive-level positions at the SSS. Therefore, a singular strategy for reaching the target market must be identified and launched. Since the target market is the international tourist, a psychographics methodology will be chosen that involves issues of expected price sensitivity, lifestyle preferences, and service preferences (demandmetric.wordpress.com, 2009); these are commonly found in tourists aged between 18 and 80. Because of the diversity of international travellers, and to satisfy budgetary restraints, linking international heritage in a way that is meaningful to broad groups of travellers will be necessary. No single target audience, without overwhelming the business model, can be secured. The commonality between the travellers, at the psychographic level, is their preference for film and entertainment without costly, concentrated marketing strategies. To validate some of this information, a qualitative questionnaire was developed that described consumer opinion regarding their potential behaviours and attitudes regarding tourism in Singapore. It was necessary to gain primary data regarding attitudes on tourism from individuals hailing from foreign countries to determine whether there would be adequate interest in tourism and for attending the open air theatre concept. The questionnaire template is listed in Appendix 1. Because of researcher limitations, the questionnaire was distributed to students attending university, distributed in multiple business environments after gaining leadership approval, as well as random samples in the retail environment. The total population involved included 187 random sample participants. The most valuable data learned from the questionnaire was the individuals from the United Kingdom and Malaysia were the most frequent visitors to Singapore, both for business and for leisure. Many questioned were interested in the open air theatre concept (74 percent), and 66 percent identified they would be interested in visiting Singapore. Their most preferred options for the theatre were films at 57 percent and, to the surprise of the researcher, 32 percent live dancing. Fifty three percent of participants were interested in music and live entertainment. This reinforces the marketing potential for the theatre and its diverse entertainment options. Additionally, pricing was listed at 39 percent for the most important attraction related to the open air theatre concept and entertainment. Following were comfort, entertainment, and design. The results reinforced a need to consider design aesthetics when planning the layout and construction of the theatre. More qualitative research will be necessary once the land has been procured to determine what cultural elements the theatre should include. The results returned that it was mostly the 26-35 year old traveller that would use entertainment services, dancing and film options with 41 percent of those targeted representing this group. Therefore, the largest determination is that pricing is very important to this particular age group, which will likely make up the majority of the theatre’s total clientelle. Some information from the questionnaire was negated as it did not provide much marketing relevance. The secondary target group would be the traveller 36-45 which came in at 32 percent. 3.2 Market size and trends Visitors to Singapore, on average, do not remain within the city for more than three days (singstat.gov, 2010), therefore it is vital to profit success to capture their attention prior to their short departure schedules. At the same time, approximately 73 percent of all tourists hail from Asian nations (ivythesis.typepad.com, 2010). There must, then, be a focus on sustaining the needs of the Asian tourist primarily. Because of the diversity of international traveller preferences, no singular trends can be identified in each targeted group. However, most Asian consumers hail from patriarchical environments, these being countries where males are the dominant decision-maker. For example, in Japan, masculine values almost always prevail over feminine needs, common in many Asian countries as well (Mathis and Jackson, 2005). Because this consumer group is crucial to profit success, at 73 percent of tourism for all of Singapore, male-oriented literature should be created and distributed for marketing purposes. Total market size (potentially) for the business consists of the 33 million visiting tourists received each and every day in Singapore (Fu, 2008). Without performing in-house survey research of visitors, it would be impossible to highlight specific market trends with each and every travelling consumer. 3.3 Competition Research evidence did not uncover any open-air theatre formats of this variety in Singapore, making this business uniquely positioned for growth and sustainability. Though the film industry is growing in Singapore each year (library.thinkquest.org, 2010), the business model is unique and should be considered without any real measurable risk to profit and marketing success. Closed theatre formats are similar in design and accessibility features, thus should not be considered competitive entities but more catered toward the local community citizen. 3.4 Estimated market share As the film industry is only recently recovering from a decades-long slump, the Singapore Screening Stadium is wholly unique both in concept and in the style of entertainment venues being proposed for traveller enjoyment. However, as a best estimate, in terms of total theatre availability and potential competition, these being indoor, traditional theatres, it is likely that the SSS will hold approximately 30 percent of market share within one year of launch. Again, these are estimates based only on the lack of competitive forces and those who would prefer indoor theatre viewing. After launch these figures can be more accurately measured through research efforts and consumer surveying. B. Marketing plan 3.5 Market strategy The first step in the market strategy of SSS is to gain the attention of tourists, quickly, and because of their short average stay in Singapore. However, the business understands that word-of-mouth will be quite important to its success as the opinions and post-purchase evaluation of the service model will determine future visitors and those within the travellers personal circle. The goal is to make the business rememberable and worthy of discussion after the tourist has departed Singapore; not an easy task. “Negative publicity is increasing in frequency to become part of the everyday lives of consumers and everyday business of brands” (Dahlen and Lange, 2006, p.388). Therefore, market strategy is to focus on providing customers total value for their experience in terms of service delivery, customer focus, and pricing structures. Place marketing, along with psychographic elements, will incorporate the overall marketing strategy for the SSS. Place marketing is defined as “identifying the factors important to a region or city in order to attract members of the same creative class” (Zenker, 2009, p.23). The goal of marketing is to make the Singapore Screening Stadium a hot spot for tourist needs, including it as part of the itinerary before the traveller has left their home country. To accomplish this successfully, a quality place marketing strategy must focus on tolerance and diversity as well as appeal to individual way of life for the traveller (Zenker). This will be accomplished by using pictorial images of different home country flags, similar to that of many strategies used by committees involved with global Olympic games, to appeal to these lifestyles and cultural patriotism. This strategy will link diversity with culture in a way that provides welcoming value to the tourists. 3.6 The 7 P’s Product: In this case, it is a service dimension that categorises the product. Support for the service is important as service elements will determine whether customers are loyal to the business or can gain consumer attention. Emphasis will be placed on how the service can fit a specific consumer need, in this case recreation and entertainment. Pricing must be carefully considered based on the broad economic capabilities of multitudes of international travellers. Some, as mentioned, will be more affluent without high price sensitivity whilst others will be more sensitive to small scale changes in pricing. Pricing for the film aspects of production will be linked to profit expectations and these consumer trends, at 8USD both a price for the convenience of the open-air environment and to satisfy costs associated with supply chain for movie procurement. Entertainment venues, however, will be higher priced in order to recoup the costs of the talent acts, however taking into consideration the vast price sensitivity in untargeted customer groups. Depending on the nature of the talent and their personal contribution/talent, pricing should be considered as follows: Well-known international talent acts: 50 USD Local, less-notable talent acts: 25 USD Specialty performance acts: Flexible market pricing between 20 and 40USD This pricing structure will be tested in the first year of launch of the SSS and adjusted accordingly based on real-time consumer responses and whether profit goals are being met. As the company’s reputation becomes more well-known through marketing and advertisement, pricing may be increased in direct proportion to consumer patronage growth. These will be analysed by the management team and adjusted when necessary for these reasons. Place: Singapore is already a tourist location that continues to experience growth rates that are measurable. Place is reliant on the current marketing structure in place by existing business and travel agencies (and governmental authorities) and partnerships will be built on these existing infrastructures, and guerilla marketing efforts, to improve consumer desire to visit. People: “Consumers make judgments and deliver perceptions of the service based on the employees they interact with” (learnmarketing.net, 2010, p.2). Therefore, recruitment and retention efforts must include training in interpersonal skills development and service knowledge related to entertainment and customer satisfaction. Process: There will be a need to develop an information leaflet, monthly, that spotlights the changing venues of entertainment and film to keep the theatre fresh and inviting to consumers. It will show how diverse and ever-changing the SSS actually is to avoid consumer perceptions of repetitiveness. Physical evidence: This essential part of marketing tends to sell itself: by being in an open grounds area with room for stretching and comfort. Physical evidence includes relaxation and community-minded service dimensions. 3.7 Advertisement and promotion Reaching travellers prior to their departure, as well as once in Singapore, will be a large-scale effort requiring multiple media and format channels. The marketing team will consult with many well-known international travel agencies to post paid links on their websites or promotional literature, in exchange for similar advertising within the SSS property. It is important to have a strong B2B presence with these agencies to appeal to many different international travellers. It is hoped to have considerable online presence with these groups and per-click ratios from customers that visit these sites will be recorded and analysed monthly for effectiveness. Outside of the B2B, online advertising format, the company will hire inexpensive street teams, under Guerilla marketing strategies, to give the business more exposure in a variety of locations in Singapore. Street teams are generally paid quite little and are hired to hand out leaflets and other promotional tools to tourists in their own travelling environment (Smith and Reynolds, 2008). These street teams will be trained on how to deal with customers without being overly dominant in their efforts and will represent the brand/logo image of the SSS. Their function will be to inform many different travellers of the benefits and pricing structure of the SSS, along with highlighting local films and acts, to give the business more exposure. It is estimated that these low cost street teams can be established with local talent in need of part-time employment and they will be equipped with key chains, leaflets, and other inexpensive promotional materials developed with local graphic arts agencies. This will incorporate approximately 60 percent of all marketing function and cost. Growing lack of consumer confidence related to pricing has made pricing a key component in certain industries (Lim, 2009). Because of this, street teams will be instructed to place less vocal emphasis on price, but strongly reinforce the diversity, talent and relaxation elements of the SSS. They will also wear shirts specially made with the Singapore Screening Stadium logo to help customers achieve brand awareness on sight. 4. Operations This section identifies the operational components and activities needed for SSS success. A. Identification of location 4.1 Advantages of Singapore city Even though the identified target groups for the SSS are primarily the traveller, the capital city of Singapore (the operational location) maintains a dense population of over five million (farandfurther.com, 2010). These local citizens will contribute an estimated 15-20 percent of all customer profit generation, though they will not be targeted with concentrated ad literature. Singapore has a well-developed infrastructure supporting commerce and retailing much like many other developed countries, making it ideal for this start-up concept in virtually all areas related to growth and profit. 4.2 Zoning There are many zoning issues in Singapore that must be considered, most of them pertaining to the limited availability of urban acreage due to its dense population and high level of urban development already achieved. However, in areas just outside of the city, there is adequate land for an open-air theatre concept which will be procured for the SSS. In order to sustain the current operational model and ensure development in the near future, three acres of land will need to be procured for the SSS in outside non-urban areas. In the heart of the city, costs of land are estimated at $2,150 per sq. meter (Yeo, 2008), radically outside of the budget availability for this venture. The Singapore constitution has no environmental-related provisions or framework law on these issues (sunsite.nus.edu.sg, 1998), a tremendous advantage in terms of corporate social responsibility. The company must register with the Singapore Accounting and Corporate Regulatory Authority to launch the business (Yap, 2004). No other notable restrictions are present in this environment. 4.3 Taxes The current tax rate related to property is 10 percent annually based on annual value of the real estate (entersingapore.info, 2009). This must be included in the annual budget. Income tax is levied on the business and on the employee, considered under Singapore law to include goods and services taxes, property taxation, stamp duties, estate duties, or income from rents, royalties, or other profits directly related to business activities (asiatradehub.com, 2010). Employees and the company are subject to all of these and must be part of the accounting structure and budget for the SSS. B. Proximity to supplies 4.4 Supply chain infrastructure The Singapore Screening Stadium does not anticipate any problems in terms of procuring needed films or merchandise needed for operations. This city is currently considered the leading logistics hub in a variety of industries (supplychainer.com, 2006) and is currently even more developed in terms of distribution infrastructure than the Netherlands, Germany, Japan, Hong Kong and China (edb.gov.sg, 2010). Procurement and speed of distribution affecting the business is not considered a risk to the business model because of its high level of development. 4.5 Access of transportation No issues related to transportation, either to the visiting client or the business, as Singapore has a world-class public transportation system. The system includes subways, buses, light rail trains, taxi services, and air conditioned bussing systems (app.www.sg, 2009). There is no risk to the business in terms of the procurement of adequate visitor transportation to the facility. 5. Management This section describes the internal management and organisational structure of the SSS. 5.1 Management team and key personnel Transformational leadership design, those involving customer focus, integrity, and accountability will be necessary to sustain the customer-focused operational model. “A person of integrity will be honest, truthful, fair, comply with laws, promote community interests, be open and flexible, take corrective action, and show ongoing consistency” (Sawers, 2007, p.42). Integrity-based leadership will be instilled in all management teams to ensure the SSS maintains a positive business image to diverse visiting customer groups. The team will be vertical in terms of control, with most decision-making made at the top levels and move downward through the organisation. There will be a need for a senior executive leader, three junior members will full-time employment status in charge of marketing, operations and finance/procurement. There will also be a need for low level assistant managers to handle the employee components of management during all business hours. To support the business, it is estimated there will be a need for approximately eight full-time employees to handle the operations of the business, however this will be adjusted after analysis in the first six months of operations of the SSS. The budget for these positions should not exceed $400,000USD annually. 5.2 Legal structure and stock agreements Because Singapore is well-developed with similar labour laws to that of other developed nations, compliance to these measures is not expected to be a risk to the business. However, there will be a dedicated human resources manager, at the junior ranks, responsible for updating and researching compliance information. The company will not be publicly traded, therefore stock agreements need no mention in the business plan. However, if the business chooses to go public, there are taxations laws associated with share options that will be addressed in the future (pwcias.com, 2007). Other employment agreements will be negotiated at the time of recruitment for senior and junior level managers. 5.3 Board of directors, advisors and consultants The annual budget does not support high-paid consultants or director committees; these decisions will be made at the executive and junior management levels. The recruited knowledge and existing business expertise will be utilised as a cost-savings measure. These will be considered if necessary as the business expands. 6. Financial management An approximation of budget-related issues are included in this section. Attached are the expected start-up costs associated with launch. All figures should be considered Singapore currency S$. Start-up   Requirements       Start-up Expenses   Legal $50,000 Stationery etc. $10,000 Signage $40,000 Land $1,500,000 Computers $30,000 Total Start-up Expenses $1,630,000     Start-up Assets   Cash Required $250,000 Total Assets $250,000     Total Requirements $1,880,000 6.1 Profit and loss Profit and Loss   FY 2011 FY 2012 FY 2013 Sales $15,500,000 $16,900,000 $18,550,000 Direct Cost of Sales $6,100,000 $6,530,000 $7,085,000 Other Costs of Sales $0 $0 $0   ------------ ------------ ------------ Total Cost of Sales $6,100,000 $6,530,000 $7,085,000                 Expenses       Payroll $580,000 $660,000 $720,000 Marketing/Promotion $25,000 $25,000 $25,000 Depreciation $0 $0 $0 Utilities $33,600 $35,000 $40,000 Insurance $30,000 $40,000 $50,000 Maintanence $20,000 $25,000 $30,000 Talent Procurement $500,000 $550,000 $600,000 Grounds Maintenance $4,000 $4,500 $5,000   ------------ ------------ ------------ Total Operating Expenses $1,192,600 $1,339,500 $1,470,000         Profit Before Interest and Taxes $8,207,400 $9,030,500 $9,995,000 Interest Expense $110,292 $128,500 $147,500 Taxes Incurred $2,429,133 $2,670,600 $2,954,250         Net Profit $5,667,976 $6,231,400 $6,893,250 These profit expectations are in line with expected sales volumes, costs of operations, and the operating budget of S$2 Million. 6.2 Cash Flow Pro Forma Cash Flow   FY 2011 FY 2012 FY 2013 Cash Received               Cash from Operations       Cash Sales $10,850,000 $11,830,000 $12,985,000 Cash from Receivables $3,887,917 $5,001,167 $5,483,875 Subtotal Cash from Operations $14,737,917 $16,831,167 $18,468,875         Additional Cash Received       Sales Tax, VAT, HST/GST Received $0 $0 $0 New Current Borrowing $240,000 $240,000 $240,000 New Other Liabilities (interest-free) $0 $0 $0 New Long-term Liabilities $0 $0 $0 Sales of Other Current Assets $0 $0 $0 Sales of Long-term Assets $0 $0 $0 New Investment Received $0 $0 $0 Subtotal Cash Received $14,977,917 $17,071,167 $18,708,875         Expenditures FY 2011 FY 2012 FY 2013         Expenditures from Operations       Cash spending $580,000 $660,000 $720,000 Bill Payments $8,506,231 $9,947,613 $10,861,933 Subtotal Spent on Operations $9,086,231 $10,607,613 $11,581,933         Additional Cash Spent       Sales Tax, VAT, HST/GST Paid Out $80,000 $90,000 $100,000 Principal Repayment of Current Borrowing $50,000 $50,000 $50,000 Subtotal Cash Spent $9,216,231 $10,747,613 $11,731,933         Net Cash Flow $5,761,686 $6,323,553 $6,976,942 Cash Balance $6,011,686 $12,335,239 $19,312,181 6.3 Break-even Break-even Analysis     Monthly Units Break-even 11,101 Monthly Revenue Break-even $163,877     Assumptions:   Average Per-Unit Revenue $14.76 Average Per-Unit Variable Cost $5.81 Estimated Monthly Fixed Cost $99,383 Based on all operating expenses, it will be necessary to achieve S$163,877 monthly to break-even. 6.4 Budgeting plans Keeping in line with the 2 million operating budget for this organisation, budgeting will entail using up-to-date software to monitor procurement, heavy emphasis on controls from all management teams, and ensuring quality marketing is accomplished to bring more revenues. With software assistance, budgeting should be no business risk. 7. Critical risks 7.1 Potential Problems Research identified only one large-scale problem as a business risk. Most real estate agents are not licensed and the ability to set up a real estate agency, by non-professionals, is quite easy in this environment (propertywire.com, 2009). The company must seek out reputable contract agents for current launch and future business to ensure adequate representation. Other risks may include employee competency in areas of recruitment, problems with retention, and other human resources issues. They will be managed as they arise. 7.2 Obstacles The only obstacle to business success has been determined as marketing competency and ensuring quality messages are sent to visitors and local citizens (when applicable). Marketing will be a significant indicator of SSS success. With virtually no competition, obstacles are minimal at best. 7.3 Alternative courses of action In the event of marketing failure, repositioning of the SSS will be accomplished to move away from place and psychographics marketing to more centralized marketing function, such as through pricing or prestige related to alternative musical acts. These will be monitored through customer satisfaction surveys and always maintained in our databases. 8. Harvest strategy 8.1 Transfer of asset No transfers are considered as all investments will represent start-up purchases with no plans for immediate transfer of existing assets. 8.2 Continuity of business strategy Improved and updated training will ensure that the service focus is distributed throughout all levels of management and employees. Continuity of strategy will involve ongoing environmental analysis, such as the PESTLE model, to recognise threats to the business as they might arise. 8.3 Identify success As previously mentioned, success will be measured through revenues analysis as well as customer surveys related to their satisfaction. These will be key indicators of current and future success and strategies will be adjusted, strategically, as these needs arise. 9. Milestones 9.1 Timing and objectives The achievement of a quality branding strategy, those taking brand awareness to brand preference, should be achieved in no less than three years with a dedicated plan of action and quality management efforts. The expansion to full service foods facilities has a three year milestone and will be measured on revenue building efforts and land capabilities at the budget and physical levels. References App.www.sg. 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(2004), A guide to doing business in Singapore. http://www.mondaq.com/article.asp?articleid=27787 (viewed August 1, 2010). Yeo, R. (2008), Uphill trek ahead as building costs keep rising, http://propertyhighlights.blogspot.com/2008/01/uphill-trek-ahead-as-building-costs.html (viewed July 27, 2010). Zenker, S. (2009), Who’s your target? The creative class as a target group for place branding, Journal of Place Management and Development, 2(1), p.23. QUESTIONNAIRE Consumer attitude towards open air theatre in Singapore Dear Respondent, I am student studying Master of Business Administration (MBA) in Wales University, MDIS, Singapore. For my research I am conducting a survey related to consumer attitude towards river cruise and entertainment on the board of the cruiser. This survey will take around 10 minutes of your time. There is no right or wrong answers as your responses will be based on your personal opinions. Your responses will remain strictly confidential. This research questionnaire is being conducted for education research purpose only. Please put a tick mark in the appropriate box wherever required 1. Please choose your age: 18-25 years 26-35 years 36-45 years Above 45 years 2. Please choose your gender: Male Female 3. Please choose your country of residents: China India Malaysia Indonesia Thailand United States of America United Kingdom Other 4. Please choose your occupation: Student Manager Government employee Service worker Retired Other 5. Is it your first time in Singapore? Yes No 6. Please choose how often to you come to visit Singapore: Less than once per year 1-5 times per year More than 5 times per year Every month Other 7. What is your purpose to visit Singapore Leisure Business Visit friends Visit relatives Other 8. With whom are you travelling? Family Friends Alone Other 9. An open air theatre is an entertainment venue, showing films and other entertainment acts in a non-enclosed, relaxed environment. Does this interest you? Yes No 10. Would you attend such a theatre? Yes No Maybe 11. Please choose what services do you prefer to see at an open air theatre in Singapore (can choose more than one): Films Music Live entertainment Dancing area Other 12. Please choose what attract you to use an open air theatre (can choose more than one): Comfort Design Price Entertainment Views Experiences Please circle the number between 1 and 5 which is most true for you, where 1 is very bad and 5 is very good 13. My past experiences of drive-in or open air theatres have been on average: Very Bad 1 2 3 4 5 Very Good 14. My future expectations of the proposed open air theatre are: Very Bad 1 2 3 4 5 Very Good Please put a tick mark in the appropriate box wherever required Please rank from 1 to 4, where 1 is the lowest and 4 is the highest Read More