A Conversation With Mohamed Firhan, Area Director, Middle East & Africa, Singapore Tourism Board

1.       So, how long have you been in Dubai?

I’ve been here for one and half years now.  Previously, I was posted to the STB Jakarta office for about three years.  I first joined STB as a Management Associate (MA) after I graduated from university with a Political Science degree.  I started in MICE division and moved on to Manpower Development division during my MA days, after which I stayed another 2 years in MICE before my first posting.

2.       What are 3 things you like about Dubai?

I like the diversity in Dubai.  If we say Singapore is a multi-cultural city, then Dubai is even more multi-cultural.  In Singapore, we have the four major races; in Dubai we have people from many different nationalities.  In a block of apartment, you may be staying with about 20 different nationalities of people as your neighbours. Many of these people come with their dreams and aspirations to make it big in Dubai, and they are very motivated.  I really enjoy the cultural interaction with these people. 

Secondly, I like that there is a wide range of halal food in Dubai.  Everything here is halal, from Chinese to Thai, Indian to Lebanese.  It is really convenient to get my food here.

Thirdly, it is centrally located.  I have been on many holidays from here, to Europe, Middle East, even South Asia.  There are frequent work and personal travel opportunities. My colleagues tells me “Firhan, you are always not around!” But I guess travel is an essential part of our job since we do cover a huge geographical area of the entire Middle East and Africa from Dubai. I do travel with my local colleagues too as I rely on their market knowledge and contacts in tougher markets. I am blessed to have the chance to live in one of the most admired cities – Dubai and I enjoy my work here. My personal travels from here are a bonus.

3.       What is 1 thing you think Singapore can learn from Dubai?

This is a tough question. In many ways, Dubai has learnt a lot from Singapore.  If you go to Dubai and Abu Dhabi now, you will see the design of the cities very much like how Singapore is designed.  Everything looks very familiar.  The Doha airport is very much like our Changi Airport, down to the colours and font of the signages.    

If there is one thing we can learn from Dubai, perhaps it is their boldness in their planning and strategy. They too benefit from a leadership with foresight and political will to make things happen for the country. I guess it is also their ability to quickly learn from others and also attract the best talents from the various fields to contribute to their success story. I truly think the best is yet to come for UAE and Dubai.

Thank you, Firhan. 

Firhan, in his STB Dubai offfice

Is Singapore An Air Hub?

The Sunday Times article “The rise of Gulf carriers” dated 13 March 2016 seeks to analyse the success of the Gulf carriers namely Emirates, Etihad and Qatar Airways.

It looks like Singapore may be losing its hub status, being so far south from connections in Europe, Africa and Middle East. According to Mr Andrew Wong, regional director of TripAdvisor Flights, “The Middle East hubs of Dubai, Doha and Abu Dhabi really make sense as a gateway to the world."

Singapore Management University’s aviation specialist and assistant professor of strategic management Terence Fan believed that “The high oil prices in the past decade or so helped fuel the economy in the Middle East and that stimulated the rapid ascendance of these airlines.”  The Gulf cities seem a more logical hub between cities in Europe, Asia, Africa, Australia and New Zealand, as well as North and Central America and even South America.  Professor Fan added that “The Middle East is, therefore, well positioned to be a super hub of the world.”

In the same Straits Times article, it was reported that in 2014, the Emirates group achieved profits of US$1.5 billion, an increase of 34% from the previous year, and the 27^th straight year of profits.  Etihad showed its strongest financial results with a net profit of US$73 million, an increase of 52.1% over the previous year.  Qatar too, made a net profit of US$103 million. 

Besides a strategic geographical location, young fleets with the newest planes, latest products, and memorable customer experiences, how else can airlines compete?  It may be worthwhile to evaluate the business model of the Emirates Group that comprises more than 50 specialist businesses, including Emirates airline and dnata.  Its numerous ancillary businesses include a most comprehensive travel and tourism supply chain:

·         Air Transport

·         Airport Aviation Services: Catering

·         Call Centre

·         Freight Forwarding & Logistics

·         Hotels & Resorts

·         Retail

·         Air Cargo Support Services

·         Airport Meet & Greet

·         Engineering Services

·         Ground handling, cargo, travel and catering services

·         Loyalty & Reward Programmes

·         Retail, Food & Beverage

·         Sports & Club Facilities

·         Risk Management & Security

·         Tour Operator & Events Management

·         Travel

·         Training

Yes, Changi Airport is working on its Project Jewel, a new retail and lifestyle project.  We are building T4 and T5 is on its way.  But, can we do more?  So, is Singapore still an air hub?

Dubai International Airport

10 Years, 10 Goals

10 years in an organization, perhaps it’s time to retreat, reflect and refresh, and think about the next steps.  Moving forward … so, what’s next?

I’ll be out on a learning journey (or “Strategic Industry Engagement (SIE)”, which “aims to strengthen team technical capability and build emerging/niche capabilities”.

Specifically, I’ve given myself 10 goals. It sets the framework on how I see myself using these three months of SIE (or four months if you count the annual leave too). 

1.  Places. To write case studies of new destinations, new attractions and new places.

2.  People. To interview people and hear their perspectives and insights on the industry.

3.  Hospitality Business. To understand key trends in the hospitality sector.

4.  Tour Business. To understand key updates in the travel and tour sector.

5.  Airlines Business.  This is Project DXB - To appraise the factors that outline the air hub strategies of Dubai in the Middle East for STB/Dubai. The Middle East is gaining prominence in the air transport business strategy as seen in the success of Qatar Airways, Emirates and Etihad Airways which were ranked first, fifth and sixth respectively in the Skytrax World Airline Awards 2015.  In addition, dnata, part of The Emirates Group is now the fourth largest combined air services provider in the world and the fourth largest travel management company.  Learning about the role of dnata in the Middle East will allow us to understand their strategies and policies in technical manpower expertise, among others.

6. Destination Marketing. This is Project LON - To evaluate new marketing strategies for destination Singapore in Europe for STB/London. The STB had recently launched a S$10 million Experience Step-Up Fund under its Tourism Product Development Scheme, indicating its important aim to encourage development of new tourism experiences to enhance overall visitor experience and satisfaction in Singapore.  This overseas stint in the key tourism destinations in London and Dubai will allow us to be connected to the developed and emerging tourism industry in London and Dubai, to understand new trends in visitor experiences. 

7. Special Interest Tourism. To evaluate new/ emerging special interest tourism products and motivations.

8. Planning & Policies. To understand destinations' planning policies where relevant. The European countries have traditionally been receiving the highest international visitor arrivals and tourism receipts.  According to the UNWTO in 2014, France, Spain, Italy, Germany and UK are ranked first, third, fifth, seventh and eighth in terms of international visitor arrivals and fourth, second, sixth, eighth and seventh in terms of international tourism receipts respectively.  This shows that these European countries are very developed in terms of their tourism planning, development and marketing, and thus there is much to learn in terms of their tourism strategies and policies.

9. Curriculum. To be exposed to the tourism planning, development and marketing of a destination, as well as cross-cultural practices overseas. This knowledge is relevant for teaching of subjects such as Destination Planning & Development, Principles of Marketing for Hospitality & Tourism, Contemporary Special Interest Tourism, and Business Etiquette & Service Excellence (or Etiquette of Business & Service Knowledge for the School of Business).

10. CAFÉ. To explore careers (overseas internships?) and further education (school exchange with e.g. University of Surrey?) opportunities for our students.

I will attempt to keep in touch via this blog and a series of regular updates.  This could be a Story of the Week (or Fortnight, or Month, depending on how intense the SIE is).  If it is really intense, this could then be a Picture of the Week/Fortnight/Month (because a picture speaks a thousand words … you get the picture).

So here’s the plan.  I will post up some updates by the 30^th of each month so you can read them by the 1^st of each month on 1 May, 1 June, 1 July and 1 August.  I will be in STB/DXB from 11 April – 11 May (one month), and STB/LON from 1 June – 31 July (two months).  I will be on leave during the other periods to consolidate the two projects, and back to work on 22 August (Study Week), and hope to share more with all by 22 September. 

Enjoy the journey with me!

Off on an 'internship'!