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Executive Summary

The Grandstand, formerly known as Bukit Timah Racecourse, is renowned for its rich history in horse
racing. After being renovated and repositioned as an ideal family and lifestyle destination, average
visitor numbers are still low due to a lack of sense of place, poor walkability and a lack of recreational
activities to attract visitors (Koh, 2015).
The purpose of this report is to conduct an intensive study of The Grandstand and instigates various
methods of sustainability to develop The Grandstand into a site of alternative destination, spurring
business opportunities for the local tourism sector. This report also studies The Grandstand in depth
and applies concepts from Destination Management to a specific destination. Moreover, it develop
and execute a tourism strategic planning and management project which exploits the technique of
project management.
Firstly, an introduction of the consultancy and destination selected is provided. Primary and secondary
research have been done to understand The Grandstands destination management. Quantitative
research has been carried out through survey questionnaire and qualitative research through site
visits by the team. External analysis of the location was carried out to identify the current issues and
opportunities for the breakthrough of further potential development. Preliminary issues observed
during site visits include accessibility, overall aesthetics of the destination and a lack of place-making.
Through target market analysis, identification of the target market for The Grandstand has been done,
together with potential impacts that might be caused to the destination and acquiring knowledge about
new activities that could be implemented.
Thirdly, with the application of secondary research methods, a proposal of the management strategies
is presented to help The Grandstand increase its visitor numbers while holding on to the idea of
sustainability. These strategies include improving the walkability of the destination through installation
of road signage, and instilling a sense of place in the Grandstand by setting up a horse/ cowboy
themed caf and implementing more horse and pony riding activities.
Lastly, the consultancy will raise certain challenges and limitations that could be faced during
execution of the strategic plan.

1. Introduction
Destination management involves the formation of a destinations different components performing
together as a whole in a sustainable manner (Howie, 2010). The main purpose of this strategic plan is
to assist a group of consultants in applying the various destination management concepts effectively
to successfully develop and applied on an actual destination.
The following section would be a brief introduction to this reports objectives.
1.1 Report Objectives
The objective of this report is to examine and identify the possible and current issues thats
occurring in Grandstand by employing various destination management strategies with a
systematic strategic approach and planning proposal to improve on the growth of the destination.
The scope of this strategic report is to focus on the opportunities which is identified during the
initial identification phase of The Grandstand so as to implement various strategies with the
support of literature review and analysis on the destination. Survey questionnaire was conducted
to obtain more primary data and individual perspectives from the target market segment. SWOT,
PEST and Impact analysis will also be executed to advocate the researches and strategic plan.
With that, the consultancy and the chosen destination will be introduced in the next part of this
report.
1.2 Introduction of Concept Consultancy
Concept Consultancy is a firm that offers consultation services to assist companies to plan and
implement tourism strategies through the understanding of relevant and targeted tourism markets.
Our company recognizes tourism as an important component for the success of destinations and
we are committed in managing destination spots in Singapore in the most sustainable way. The
consultants from this consultancy strives to formulate suitable and sustainable strategic plan
which aims to attract and educated the destinations targeted market.
The following section will consist of consultancy mission, vision and an introduction to the team
members of the consultancy.
1.2.1

Mission
Concept Consultancy aims to provide high quality professional consulting services that
address relevant companys concerns. We deliver superior and reliable results while
fostering sustainable approaches.

1.2.2

Vision
To be the clients first choice and most trusted professional consulting service firm that is
recognized for delivering excellence.

1.2.3

Consultancy Members

Members

Designation
Project Leader
Sub- Project Leader
Project Secretary
Resource Manager
Project Researcher
Public Relations Officer

Table 1: Members and Designations


With this, Concept Consultancy has chosen to undertake The Grandstand as the choice of destination
for this upcoming project plan.
1.3 Introduction to Destination
The next portion of this report presents the introduction of The Grandstand along with its historical
timeline and current status.

Figure 1: The Grandstand location in the map of Singapore

Figure 2: Soccer field in the map of The Grandstand


Constructed in 1933 by the Singapore Turf Club for horse racing, this colossal architecture has been
revamped from a race course into a hospital through the war years, and eventually to a rundown mall.
At the present, The Grandstand is divided into three parts: a car mall, the South Grandstand
consisting of food outlets and the North Grandstand that consists of retail shops and helm by
Pasarbella (The Straits Times, 2015)
The Grandstand is a family and lifestyle destination with a good blend of family oriented facilities, F&B
outlets and enrichment activities for children. Situated in the prime Bukit Timah district, it is positioned
to be the largest shopping and lifestyle hub with liberal car park amenities (Cogent Land Capital Pte
Ltd., 2014; The Straits Times, 2015).
The Grandstand has various stakeholders that will be discussed in the following.
The Singapore Land Authority (SLA), which is our main project stakeholder, is a statutory board under
the Ministry of Law. The mission of SLA is to ensure the full utilisation of land resources for the
economic and social development of Singapore (Singapore Land Authority 2015). It would be the core
attention that Concept Consultancy will be concentrating on as they will be the individuals entailed
with the investment and consent of all developments of the project destination.
Our secondary stakeholder is the SH Cogent Logistics Pte Ltd who is current owner of the proposed
area for our project (Singapore Land Authority, 2015). It has officially entered into the property
development and management business with the successful bidding of The Grandstand (Cogent

Holdings Limited, 2014). They holds the responsibilities in creating awareness and crafting the place
as a prominent destination.
1.3.1

Timeline

1927
Singapor

1933
Started

1940s
1941: Due to

1960
Reopened

1972
Turf club was

1990s
1993: Turf

2012
Cogent took

e Turf

operation;

Japanese

to the

visited by

Club

over and

Club

Horse

Occupation;

members

numerous

released for

renamed the

purchase

racing was

the start of

of public

foreign

residential

destination as

d part of

the focus

World War 2,

dignitaries

development

The

the Bukit

for

Singapore

which

Timah

members

Turd Club

includes

1999: Turf

focusing to be

Rubber

and owners

stopped its

Queen

Club was

a family and

Estate

of horses

operations

Elizabeth ll

taken over

lifestyle

and Prince

Singapore

destination

Philip

Agro

only
1947:

Grandstand,

Reopened

Agriculture;

after

Horse racing

extensive

activities

restoration

stopped

Figure 3: Timeline of The Grandstand


1.3.2

Status of Destination

The Grandstand today is also known as the largest lifestyle hub in the Bukit Timah vicinity (Cogent
Land Capital Pte Ltd., 2014). As the destination has been refurbished to accommodate to their
targeted market segment, a few elements that is relatable to the history of the site still exist. For
instance, a statue of a horse is still found at the entrance of the site. Currently, it is a food heaven for
people as it holds many different variety of food and beverage outlets. To provide a way of
accessibility for visitors with no private mode of transport, shuttle buses were also implemented.
Additionally, according to news that have been released by the Urban Redevelopment Authority
(URA), new MRT line Downtown Line Stage 2 which will be opened in the early part of 2016, can
further enhance and elevate the visitors experience to Grandstand.
The destination of The Grandstand will be discussed in the next part of the report.

1.4 Destination Portfolio


A destination portfolio comprises a mixture of attractions, transportation and services that seeks to
build up the brand of a destination (Gibson , 20113). In this part of the report, The Grandstands
destination portfolio will be defined in the aspects of attractions, transportations and services.

1.4.1

Attractions and activities

The Grandstand is well-known for its diverse mix of dining, leisure, retail and enrichment offerings.
There are activities such as go-karting, child centric centres and futsal courts that can also be found
within The Grandstand area. In addition, events such as outdoor movie screening and motor shows
are offered on regular basis.
1.4.2

Transportation

Besides travelling by private transportation which is accommodated by the 3,800 parking lots, The
Grandstand also offers hourly shuttle services from three different locations; Toa Payoh, Botanic
Garden and Clementi, from 11am to 8pm at every one hour interval.
1.4.3

Information Services

The team has observed that Grandstand has only one visitor centre. Given the one million square feet
vicinity, one visitor centre may not be enough to cater to the needs and convenience of the visitors.
Although information brochures are provided, they mainly revolve around the current development
and ongoing promotions. Additionally, even though Grandstand has a website that promotes its
activities, it is not widely publicized and this may affect the growth of visitor.
The report will now look into the preliminary issues and challenges faced by The Grandstand.
1.5 Preliminary Issues
This part of the report identifies the initial issues identified by the consultancy during the several site
visits conducted. (Pictures to include!!!!!)
1.5.1

Accessibility
With The Grandstand situated in Bukit Timah, accessibility becomes a potential issue as
there are limited public transportation in getting there. The team took the shuttle buses
that were provided by Grandstand from three different locations. Though it is supposed to
provide easy accessibility and convenience to visitors, it is not exactly effective as the
services operate only on hourly basis in three different locations of Singapore. The lack of
accessibility would potentially reduce the likelihood of visiting.

1.5.2

Sense of Place
It was also identified that there was an absence of sense of place. This is due to the lack
of aesthetics around the area. In addition, not many were aware of the history of the

1.5.3

destination as not much focus and publicity were put up.


.
Walkability

Directional signage was severely lacking from the first contact point of visitors to the
destination. Throughout the destination, the signage was limited and misleading as
legends used are unclear. This can potentially create frustration for the visitors which can
impact on their overall experience at The Grandstand.
1.6 Rationale for Site Selection
Butlers Tourism Area Life Cycle (TALC) is a model used to discuss on the development and evolution
of tourism destinations in five stages; Exploration, Involvement, Development, Consolidation and
Stagnation (Howie , 2003). It helps to identify the nature of the stage of development of the
destination and manage future pattern of development (Howie , 2003; Russo, 2002).

Figure 4: The Grandstands position in TALC


With the lack of secondary information available, the consultancy could only depend on on-site
observation to discuss about the relevance between The Grandstand and its involvement stage.
Based on the TALC model, The Grandstand has been identified to be in the involvement stage as the
place currently faces an slow yet gradual increase in visitors numbers compared to being in the
exploration stage prior to its revamp. Moreover, an increased business such as F&B and services are
slowly emerging since its revamp under the existing developer. Besides advertising through official
website and Facebook to attract visitors, the destination was not heavily advertised through other
means of advertising (Gupta, 2011).
As it was reopened only in July 2012, the mall is still considered relatively new and may be unfamiliar
to all public. Thus, there are opportunities that are yet to be discovered for future development. With
that, Concept consultancy aims to revamp The Grandstand to a destination where the proposed
strategies will help to improve the site with regards to the issues identified earlier while being
environmentally and socially sustainable.

Therefore, the next part of the report will focus about the research methodology undertaken by the
team to understand more about the destination before proposing strategies.
2. Research Methodology
In order to understand The Grandstands destination management, quantitative and qualitative
research methods were undertaken by the team. The objective of the methodology utilised in this
report is to identify the target market segmentation and the priority issues.
2.1 Quantitative Research
Quantitative research methods encompass on researching methods that involve Concept consultancy
to perform and evaluate the data and statistics attained (Babbie, 2007; Creswell, 2003). Survey
questionnaire was conducted online to review on the stances and opinions of the general public on
The Grandstand. Hence, this provides numerical data enabling statistical comparison and analysis.
2.1.1

Survey Questionnaire

The questionnaire was designed through Google forms which allows for the team to customize and
analyse results accurately. A total of 50 participants, aged between below 18 to 56 and above from
different demographic backgrounds and interests took part in the survey. This grants Concept
consultancy to obtain a reliable source regards on the public attitudes and certain issues of The
Grandstand. Please refer to Appendix II for the comprehensive results. (Refer to appendix)
2.2 Qualitative Research
Qualitative research methods is also adopted to observe social life in particular environment. This
method was done throughout the site visit to The Grandstand. Participant observation was employed
as it enables Concept consultancy to attain a thorough and detailed understandings of the destination
without interference. Observations and interpretations were then recorded and assessed to cultivate
better insights (Anthony, et al. 2009).
2.2.2

On-Site Observations

On site observations were conducted to observe the visitors as well as the existing facilities and
services that can be found in The Grandstand. The site visits were done during the day on separate
timings peak and non-peak period, as well as on weekday and weekends to provide a more
standardized and accurate observations.

The report will now transit to the analysis of The Grandstand.

3. Analysis of The Grandstand

3.1 Environmental Analysis (PEST)


PEST, stands for Political, Economic, Social and Technological, is an analysis which is used to assess
4 external factors in relation to a destinations performance and activities (Karami & Analoui, 2003).
The table below display the secondary findings on The Grandstands external environment.
Political

Economic

Factors

Factors

Singapore is politically stable as there is

Singapore is economically competitive, free

strong

of

support

from

the

Singapore

government for the tourism industry due to

corruption

and

open

for

business

development.
The median monthly household income from

its dependence for economic growth.


The government also focuses on efforts in

strengthening family bonds.


Ministry of Social and Family Development

years.
There is an increase amount of expenditure

(MSF) encourages businesses to adopt

across the various types of housing.

work has increased 15% over the past five

infrastructure and services that caters to


the needs of families.
Socio-Cultural
Factors

Technology
Factors

There is racial cohesion between the major

Singapore is keeping up with the rapid

ethnic groups of Chinese, Malay, Indian

advancement.
Singapore tourism industry has utilised

(URA) has housing development plans for

technology in various aspects.


Technology trends are being incorporated

the area.

for

and Eurasian.
The Urban Redevelopment Authority

increased

efficiency

and

industry

attractiveness especially to the millennial.


Table 2: PEST Analysis of The Grandstand
Singapores political stability plays a substantial role in the success of the tourism sector in Singapore.
With its current relations with MSF, it provides additional opportunity for Grandstand to further develop
into a family oriented destination. This is also in relation to the destinations motto which is to be the
largest family lifestyle destination in Bukit Timah.
With the positive economic conditions as well as the increase in the usage in technologies, The
Grandstand is able to fully leverage on this to reach out to more visitors and the potential future plans
for the destination.
After analysing of the external environment of Grandstand, the team proceed on using SWOT model
to analyse on the internal environment of the destination.

3.2 SWOT Analysis


A SWOT analysis can be used to analyse a destinations strengths, weaknesses, opportunities and
threats so as to come out with effective strategies (Richter & Pahl, 2009). The table below shows the
findings of The Grandstands internal environment.
Internal
Strength

Weaknesses

Factors

Factors

Location: One of Singapores most elite

neighbourhoods Bukit Timah


Physical Resource: 1 million square metres
Diverse businesses within its vicinity
Positioned as Family and Lifestyle
Destination with its tagline Out of town,

into life.
Rich historical background on horse racing

Poor accessibility
Limited number of recreational activities
Inadequate information and signage
Insufficient effort to deliver the historic

value of Grandstand
Diminishing sense of place
Poor marketing effort

External
Opportunities
Factors

Threats
Factors

Appropriate and comprehensive policies


Promotion and marketing strategies
The extension of the downtown line stage

Changes in rules and regulations


Inadequate financial support

2 with Sixth Avenue Station being the

nearest MRT
URAs housing development plans within

its vicinity
Possible funding from the government with
its continue efforts in tourism development

and family orientated related plans


Developing The Grandstand as a historical
attraction in the future
Table 3: SWOT Analysis of The Grandstand

Strengths that were identified for The Grandstand includes being one of Singapores most elite
neighbourhood with a physical land of 1 million square feet. With Grandstands rich historical
background, it can be fully utilized for potential development and business opportunities. However,
issues such as the absence of sense of place and other weaknesses needs to be addressed as not
many are aware of the background of the destination.

Opportunities are available for Grandstand in order to increase the awareness of the destination. This
can be done via heavy promotional and marketing strategies. With the upcoming MRT station, it could
also be seen as a potential reason for visitors to visit The Grandstand. By combining the strengths
and the opportunities, it can help to create the value and attractiveness of the Grandstand as a
potential tourism destination.
The next section will then be analysing on the target market segmentation so as to understand the
targeted markets expectations and demands.

3.3 Market Segment Analysis


According to Baker (2015), visitors are encouraged to go to places that are away from the hustle and
bustle of urban Singapore. The Grandstand, with a motto of Out of City, into Life, has existing
activities catering to families living in the estate and these activities include go-karting, soccer and
occasional events.
The target market identified is families as they are mostly from Y Generation and Millennials, aged 18
to 35. With reference to Department of Statistics Singapore (2014), there has been an increase in
median monthly household income for the past five years. With the increase of income, expenditure
across the various types of housing has also increased. This overall increase of income and
expenditure will be at The Grandstands advantage as Generation Y and Millennials would be more
willing to spend on recreational activities and enjoyment at the destination.
The Travel Career Ladder (TCL) by Pearce (1993), depicted below implies that accumulated travel
experiences and/or life spans do affect the pattern of travel motives of travellers through five different
level of needs and motives (Pearce & Lee, 2005).

Figure: Pearces travel career ladder model

As Grandstand is a destination that focus primarily on families bonding, the destinations market
segment should therefore focus on visitors with needs at the third level of building and extending of
relationships in relation to the Pearces level.
3.4 Impact Analysis
Impact analysis cogitates and measures the effects and consequences caused by the changes on a
destination that correlating to the triple bottom line. It is essential to be responsive the change in the
tourism sector and take action by evaluating its opportunity cost over its benefits. Hence, a more
sustainable tourism can be obtained when these aspects are identified and managed effectively
(Howie 2010). Both positive and negative impacts of The Grandstand are tabulated in the table below.
Environmental Impact
Positive

Introduction

of

impending

Negative
sustainable

Building of infrastructure on a vacant land

developments into The Grandstand.

may increase pollution caused by increased

Re-establishing and retaining the rich

visitor numbers.

historical background of The Grandstand.

Increased in environmental degradation soil


erosion, littering, intruding of restricted areas.

Deterioration

in

the

condition

of

The

Grandstand due to the increase in visitor


numbers.
Socio-cultural Impact

Positive
Creates employment opportunities for the

locals.

Negative
Loss of existing tranquillity of The Grandstand
with increased number of visitors.

Enhance the sense of place of The


Grandstand through the exploitation of its
rich history.

Economic Impact
Positive
Negative
Increased in income flow within The The over-reliance on the few development
Grandstand with the increased in visitors.

plans

may

be

affected

by

unforeseen

circumstances such as weather conditions


and diseases especially where activities are
held outdoors and asepsis is concerned.
Psychological Impact
Negative
Intend therapeutic and healing experience is

Positive
Family friendly destination

Gaining new learning, healing, therapeutic

affected

experience

numbers

within

the

increased

Table: Positive and Negative impacts of the triple bottom line


3.5 Analysis of Survey Findings and Analysis

in

visitor

The survey was carried out with a sample size of 50 participants. It was done online and offline where
the team of consultants went to The Grandstand to obtain a range of response from the visitors. With
a wider range of response, this will also provide a relevant and more accurate results.
3.5.1

Respondents Profile

From the survey, the team calculated that the majority of the respondents aged between 26 to 35
years old, comes to Grandstand with their family members (75%). Additionally, it can be understood
that this destination is mainly patronized as part of their family activities since 62% of the respondents
are married with kids. Therefore, it can be concluded that the main targeted market that Grandstand
caters to are families.

3.5.2

Visitors Perceptions and Opinions of Grandstand

The results of the survey tabulated a high percentage of respondents (62%) that have not heard of
The Grandstand and this could be due to the lack of promotions that were done to attract the attention
of the visitors. Furthermore, it was later found that majority of the respondents became only aware of
this destination through word-of-mouth.

It was also tabulated that the main reason for visitors to patronize the site is mainly due to dining (%).
After introducing a few strategies that may be implemented such as horse and pony riding and a few
family bonding activities, we notice that people were more willing to travel down and may increase
their frequency of visit (90%). This indicates that there is a lack of recreational activities despite the
existing activities provided by the destination. It could be further interpreted that the main target
market mainly sought for activities that can develop and grow relationships with each other which also
meet the motto of the site which is to be a family oriented destination.
According to the survey results, only 37% of the respondents were aware of the history behind The
Grandstand as a destination. The lack of knowledge of this site also create a need to educate the
visitors of the background history. The team noticed that the issues that was identified was echoed by
the respondents as well.
Hence, it is essential for Concept consultancy to identify and establish more activities as part of our
strategies to encourage the rise in percentage of the respondents.
4. Literature review
Literature review is a systematic method for identifying, evaluating and synthesising the existing body
recorded work produced by researches, scholars and practitioners (Andrew, Booth, Papaioannou, &
Anthea, 2012). Concept consultancy has read up a range of literature review so as to have an insight
on the different relevant theories with regards to the project. Andrew, Booth, Papaioannou and Anthea
(2012) also mentioned that literature review helps to draw out the best decision plan. Through the

evaluation of literature review, a systematic approach can be adopted in formulating and implementing
a strategic plan to our DM. Several readings were done on the aspects of sense of place, walkability
and the different types of management in relation to horse ranches and horse riding activities in a
destination.
4.1 Destination Management
DM has a key role in addressing the many issues that arise in contemporary tourism (Howie,
Managing the Tourist Destination, 2003). It is to manage challenges in a destination and serve the
wide array of needs of tourists and both the businesses and residential community through the
incorporation of the destinations resources, attractions and stakeholders. It is also believed that
DM has been used as a platform in achieving constant advancement within the tourism industry
(Morrison, 2013).
Destinations are fragile and thus, any poor judgement of management would cause an undesired
impact on them. Hence it is then important to ensure sustainability within a destination in different
dimensions (Ritchie & Crouch, 2003).
4.2 Environmental Management
Ranches that are specifically designed for horses must include several facilities which include
fences and pastures, barn, arenas and many more. Horse keeping requires resources and energy
inputs and if these are not properly managed, they will leave on undesirable environmental
impacts such as soil and land erosion (Shere, 2012).
Cook (2009) mentioned that it is essential to first review the qualities of construction so as to
attain the viability of reducing, reusing and recycling. For example, one of the greener ways to
build a barn is through the use of bamboo as it is a fast growing renewable plant that is also more
sturdy than wood (Nelson, 2012). This way, the longevity of the solid construction would also be
ensured, contributing to long term sustainability.
Horse riding can also impact routes when their hooves dislodge wet soil expanding muddy areas
(Cloyed & Buonaiuto-Cloyed, 2007). With high level of riding activities, the sediments churned up
will result in road deterioration. In order to mitigate such impacts on the land, it is important to
have a designated route for the horses to walk and gallop on.
4.3 Visitor Management
According to Hu and Wall (2005), a visitor attraction can be either a manmade or natural
permanent resource that serves to attract visitors. It has to be able to attract local residents apart
from tourists. As visitor attractions usually standalone, there will be a lack of guidance for visitors
who are new to the destination. Communication between the attraction and potential visitors is
important because most decisions would be made before the actual visit to the destination
(Leask, 2010).

Besides that, the category of the ownership of the destination is noteworthy as the management
style and practices of the location will be affected (Fyall, Garrod, & Leask, 2002). With reference
to Leask (2010), challenges affecting the management of visitor attractions include the limited and
inefficient management and staff skills, lack of acknowledgement of relevance of intangible
services and increasing expectations for products and services delivered.

4.4 Site Management


Site management seeks to control the impact of visitors through actions at sites where use is
occurring. It includes the design and management of tourism infrastructure and facilities such as
roads, walk trails and day-use areas (Hall, Gossling, & Cott, 2015). It relies on locating and
directing visitor activity to the more resilient parts of the landscape, as well as designing and
managing sites and facilities to minimise visitor impact (Newsome, Moore, & Dowling, 2002). To
achieve a destination with an emphasis on sustainability, it must be combined with carefully
crafted development policies and guidelines.
4.5 Sense of place
Eyles and Williams (2008) highlights that spirit of place which is the precursor to sense of place
has inherent properties which give a place an identity that is perceived by people. This sense of
place would usually highlight a wide range of discipline that includes both the tangible and
intangible assets of a destination which connects people to it.
Frumkin (2010) mentions that sense of place has a potential in bringing benefits to the well-being
of people in various aspects and hence it is important to design it for it has a public value. This is
important to look at as variables added by the people will have an influence on the sense of place.
Additionally, Schneider (2000) identified that through the reclamation of sense of place that is
frequently done using the history of a destination, a deeper respect toward land would be instilled
in people and thus repairing some of the accrued environmental damage.
Having identified the role and significance of sense of place, another crucial aspect of a
destination to look at will be walkability.
4.6 Walkability
Walkability means journey on foot that is made through the development of a network of streets,
creating pleasant and safe routes for walkers (Gauzin-Mller, 2002). The overall development of
walkability can affect the overall experience and satisfaction level of visitors as the factors impact
on the way visitors adapt and respond to destination. According to Sandt (2011), most visitors
expect walking condition to be safe with continuous facilities where there are no abrupt changes
and provides convenience through signs that designate pedestrian route which require little
language skills to denote.

Walkability should be a magnet for visitors to experience places. Destinations would attract more
visitors when visitors can effortlessly absorb and experience the multifunctional entities on foot in
spaces within it. Attachment to destination can also be formed when visitors' experience on
walkability are enhanced through the use of visual interest (Ujang & Muslim, 2014). Thus, the
quality of experience on walkability has a direct impact on the degree of attachment a visitor has
to a destination.
It is therefore important for destination to improvise walkability so as to attain a sense of
attachment in the mind of visitors. In order to enhance walkability, street furniture and signage
control are used to increase visitors' overall satisfaction in a destination.
4.7 Street Furniture
Elements of street furniture create a sense of place and identity is properly integrated in the
design of the public area. Street furniture can be used to make a area more aesthetically
appealing. Furniture used should not cause harm to pedestrians. If it is used along a walking
area, it should be aligned to provide walkers with safety and convenience (Gupta & Bhatti , 2015).
One aspect of street furniture to consider the use of lighting where it emphasizes on illuminating
the environment to anticipate and respond to the needs of users at the destination. Aesthetically
speaking, site lighting can add colour and vibrancy to an area. However, it's primary reason is to
provide safety and security to visitors along destination.
4.8 Signage Control
Signage of a destination plays a vital role in guiding visitors to different areas of the destination
and seek to make the job of tour guides, in-site staff and operators simpler (Weaver , 2013).
Signage has many functions they add interest and character to buildings. A signage have to be
compatible with the streetscape and the character of the destination as they are an intrinsic part
of the identity and attractiveness of the site. Carefully positioned, it should be clear and easy to
read. However, too much or inappropriate signage can compromise the character and visitors
perception of the destination setting and make it less visitor friendly.
The next section will establish The Grandstands key priority issues
5. Priority Issues
Following in-depth research, site observations and the execution of surveys, concept consultancy has
identified a few issues that may be viewed as priority issues which require strategies to enhance the
sustainable management of The Grandstand.

Figure: The Grandstands priority list analysis


The priority analysis model makes up of fundamental issues that act as a restrain for visitation that
reflects on the sustainability of The Grandstand. Additionally, the analysis figure also illustrate issues
based on its importance and urgency that requires attention in order to improve on visitor satisfaction
(Prideaux, 2009).
The team has acknowledged that key issues that is classified under, high importance and urgent will
be prioritised - loss of sense of place, a focus to improve on the lack of recreational activities available
for family bonding and the issue of walkability of The Grandstand as a destination.
5.1 Sense of Place

During the site visits to The Grandstand, it was identified that there was an absence of its sense of
place. While a statue of a horse is found at the entrance of Grandstand, many of other components
were directed towards economic benefits as objective is to recoup their investment in a shorter time
possible (Koh , 2015). Seeing that overall aesthetics of a destination are significant in influencing the
destinations ambience, it poses a potential issue of loss of identity for The Grandstand. Furthermore,
conferring to the survey, not many were aware of the history of the destination.
5.2 Lack of Recreational Activities

Another possible factor that affect the visitors growth rate in The Grandstand is the lack of
recreational activities. Though there are several recreational activities available like gymnastics and
yoga studio, they are mainly catered specifically to either adults or children. Hence, it is difficult to
capture the targeted market which is the families as such activities poses a lack of opportunity for
families to bond. Additionally, most of the recreational activities are held indoor and has no linkage
with the background of The Grandstand which contribute to the loss of sense of place. One will not be

able to make sense of the history of The Grandstand if it is not communicated to visitors due to lack of
informative sources and recreational activities.
5.3 Walkability

Walkability is also an issue that is apparent in The Grandstand. Walkability is one of the key concept
used in sustainable urban strategy that represent the physical attributes of the place that influence
individuals motivation and behaviour.
5.3.1

Insufficient directional signage in and within the destination

Through site visits and survey, it was observed that minimal directional signage and legends were
found around the destination. Signage is necessary within a destination as it plays an important role in
guidance and directing any visitor. Unfortunately, at The Grandstand, signage were limited and the
legends used are unclear, limited and can be misleading. Although the management of The
Grandstand has provided a brief details about the destination on their website and even printed out a
few brochures for visitors, without providing a distinct directives, it can actually put off visitors from
visiting The Grandstand due to the inconvenience of navigating in the destination.
5.3.2

Pedestrianisation and street lighting

The team also observed that the roads and pavements in The Grandstand are in poor condition which
can contribute to poor road safety for pedestrians and drivers. Therefore, there is a need for the area
from the first visitor contact point to the proposed location to have roads that are safe for people to
walk. Additionally, visitors also face with great inconvenience when they visit The Grandstand after
dark due to the poor site lighting in and about the destination. These observations can be seen in the
pictures below.
After analysing the priority issues, the team has come up with a few proposed strategies that can be
implemented to enhance and improve The Grandstand as a destination.
6. Proposed Strategies
The following proposed strategies are separated into 3 segments instilling a sense of place,
enhancing walkability issues and improving on the existing recreational activities.
6.1 Project Objectives
The project objective for Concept Consultancy for The Grandstand is to increase the growth
of visitor level by enhancing their experiential quality. This will be achieved through the
implementation of various strategies.
Concept Consultancys vision and mission for The Grandstand is mentioned below.

6.1.1

Mission of Grandstand

To improve the overall experience for visitors by implementing sustainable measures while promoting
its past history to the visitors.
6.1.2

Vision of Grandstand

To create a quality experience that is immersed with Grandstand's rich horse history and to
continuously present new happenings to bring about a stronger customer base made up of families.
This report will now transit into the strategies recommended by Concept Consultancy.

6.2 Recreational Activities


6.2.1

Horse riding and Family Bonding activities (pictures)

Leveraging on the historical values of The Grandstand, horse riding is proposed as one
of the recreational activities to portray the images of the destination back in the 1930s.
This activity does not only allow visitors to have their first-hand experiences on the
horse which relate them to the historical values but also helps to enhance the identity of
the place. One consideration to be taken alongside horse riding activity is the safety
measures that visitors have to adhere to, which includes the wearing of appropriate
gears and the instructions given by handlers leading the ride.
With the increase of infrastructure to accommodate the unique experience at The
Grandstand where horse riding becomes the main focus, it is vital for The Grandstand
to become eco-friendly and be wary about the several environmental issues caused by
the new built-in infrastructure.
Horse keeping requires resources and energy inputs and if these are not properly
managed, undesirable environmental impacts will be left behind. Hence, it is vital for the
management to implement strategies to mitigate the impact. Strategies involved have to
be targeting at several aspects of the environment and these include the land, soil and
air pollution.
For long term sustainability, it is important to have constant evaluation of environmental
performance and the effectiveness on strategies used with regards to environmental
benefits (OECD, 2012). Therefore, on top of the activity, the team also propose for The
Grandstand to incorporate various environmental management strategies to sustain the
horses and the infrastructure needed.

(a) Construction Materials (Pictures of bamboo stables)


Materials that are chosen for construction should greatly attain the concept of the 3Rs
(reduce, reuse and recycle). With regards to this activity, the team adopt the idea of Go
Green strategy. Several factors need to be considered before choosing the type of materials
for construction with relation of how the materials are produced, disposed and whether or not
they are renewable. For example, bamboo will be used to build the barn as it is fast growing
renewable plant and more sturdy than wood. This way, the longevity of solid construction
would ensure higher sustainability as well.
(b) Horse Riding Routes (Pictures of designated horse route)
In order to avoid the expansion of soil caused by the horses hooves and to reduce sediments
that cause road deterioration, it is important for The Grandstand to have a designated route to
accommodate these horse riding activities. Therefore, as can be seen in the figure below, the
team has design a route that will be used mainly for the rides.
(c) Waste Management
Animals waste has been proven to be one of the biggest contributors to carbon emission
hence it becomes upmost important to manage them. Instead of burning this manure which
emits carbon into the environment, the team includes the proposal for The Grandstand to
implement a complete manure management strategy where manure is recycled and
contributed as fertilisers for the plants.

6.3 Instilling a Sense of Place


6.3.1

Unique Selling Point

The Grandstand is a one stop family destination that currently fulfils the various needs of
the targeted market which includes dining, shopping and educational and recreational
services. Additionally, it is also a destination that is rich in their historical background. As
mentioned above, survey results tabulated that only 37% of the respondents are aware of
the history of the place. Majority of the respondents only come to Grandstand mainly for
dining, shopping or recreational activities which are of no relevance to its rich historical
background. Therefore, it can be interpreted that The Grandstands strengths are not fully
leveraged on.
6.3.2

Street Furniture

Aesthetic improvements are proposed to be done so as to create the identity of the site.
Street furniture such as benches and tables that have linkage to the destination can be
socially significant as they give the destination a more comforting and draw people in
together.

Hence, the proposed strategy would be for The Grandstand to take great notice of the
placement of street furniture which can heighten the character and simultaneously
enhance the visual aspects of the site. In addition, The Grandstand can opt for recycled
street furniture in order to create its identity of being a sustainable destination. This can
be seen in Figure (). This strategy would therefore instil a sense of place in The
Grandstand.
6.3.3

Thematic Caf

Another strategy would be the presence of a Horse theme caf in The Grandstand which
deliver a rustic western (cowboy) dcor and themed menu offerings. The reason for this
proposed strategy is not only to increase the sense of place but also delivers an idyllic
setting for an experience that gratifies the senses, along with the fine service provided by
the cafe staff to fulfil the customers expectations.
In our attempts to revive the rich horse racing history of The Grandstand, a themed caf
by the name of Riding Town caf will be constructed. As part of instilling the sense of
place, furniture such as horse back seats and the dressing of servers will be in relation
to the theme (Figure). Taking into consideration of sustainable measures, eco-friendly
glass which will help to reduce the cafs dependence on electricity will be implemented.
Interactive boards will also be available in the theme caf for dual purposes - to provide
information on the background of the destination and also as a method of ordering
(Figure). Additionally, television would be implemented to show short clips relating to the
history of The Grandstand. Throughout their experience in the caf, customers will
simultaneously educated on the benefits along with the steps for waste sorting from
composite, trash to recyclables (Figure).
With the increase of the sense of place and recreational activities, visitors are bound to increase at
The Grandstand. Hence, it will be essential to provide guidance to visitors who are new to the
destination to ensure effective communication between the destination and visitors (Hu & Wall, 2005).
Effective visitor management is done when the management team handles visitors and visitation flow
efficiently. Therefore, it is proposed for The Grandstand to implement various visitor management
strategies concurrently so as to complement the various proposed strategies (Weaver, 2006).

(a) Carrying capacity


As our proposed activities are being held on 2 soccer field, we may need to limit the number
of users to various activities so as to prevent overcrowding. This can be achieved by having
fixed carrying capacity through the use of advanced booking for activities.
(b) User Fees
Additionally, a way to properly manage the number of visitors around the destination, we can
implement the usage of user fees. The fees collected from the selected activities can impose
different rates during the peak and non-peak hours to fluctuate the amount of users at The
Grandstand.
(c) Litter bins (pictures)
To avoid unnecessary littering and trampling of places, the team also propose the strategy of
having more trash bins at appropriate places where they are highly visible and accessible.
With the reduction of visible waste items, visitors quality of experience can also be improved.
For greater sustainability, clearly labelled recycle bins should be placed. Additionally, litter bins
can also be decorated in a way that is in relation to the theme as seen in the figure below. In a
way, it can also attribute to the sense of place.
6.4 Walkability
6.4.1

Signage

Signage of a destination plays a vital role in guiding visitors to different areas of the
destination. The implementation of proper-positioned directional signage at The
Grandstand can provide greater convenience with easier navigation thus creating a
positive experience for visitors.
Given that the destination only has limited signage with legends thats unclear and
misleading, it makes it troublesome for the visitors to move around. Therefore, the team
has designed an enhanced signage that provides clear directory purpose that is
designed with the historical theme in mind (Pictures). Additionally, the team has also
proposed to include sensory boards around The Grandstand to further aid visitors on
the directions (Pictures).
6.4.2

Pedestrianisation and lighting

Pedestrianisation refer to the restrictions of vehicle access to a particular area in order


to allow exclusive use of pedestrians (Muller, 2002). In order to manage the road safety
in The Grandstand, the team has proposed to pedestrianize some of the road to
enhance on the security and safety of the visitors. Additionally, pavements should be in
safe condition and continuous route where it is clear of obstructive objects and abrupt
changes. This can be seen in the figure below.

Site lighting emphasize on illuminating the environment to anticipate and respond to the
needs of users at the destination. The presence of lightings are important especially
when it comes to the safety of the visitors. Therefore, the team proposed more
implementation of site lightings from the first contact point of visitors to our proposed
location (Picture).
7. Challenges and Limitations
7.1 Challenges
7.1.1

Resource
We may face strong competition from other development plans when resources are in
question. Resources in terms of capital, manpower and time are limited and may not be
shared amongst the development plans. Thus, the realization of the plan may take a
longer time to complete.

7.1.2

Government
One of the proposed plans is to convert the plot of land where the two soccer fields are
currently into a horse riding arena, accompanied with family bonding activities and a
thematic themed caf. Challenges faced while building this will be attaining the approval
from relevant government authorities. As Cogents lease ends in three years, the
governments future plan for the destination is unclear at this moment.

Therefore,

communicating and working closely with them will have to be planned out to ensure
successful implementation of the plan.
7.2 Limitations
7.2.1

Time
A fixed time frame of 13 weeks were set for this project, hence the team could only
concentrate on a few issues that were present in Grandstand. The team hopes that the
plans proposed in this report will act as a stepping stone for future developments in
Grandstand.

7.2.2

Information
Due to the short time frame, research and data collated were limited to electronic
resources and relevant books on horse riding. Thus, primary research was compromised
and could be further improved if more time was given. Additionally, the team faced
challenges in assessing certain data that may be important for the planning.

Conclusion
With the aim of instigating various methods of sustainability to develop The Grandstand into a site of
alternative destination and spur business opportunities for the local tourism sector, this report studies
The Grandstand in depth and applies concepts from Destination Management to a specific
destination. Besides, it uses the techniques of project management to develop and execute a tourism
strategic planning and management project.
Background research has been done using primary and secondary research methods such as
conducting of surveys and site visits. Through these surveys and on-site observations, problems that
were faced by The Grandstand include a lack of sense of place, walkability, lack of recreational
activities and inadequate marketing.
Concept Consultancy has come up with the following ideas to counter these issues; implementation of
horse and pony riding activities and a themed caf to inculcate a sense of place in The Grandstand,
as well as improve the walkability of the destination through installation of road directories.
The team is confident that the strategies proposed will aid in improving qualities of the Grandstand,
making it a sustainable alternative destination for family bonding and enrichment.