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1. Introduction Deep-sea passenger transportation are amongst the fastest evolving and growing industries in the hospitality sector(Wie, 2004, Douglas et al., 2010). As such, there underscores the need for plan development to guarantee the long-term achievement of firms within this business. This report would focus on Royal Caribbean International's operations in Singapore, and examine it based on its internal and external environments, while finishing with a recommendation of plans that could be adopted as a member of the organization's long-term strategic trajectory. Founded in 1968, the company is part of this Royal Caribbean Cruises Ltd. that provides one-stop vacation services that includes hotel, dining and entertainment. Additionally, land tours, stopovers and airport transfer services have also been offered lately to maximize the customer experience(Royal Caribbean International, n.d.). 2. External Analysis 2.1 PESTLE Evaluation Various academics have highlighted the crucial role that the PESTLE frame plays in aiding organizations to test its outside surroundings(Johnson et al., 2012; Senior and Swailes, 2010; Gomez-Mejia and Balkin, 2011). Political: Due to the welcoming attitude maintained towards foreign firms, low levels of corruption, stable political climate, and good relations with neighboring countries (MarketLine, 2013), there is not much political risk faced in Singapore. Market: Singapore's economy is relatively stable and growing, albeit being slightly affected by international economic woes. As a whole, there are reduced levels of unemployment and GDP per capita is high(Worldbank,2013), thus implying more disposable income which nationals have to invest. However, spurred on by soaring.