how long have you lived and worked in Chinatown?

I was born and raised in Chinatown. I had lived with my parents at our original shop at No. 67, Pagoda Street until I got married and moved out when I was about 30 years old.

how has the Chinatown community identity evolved over your lifetime, and what key historical events shaped it? How has the area changed in the time you have been here?

Two major events brought about significant changes to Chinatown. One was the implementation of the Controlled Rent (Special Provisions) (Amendments) Act 1989, which led to the recovery of all rent-controlled premises by their owners from rent-controlled tenants. The occupiers and statutory tenants were given some compensation for relinquishing their properties. At that time, Chinatown encompassed a large area of pre-war rent-controlled shophouses. Nearly all the reclaimed properties underwent extensive conservation and renovation. A portion of the recovered properties were sold to new investors. Consequently, these restored properties also acquired new tenants who paid market rents. Many of these premises were repurposed with retail usage on the ground floor and office use on the upper levels, whereas some were converted into hotels.

In October 1983, all the street hawkers in Chinatown were relocated to Kreta Ayer Complex, which is now known as Chinatown Complex. It housed more than 300 former street hawkers from Chinatown.

These two historical events led to the following major changes :

All the shophouses were restored and were no longer dingy fire-traps. The streets were cleared of all street hawkers, making them much cleaner and brighter. Chinatown shophouses became unaffordable to many residents due to rising rents.

As a consequence, Chinatown lost its hustle and bustle – some say its soul. It became deserted after 10 pm when most shops closed and office workers left for home.

how do you maintain relationships with the local community today, especially as the neighbourhood evolves?

Regrettably, many long-standing ties built up over the decades were lost as many neighbours were relocated out of Chinatown or passed away due to old age.

One way to maintain relationships is by joining the Chinatown Business Association, especially for those who still have businesses in Chinatown. Some participate in activities organised by the community centre; some maintain loose informal ties by visiting Chinatown as often as they can to meet up with old friends and neighbours.

Chinatown has seen shifts in its resident demographics, have you noticed changes in demand for specific products like your Red Flower Oil or Crocodile Oil and how have you adapted your operations?

In light of the shifts highlighted, we had to make a few changes. To meet the demands of the younger customer base, more cosmetic-related products with lighter and more pleasant fragrances have been introduced. As for Crocodile Oil, while the demand for it in the treatment of eczema remains high, more and more are buying it as a beauty treatment. Red Flower Oil is a traditional product that still enjoys good demand, though it has been gradually reducing over the years.

Social media platforms such as Facebook, Instagram, and TikTok have been adopted to reach younger customers. We also set up our own website where customers can buy online.

As more Mandarin-speaking customers from China visit, Mandarin has become the default language of communication instead of Cantonese.

All payment methods, such as credit cards, WeChat, and AliPay, were made available to serve customers. 

what unique traditions or practices in Chinatown do you believe are most critical to preserve, and why?

Singapore is a hub for medicated oil and balm. While it may not be as ‘highbrow and sexy’ as finance, banking and IT, Singapore’s legacy and heritage as a medicated oil and balm hub cannot be replicated by other countries. Thus this legacy and heritage offer an economic comparative advantage that is critical to Singapore’s tourism and economy.

as the clientele changed, probably showing less familiarity with your products’ background, have you felt the need to change how you explain them to clients?

In the past, customers learned how to use our products from their parents or grandparents. Now, we use video clips and other promotional materials to educate customers about the various uses and benefits of our products.

your business has expanded to outlets such as Changi Airport and pharmacies like Guardian. Was this expansion driven by changes in Chinatown’s customer base or the economic environment?

Expansion into Changi airport pharmacies was largely driven by economic environment. About seven years ago, we were approached by airport pharmacies that wanted to carry our range of products as many tourists wanted to buy our products before flying off.

with increasing competition from other medicated oil brands and changing consumer preferences, what resources or partnerships would help Chop Wah On stay competitive?

Two key opportunities would be a dream come true if realised.

One or more of our political leaders ,preferably a Minister, could set an example by using one or more of our products as gifts to visiting dignitaries. This would encourage Singapore’s corporate leaders to follow suit. Such a gesture would mark the start of a gifting culture centered around made-in-Singapore products. It would open the flood gates for all made-in-Singapore products to be used as gift items.

Singapore should negotiate with China and ASEAN countries to allow free movement of medicated oils and balms without restrictions requiring GMP (Good Manufacturing Practice) certificate.

what do you think would be necessary to concretely bring back the vibrancy of the neighbourhood?

Any serious attempt to bring back vitality to Chinatown must start by addressing the root causes of its current stagnation. A thorough SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis is essential, especially considering the prevailing real estate climate.

I believe two critical issues stand out.

Sky-high rental costs – and, even more importantly, ever-increasing lease renewal rates – are the main barriers for aspiring entrepreneurs. These make long-term business sustainability nearly impossible.

The ‘Shenton Way After Dark’ Syndrome  Chinatown faces a problem similar to business districts like Shenton Way or Raffles Place – areas that become quiet after office hours and on weekends. This has led to a drop in both foot traffic and cultural participation. Focused studies are needed to find solutions for this structural imbalance.

there have been several attempts to revitalize some streets in Chinatown, as Smith Street, for example,what is your view on these efforts?

I have been witnessing to different attempt to revitalize the area and, in particular, Smith Street.

Traditional Trade Initiative. Initially, the authorities pledged to preserve Smith Street’s character by maintaining its shops for ‘traditional trades’. This approach lasted about ten years. Unfortunately, it was later abandoned. Lease extensions for these shops were denied, reportedly due to a proposal from the Singapore Tourism Board (STB) to introduce the ‘Food Street’ concept.

Food Street Experiment. The Food Street concept was implemented but ultimately failed to meet expectations. It did not generate lasting vibrancy or preserve cultural identity for the area.

Smith Street Master Lease Proposal. Subsequently, the Singapore Land Authority (SLA) and the Singapore Tourism Board (STB) introduced the Smith Street Master Lease Proposal. In response, I wrote to both agencies – having sent a copy to Mrs. Josephine Teo, then-Member of Parliament for Jalan Besar – urging that the upper floors of the Smith Street shophouses be reserved for residential use. The letter, titled ‘A Second Chance to Regain the Soul of Chinatown’ received no reply.

do you think younger generations are interested in engaging in business in Chinatown? What tools or initiatives could attract new energy to the effort of preserving and innovating the area?

While deeper studies and long-term solutions are underway, several immediate steps can help rekindle Chinatown’s vibrancy:

Two-Envelope Proposal System for Government-Controlled Retail Spaces
Government-controlled retail spaces should be leased using a two-envelope proposal system, where proof of concept and community benefit take precedence over the highest bid. Crucially, successful tenants must be assured long-term security of tenure.

Incentives to Encourage After-Hours and Weekend Visits
To attract visitors to Chinatown after office hours and on weekends – especially those working in the CBD and nearby areas – free off-street parking should be offered in government- and HDB-owned carparks, as well as on key roads such as South Bridge Road, New Bridge Road, and Eu Tong Sen Street.

This would help generate a people-draw-people effect: a virtuous cycle of activity, entrepreneurship, and footfall that builds momentum over time. Once this base is established, even more innovative initiatives can be explored.

as Chinatown continues to modernise, how do you plan to organise your activities? what kind of skills/support do you think you will be needed to sustain its legacy and foster growth?

Like most businesses in Singapore, the shortage of manpower is a major problem. Ideally, the additional manpower should be able to speak Mandarin, Chinese dialects, and English. Most important of all, they must share a similar vision to sustain the our legacy.

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