2021 HKDSE Tourism and Hospitality Studies Answers & Marking Scheme

According to Plog's model, psychocentric (or dependable) tourists prefer familiar environments, low-risk activities, and well-developed destinations with pre-packaged services.

Award 1 mark for the correct option (B). No marks for incorrect options.

Perishability means that services cannot be stored, saved, or resold for future use once the opportunity has passed.

Award 1 mark for the correct option (C). No marks for incorrect options.

The time difference between Tokyo and Los Angeles is 17 hours (Tokyo is ahead). Departure time in Tokyo: Mon 10:00 AM. Departure time in Los Angeles: Mon 10:00 AM - 17 hours = Sun 5:00 PM. Arrival time (after 10 hours flight): Sun 5:00 PM + 10 hours = Mon 3:00 AM.

Award 1 mark for the correct option (A). No marks for incorrect options.

RevPAR can be calculated as: Total Room Revenue / Total Available Rooms = \$18,000 / 200 = \$90.

Award 1 mark for the correct option (A). No marks for incorrect options.

The commissary food service system (or central kitchen system) centralizes food procurement and production, then distributes the prepared food to remote service areas.

Award 1 mark for the correct option (B). No marks for incorrect options.

The HKTB is a government-subvented body responsible for marketing and promoting Hong Kong globally as a travel destination, while regulation of the trade is under the Travel Industry Authority (TIA).

Award 1 mark for the correct option (C). No marks for incorrect options.

Incentive travel consists of travel programs designed by businesses to motivate and reward employees for achieving specific performance goals.

Award 1 mark for the correct option (B). No marks for incorrect options.

Involving local residents in tourism operations, respecting their heritage, and purchasing from local producers support the socio-cultural fabric and economy of the destination, avoiding negative impacts like displacement or commercialization.

Award 1 mark for the correct option (B). No marks for incorrect options.

In service recovery, the first crucial step is to listen actively and show empathy to defuse the customer's anger and understand their perspective before offering solutions or explanations.

Award 1 mark for the correct option (B). No marks for incorrect options.

Boutique hotels are characterized by their intimate size (usually fewer than 100 rooms), unique design, local character, and personalized customer services, distinct from standardized chain hotels.

Award 1 mark for the correct option (D). No marks for incorrect options.

Push factors are internal motivations that drive a person to travel (e.g., escape from daily stress, desire for relaxation). Pull factors are external attractions or attributes of a destination that draw visitors to a specific place (e.g., beautiful scenery, friendly climate, cheap travel cost). Hence, option B is a push factor, while others are pull factors.

Award 1 mark for the correct answer (B). No marks for other choices.

Step 1: Convert Hong Kong departure time to London time. London is 8 hours behind Hong Kong (UTC+8 to UTC+0). 23:00 on Oct 10 minus 8 hours = 15:00 on Oct 10. Step 2: Add flight duration. 15:00 on Oct 10 + 13 hours = 28:00 on Oct 10, which is 04:00 on October 11.

Award 1 mark for the correct answer (A). No marks for other choices.

The Revenue Management Department is responsible for analyzing demand, predicting occupancy, and dynamically setting room rates to maximize room revenue (RevPAR). Front Office focuses on guest services, Housekeeping on cleaning rooms, and Sales & Marketing on promotion.

Award 1 mark for the correct answer (B). No marks for other choices.

The commissary food production system (or centralized kitchen system) features centralized food procurement and production in a primary facility, followed by distribution to separate satellite locations for final heating and service.

Award 1 mark for the correct answer (B). No marks for other choices.

Reliability is defined as the ability to perform the promised service dependably and accurately. Doing the job right the first time and error-free booking/check-in represent this dimension.

Award 1 mark for the correct answer (B). No marks for other choices.

In handling customer complaints (such as the L-A-S-T method: Listen, Apologize, Solve, Thank), the first and most critical step is to actively listen without interrupting. This allows the customer to express their feelings and helps the service provider understand the core issue before proposing solutions.

Award 1 mark for the correct answer (B). No marks for other choices.

The Hong Kong Tourism Board (HKTB) is a government-subvented body responsible for marketing and promoting Hong Kong as a destination worldwide. The Tourism Commission coordinates tourism policies, the TIA is the regulatory body, and the TIC assists in self-regulation and industry-specific matters.

Award 1 mark for the correct answer (C). No marks for other choices.

Incentive tourism is a travel reward given by companies to employees to motivate them or reward excellent performance. Therefore, this reward trip is classified under the 'Incentive' sector of MICE.

Award 1 mark for the correct answer (B). No marks for other choices.

Carrying capacity refers to the maximum level of visitor use an area can accommodate without unacceptable deterioration of resources or reduction in visitor satisfaction. Capping visitor numbers is a tool used to manage carrying capacity.

Award 1 mark for the correct answer (B). No marks for other choices.

Perishability refers to the characteristic that hospitality and tourism services cannot be stored for future sale. Once a hotel room is unoccupied for a night, that potential revenue is lost forever.

Award 1 mark for the correct answer (C). No marks for other choices.

In Leiper's Tourism System, the Transit Route Region represents the path and intermediate stops linking the Tourist Generating Region (Hong Kong) and the Tourist Destination Region (Paris). Doha serves as an intermediate transit point, making it a Transit Route Region.

Award 1 mark for the correct answer C. No marks for incorrect options.

Perishability refers to the characteristic of services that they cannot be stored for future sale or use. Empty hotel rooms tonight represent lost revenue that can never be recovered.

Award 1 mark for the correct answer C. No marks for incorrect options.

The time difference between Tokyo and Los Angeles is \(9 - (-7) = 16\) hours (Tokyo is 16 hours ahead of Los Angeles). When the flight departs Tokyo at 10:00 AM on October 1, the local time in Los Angeles is 6:00 PM on September 30. Adding the 10-hour flight duration, the arrival time is 4:00 AM on October 1.

Award 1 mark for the correct answer A. No marks for incorrect options.

RevPAR can be calculated as: Total Room Revenue / Total Available Rooms = \$180,000 / 200 = \$900 HKD. Alternatively: Occupancy Rate (150/200 = 75%) multiplied by Average Daily Rate (ADR = \$180,000 / 150 = \$1,200 HKD), which is \(0.75 \times 1200 = \$900\) HKD.

Award 1 mark for the correct answer A. No marks for incorrect options.

The Commissary Foodservice System (or Centralized System) involves centralized procurement and production, where food products are prepared in a central kitchen/facility and then transported to satellite receiving areas or retail outlets for final service.

Award 1 mark for the correct answer B. No marks for incorrect options.

The primary role of the HKTB is to market and promote Hong Kong globally as a travel destination to increase visitor arrivals. Policy formulation is done by the Culture, Sports and Tourism Bureau, and licensing is under the Travel Industry Authority.

Award 1 mark for the correct answer C. No marks for incorrect options.

Incentive travel refers to leisure travel offered by organizations as a reward to motivate employees, salespeople, or distributors to achieve specific business targets.

Award 1 mark for the correct answer B. No marks for incorrect options.

Voluntourism (volunteer tourism) is a form of tourism where travelers complete voluntary charity work, often in community development or environmental conservation, alongside traditional sightseeing.

Award 1 mark for the correct answer C. No marks for incorrect options.

Back-of-the-House (BOH) functions are administrative or support roles that do not typically involve direct, face-to-face contact with guests. The Human Resources Manager operates behind the scenes, unlike the front-facing roles like concierge, receptionist, or server.

Award 1 mark for the correct answer C. No marks for incorrect options.

The ultimate goal of service recovery is to restore customer satisfaction, resolve the complaint effectively, and retain customer loyalty for future business.

Award 1 mark for the correct answer C. No marks for incorrect options.

(a) Reasons for satisfaction decline:
1. Technical failure/low user-friendliness of the kiosk (passport scanning failed; ease of use is only 2.1/5.0).
2. Poor service attitude of staff (ignored the guest for 10 minutes, lacked apology, handled screen roughly).
3. Increased overall waiting time (from 4 to 12 minutes).
(b) Three operational benefits of SSTs:
1. Labor cost reduction / human resource reallocation: Staff can be freed up from routine tasks to focus on personalized services.
2. Data accuracy: Direct entry of information by guests reduces manual clerical errors by front desk staff.
3. 24/7 service availability: Provides uninterrupted check-in services without fatigue.
(c) Application of L.E.A.S.T. model:
1. L - Listen: Listen actively to the guest's complaint about the scanner failing and being ignored, maintaining eye contact without interrupting.
2. E - Empathize: Express empathy by validating the guest's frustration of waiting 10 minutes and feeling unwelcomed.
3. A - Apologize: Offer a sincere apology for the system malfunction and the poor service attitude of the staff member.
4. S - Solve: Take immediate action to solve the problem (e.g., complete the check-in manually or walk them through a working machine).
5. T - Thank: Thank the guest for sharing feedback, explaining that this helps the hotel improve their kiosk system and staff service quality.

(a) 1 mark for each valid reason, maximum 2 marks. [Accept: system complexity, poor service/attitude, long waiting time]
(b) 1 mark for each logical operational benefit explained, maximum 3 marks. [Reject: saving customer time as it is excluded by the question]
(c) 1 mark for each correctly identified step of the L.E.A.S.T. model with relevant application to the case, maximum 5 marks.

(a) Carrying Capacity:
Definition: The maximum number of visitors that a destination can sustain without causing unacceptable deterioration of the physical environment or a decline in host satisfaction.
Two types exceeded with evidence:
1. Physical/Ecological Carrying Capacity: Exceeded, as evidenced by the sharp drop in EQI (from 85 to 35) and the 79% decline in rare bird sightings.
2. Social Carrying Capacity (of residents): Exceeded, as evidenced by the resident group's complaints about overcrowded community and public transport bus queues over an hour.
(b) Impacts:
- Negative Environmental Impact: Loss of biodiversity / wildlife disruption (rare birds declining due to human noise) OR physical site degradation (soil erosion on trails, littering).
- Negative Socio-cultural Impact: Host-guest conflicts / decline in local quality of life (overloaded public transport, lost community peace and tranquility).
(c) Management Strategies (any 4):
1. Set daily visitor quotas/limits (reservation system).
2. Introduce seasonal or peak-pricing strategies (higher entry fees on weekends).
3. Implement zoning to protect core ecological areas from tourist access.
4. Improve local infrastructure (increase public bus services on weekends).
5. Enhance visitor education (signage on paths to discourage littering and noise).
6. Build physical barriers / hardened trails to prevent trail soil erosion.

(a) 1 mark for defining 'carrying capacity'. 1 mark for each correctly identified carrying capacity (max 2 marks). 1 mark for correct supporting evidence from the text/table (max 1 mark).
(b) 1 mark for environmental impact description, 1 mark for socio-cultural impact description. (Max 2 marks)
(c) 1 mark for each feasible visitor management or infrastructural strategy proposed, maximum 4 marks.

Part (a): The three types of carrying capacity to monitor are: 1. Physical carrying capacity: The maximum number of tourists that a physical space (such as a hiking trail or viewing platform) can physically accommodate without causing safety hazards, extreme overcrowding, or physical damage. 2. Ecological carrying capacity: The limit of tourist visitation beyond which unacceptable ecological damage occurs to the local flora, fauna, and ecosystem (e.g., soil erosion, water pollution in rural streams). 3. Psychological (or Social) carrying capacity: The maximum level of crowding that tourists can tolerate before their quality of experience significantly declines, or that local residents can tolerate before experiencing high levels of irritation and resentment towards tourists. Part (b): Three negative socio-cultural impacts of unregulated tourism: 1. Demonstration effect: Local villagers, especially youth, may adopt the lifestyles, dress codes, and consumerist behaviors of urban tourists, leading to the erosion of traditional rural values and lifestyle. 2. Cultural commodification: Traditional customs, religious rituals, or local festivals (e.g., in Tai O) may be altered, shortened, or commercially 'staged' solely for tourist entertainment, destroying their authentic cultural meaning. 3. Social friction and crowding out: High tourist volumes lead to competition for local resources, public transportation (e.g., public buses to Tai O), and local amenities, causing daily inconvenience and resentment among local residents. Part (c): Three sustainable management strategies: 1. Implementing visitor quotas and reservation systems: Control the daily number of visitors to ecologically sensitive areas (such as specific wetlands or peaks) through online registration. 2. Zoning and trail reinforcement: Demarcate specific conservation zones where tourist entry is restricted, and pave popular hiking paths with eco-friendly, durable materials to prevent soil erosion. 3. Tourist education and interpretation: Establish visitor centers and deploy eco-guides to educate tourists on environmental protection rules and 'Leave No Trace' principles, encouraging responsible visitor behavior.

Part (a) (Max 6 marks): Award 2 marks for each well-explained carrying capacity (1 mark for correct identification, 1 mark for explanation applied to the context). [Max 3 types x 2 marks = 6 marks]. Part (b) (Max 6 marks): Award 2 marks for each discussed negative socio-cultural impact (1 mark for identifying the impact, 1 mark for explanation in the context of Lantau rural villages). [Max 3 impacts x 2 marks = 6 marks]. Part (c) (Max 6 marks): Award 2 marks for each feasible sustainable tourism strategy (1 mark for outlining the strategy, 1 mark for explaining how it protects the environment while maintaining satisfaction). [Max 3 strategies x 2 marks = 6 marks].

Part (a): Yield Management is a variable pricing strategy based on understanding, anticipating, and influencing consumer behavior in order to maximize revenue (or yield) from a fixed, time-perishable resource. (2 marks) Two characteristics of the hotel industry making it applicable (Any two, 2 marks each): 1. Perishable inventory: If a hotel room is unsold on a specific night, that revenue opportunity is lost forever; it cannot be stored for future sale. 2. Fixed capacity: The physical number of hotel rooms is limited and cannot be quickly or easily expanded to meet sudden demand increases. 3. Segmented markets: Hotels can easily segment customers into groups with different price sensitivities and purchasing behaviors (e.g., price-insensitive corporate guests vs. price-sensitive leisure tourists). Part (b): Standard procedures for 'walking' a guest: 1. Sincere apology and explanation: The front office staff must acknowledge the overbooking mistake immediately, apologize sincerely with empathy, and take full responsibility without making excuses. 2. Secure and pay for alternative accommodation: Arrange comparable or upgraded lodging at a nearby hotel of equal or higher standard, and cover the cost of the room for the guest. 3. Provide compensation and transport: Arrange and pay for taxi transportation to the alternative hotel, and offer complimentary recovery gestures (e.g., free breakfast, a discount voucher for future stays, or free long-distance calls) to show goodwill and preserve goodwill. Part (c): Three benefits of adopting self-service technologies: 1. Enhanced operational efficiency and reduced labor costs: Automating the routine check-in and check-out processes reduces front desk queues and frees up staff to focus on personalized guest services and complex queries. 2. Improved guest convenience and flexibility: Guests can skip long queues upon arrival, check in at their own pace, and access rooms immediately using their smartphones, giving them a sense of control over their stay. 3. Opportunities for data collection and personalization: Digital platforms make it easy to collect guest preferences (such as room temperature, pillow preferences, or leisure interests) during the check-in process, allowing the hotel to customize future marketing and services.

Part (a) (Max 6 marks): Award 2 marks for a clear and accurate definition of Yield Management. Award 2 marks for each well-explained industry characteristic [Max 2 characteristics x 2 marks = 4 marks]. Part (b) (Max 6 marks): Award 2 marks for each professional procedure explained in sequence (1 mark for identifying the procedure, 1 mark for explanation of how it restores customer goodwill). [Max 3 procedures x 2 marks = 6 marks]. Part (c) (Max 6 marks): Award 2 marks for each discussed benefit of self-service technologies (1 mark for stating the benefit, 1 mark for explanation in a hotel operations context). [Max 3 benefits x 2 marks = 6 marks].

Part (a): Three reasons why the silver market is highly attractive: 1. High purchasing power/disposable income: Seniors and retirees often have accumulated lifetime savings, pensions, and fewer financial obligations (e.g., mortgages or child-rearing costs), allowing them to spend more on high-quality and premium travel services. 2. Time flexibility and off-peak travel: Since retirees do not have fixed work schedules or school calendar constraints, they are willing to travel during weekdays and off-peak seasons, which helps travel agencies utilize idle capacity. 3. Longer stays: Elderly travelers generally prefer slow-paced itineraries and longer vacations, which generates higher cumulative spending per booking. Part (b): Three barriers and corresponding solutions/facilities: 1. Physical/mobility limitations: Seniors may struggle with long walking distances or steps. *Solution*: Provide wheelchair ramps, step-free access, elevators, and shuttle buses/golf carts within resorts. 2. Sensory impairments (vision/hearing): Difficulty in reading small print and hearing announcements. *Solution*: Install large-print clear signage, high-contrast displays, braille menus, and visual alarm signals. 3. Special health/dietary needs: Require regular access to medication or have strict diets. *Solution*: Offer customized low-sugar/low-sodium menus, ensure on-site first-aid/nursing staff are available, and plan itineraries with easy access to medical facilities. Part (c): Three considerations for tour guides leading senior groups: 1. Relaxed pacing of the itinerary: Ensure a slow and comfortable pace with frequent rest and washroom breaks, avoiding packed sightseeing programs or strenuous physical activities. 2. Clear and patient communication: Speak loudly and clearly, repeat important schedules or safety instructions multiple times, and use printed itineraries with large fonts for clarification. 3. Safety monitoring and medical alertness: Be observant of guests' physical conditions (signs of fatigue or dehydration), carry a fully stocked first-aid kit, and know the contact information and locations of the nearest clinics or hospitals beforehand.

Part (a) (Max 6 marks): Award 2 marks for each well-formulated reason (1 mark for stating the reason, 1 mark for explanation linked to profitability/attractiveness). [Max 3 reasons x 2 marks = 6 marks]. Part (b) (Max 6 marks): Award 2 marks for each pair of barrier and solution (1 mark for identifying a logical barrier, 1 mark for proposing a realistic, effective solution/facility). [Max 3 pairs x 2 marks = 6 marks]. Part (c) (Max 6 marks): Award 2 marks for each discussed guiding consideration (1 mark for identifying the consideration, 1 mark for explaining how it improves safety or tourist satisfaction). [Max 3 considerations x 2 marks = 6 marks].