Diagnosis of product marketing mix in wellness tourism. hicacos spa, cuba

Summary: The present research previously titled, with the aim of: Diagnosing the current state of the marketing mix of the SPA product, proposing to approach the theoretical framework around the problem, the use of a methodological guide or "Memory Guide" to carry out the diagnosis; Finally, it manages to identify the elements of the marketing mix in their current state, recommending in the future to implement actions aimed at correcting current commercial errors to improve the current state of the service and its components. Also using marketing tools such as: five forces model, SWOT and the components of the mix: product, price, distribution and communication.

diagnosis-of-product-marketing-mix-spa-hicacos-cuba-1

Key Words: Marketing, Marketing Mix, Product, Service, SPA, Diagnosis.

Introduction

Health and wellness tourism has penetrated deeply among consumers around the world. The fast pace of today, the stress of the city and daily work has motivated more and more people seeking to escape for a few days, in order to regain balance of body and mind. Agencies, both online and traditional, and tour operators have taken good note of this and increasingly include more trips of this type in their offer, or complement their packages with health and wellness elements such as visits to spas, specific treatments, among others (Martín, 2009).

Getaways and specific health trips have penetrated both a more mature public, with more or less chronic minor ailments, and young people who take advantage of a weekend or a bridge to 'disconnect'. Thus, the age of the clients of this type of tourism oscillates in a wide margin that ranges from 25 to 65 years. Although the desired product may vary, since the older ones will look for more specialized accommodation and with longer stays, while the young people, who mostly travel as a couple, will look for relaxing weekends, with a romantic component or linked to leisure activities, culture and nature (Martín, 2009).

In response to this demand, agencies and tour operators specialized in specific health and wellness products have emerged, such as Nextel, a wholesaler dedicated for 14 years to the marketing of health tourism, and in which 75% of sales correspond to this type of product. According to Jordi Gurri, commercial director of the company, the average profile of this type of tourism is people from 30 to 55 years old who travel as a couple, especially on short trips and weekend getaways, and with an average cost of 200 euros. per person.

On the other hand, some online agencies incorporate other relaxation and wellness products such as visits to spas or specific treatments to their offer of short breaks and nature and culture trips. An example of this are the weekends that Rumbo.com has on its website, in which the client is offered excursions in the Sierra del Maestrazgo or exhibitions in Cuenca with stays in spas in the area. According to Virginia Barbancho, Marketing Director of Rumbo, “within this trend, health trips, in which the stay in charming hotels is combined with spa treatments, chocolate therapy, thermal circuits, etc., are one of the typologies preferred by our clients, along with gastronomic, cultural and sports getaways ”. Equally,Jordi Gurri assures that in recent years this type of demand has been increasing progressively. “We are seeing an interest in incorporating treatment packages in non-health types of travel. For example, a stay in Galicia for tourist visits combined with anti-stress or beauty treatment ”(Martín, 2009).

Similarly, the online agency Rumbo.com offers weekend getaways to areas whose tourism is traditionally sun and sand, such as Benidorm, incorporating a series of treatments such as massages, lymphatic drainage, among others.

Most health trips are often conceived more as short or weekend getaways than long trips. "75% of the trips are three days, while only 25% of those sold are more than six days," says the commercial director of Nextel. "Normally, the turnover is higher for long trips, since, although fewer reservations are made, they are more expensive," he adds. According to Gurri, the ideal time for this type of travel is usually summer and bridges throughout the year, although "it is a segment that does not experience excessive falls in seasonal sales" (Martín, 2009).

Virginia Barbancho, director of marketing for Rumbo, agrees with Gurri “in recent years, we have experienced growth, in general terms, in the demand for short breaks of this type, but these are usually short trips of two to four days, to destinations close in Spain and European capitals ”.

In the heat of this wellness tourism trend, online agencies specialized in this segment have emerged outside and within our country. An example of this is SalutemPerAcqua.com, a website specialized in thermal tourism that allows you to make online reservations at spas, thalasso and spa hotels throughout Spain. Your target audience is users looking for anything from a weekend with your partner in a hotel with a spa or spa, to a hydrothermal session in an urban spa in your city. Also, the website has complete information on treatments, products and establishments where you can receive these services. Another example is www.dormirenbalnearios.com, an online agency specializing in spa reservations throughout the Spanish geography,It allows searching by province and offers detailed information on establishments and the treatments offered there. In addition to relaxation and wellness getaways, in recent years the so-called 'medical tourism' or 'scalpel' has developed, whereby thousands of people take advantage of their vacation days to undergo operations, mainly aesthetic ones, in destinations in the that the rates are cheaper than in their countries of origin. This trend has led to the emergence of agencies that offer this type of travel, through packages that include airline tickets, transfers to the clinic, accommodation, intervention in the medical center and postoperative services.In recent years, the so-called 'medical tourism' or 'scalpel' has developed, whereby thousands of people take advantage of their vacation days to undergo operations, mainly aesthetic ones, in destinations where rates are cheaper than in their countries of origin. This trend has led to the emergence of agencies that offer this type of travel, through packages that include airline tickets, transfers to the clinic, accommodation, intervention in the medical center and postoperative services.In recent years, the so-called 'medical tourism' or 'scalpel' has developed, whereby thousands of people take advantage of their vacation days to undergo operations, mainly aesthetic ones, in destinations where rates are cheaper than in their countries of origin. This trend has led to the emergence of agencies that offer this type of travel, through packages that include airline tickets, transfers to the clinic, accommodation, intervention in the medical center and postoperative services.through packages that include airfare, transfers to the clinic, accommodation, intervention in the medical center and post-operative services.through packages that include airfare, transfers to the clinic, accommodation, intervention in the medical center and post-operative services.

Problem situation

This year 2010, the new commercial strategy for the period 2010 to 2015 was defined, giving priority to the development of health tourism, as a strategy:

Strengthening the presence of Tourism and Health in the markets with the highest number of patients, recovering those who have become depressed and expanding into those that are potentially important clients.

Also in the guidelines of the 6th. The PCC Congress of Cuba, in its chapter IX, guideline 260, defines that: “Create, diversify and consolidate in an accelerated way complementary services and offers to accommodation that distinguish the country, prioritizing the development of modalities: health tourism, marine and nautical, golf and real estate, adventure and nature tourism, theme parks, cruise ships, history, culture and heritage, conventions, congresses and fairs, among others, including the study of the potentialities on the south coast ”(PCC, 2010).

Within the framework of the exposed problem, it is necessary for the justification of the scientific problem to admit that it is a necessity to define the marketing and commercialization strategies in tune with the new projections of MINTUR, taking into account the international boom of the product and the possibility to achieve greater and better results.

In consideration of the above, a scientific problem is defined: the need to diagnose the current status of the marketing mix of the SPA product of the HICACOS facility belonging to the Cubanacán group health tourism.

In correspondence with the aforementioned aspects, the general objective of the research consisted of: Diagnosing the current status of the marketing mix of the SPA product of the HICACOS facility belonging to health tourism of the Cubanacán group. This general objective was broken down into the following specific objectives:

Conform the theoretical framework of research on the development of SPA as a tourist activity. Establish the methodological procedure to diagnose the current state of the marketing mix of the Hicacos SPA product. View the results of the diagnosis of the current state of the product marketing mix. SPA Hicacos.

Type of research and scientific method used

The present investigation is descriptive, seeking to measure or evaluate various aspects, dimensions or components of the phenomenon or phenomena to be investigated (Sampieri, 1991). Achieving these measurements or evaluations through the scientific research method of analysis and synthesis through the method of observation of the information previously available, SWOT analysis to evaluate the competitive environment of the product and its mix and within it, the use of the model of the 5 forces of Michael Porter

Among the methods and procedures used in the research study, the following can be mentioned:

Analysis of documents: Reports of the Tourism Sector to the different instances, Magazines and Scientific Articles, Diploma Thesis, and Resolutions of the Ministry of Tourism, among others. The technique of direct observation, the expert method, the agreement index, with the purpose of examining information on the dimensions, processes, key areas and indicators that allow the evaluation and evaluation of the elements of the guide and the possible answers to the questions that it has.

Development

2.3. Methodology used in the research

Research fact sheet

Starting date: January 2011

Completion date: May 2011

Universe: Tourists looking for SPA services outside the hotel where they are staying

Population: Number of clients who have visited the facility under study during 2010.

Sample: Not carried out, work with the total population

Sampling estimator: Not used

Methodological sequence used in the research:

The present work tries to be a guide of orientation for the reflection on the situation of the company with respect to its marketing, mainly in the operative thing. Its preparation (Rojas, 2006) arose from the intention of making a contribution to the management of organizations that intend to carry out this task on technical bases.

In its content, researchers will find a series of useful questions for the design of generic, operational, organizational and control strategies, as well as for the execution of the actions derived from them.

Section II deals with the Business Plan or Marketing Plan, on the basis that it is a primary tool to order the actions that are planned in relation to sales. To describe the initial scenario, the expository scheme of Porter's five competitive forces is used, to which it was considered convenient to add a special treatment of the product, its positioning and brand image. The questions proposed there tend to verify whether the business opportunity that gave reason to the company's past remains or has been transformed, and if so, there may be new opportunities not yet perceived.

Next, questions are developed concerning the current state of the organization in its various aspects, closing with an analysis of strengths and weaknesses in counterpoint to threats and opportunities (SWOT analysis).

The final sections of the chapter contain a review of objectives and strategies and then focus on aspects that make the specific action that should result from planning, as well as the control of the plan.

Chapter III deals with the Sales Program, which must be integrated into the provisions of the Marketing Plan, keeping conceptual harmony with it. This chapter begins with a review of the basic and operational strategies of the company, whose knowledge by the sales area is essential. It then continues with the analysis of the resources with which the sector must be managed, with a rather descriptive approach.

To describe the initial scenario, the expository scheme of Porter's five competitive forces is used, to which it was considered convenient to add a special treatment of the product, its positioning and brand image. The questions proposed there tend to verify whether the business opportunity that gave reason to the company's past remains or has been transformed, and in your case, there may be new opportunities not yet perceived.

In each of the aspects evaluated, the expert method will be used, in rounds of evaluation of the results of observation and evaluation, associated with the coefficient of agreement given the marked strategic nature of the diagnosis to be made, also with the aim of contrasting related criteria with the questions and results that will be presented in Chapter III of this investigation.

The expert method (Jiménez, 2004), consists of: The well-known Delphi method (Goicoechea, Hansen e Duckstein, 1982, Molina, 1987) is used when the system under study is not sufficiently structured. The decisions that correspond to this type of system are more complex, due to the degree of difficulty that they present in their foundation and the absence of information sometimes hinders the development of the stages that must be followed. In its solution, experience, the capacity of the decision-maker, as well as qualified specialists and the entire group that participates in the process, are of great importance. This method is based on the systematic and iterative use of opinions of opinion of a group of experts until reaching an agreement.In this process it is about avoiding the influences of dominant individuals or groups and at the same time that there is feedback in order to facilitate the final agreement.

Characteristics:

Existence of a facilitator, whose function is similar to the Brainstorming method. Anonymous dialogue is established between the experts individually, through questionnaires, surveys or group assessment work. The confrontation of opinions is carried out through several rounds. The results of each round They are processed. There is feedback to the experts through the results of the previous questionnaire, allowing the expert to modify their primary answers based on the elements of judgment provided by the other experts. The number of rounds for the application of the survey or questionnaire is determined by the evolution of the response curves, until reaching a convergence of opinions, eliminating the most dispersed values.

The method, although it has a proven effectiveness, is nevertheless complex and embarrassing. It requires time and patience, as well as the consensus of the experts to participate in the research. It can be costly in time and money and those who use it should be aware of the tools that accompany it in data processing.

The selection process for experts:

For the selection of the expert, the so-called competence coefficient is used (Oñate Ramos, 1988), which is determined according to the expert's opinion on his level of knowledge regarding the problem being solved and with the sources that allow him check your assessment. The competition coefficient is calculated as follows:

K = (Kc + Ka) / 2

Where:

Kc: It is the coefficient of knowledge or information that the expert has regarding the problem, calculated on the assessment of the expert himself.

Ka: It is the coefficient of argumentation or foundation of the expert's criteria.

Expert Competition Questionnaire:

First phase of the questionnaire:

In this first phase, information is obtained that allows calculating the knowledge or information coefficient that the Expert possesses in relation to the problem to be solved. The items that appear in the first column have been obtained from two sources: the literature consulted about the competences that a subject must possess to qualify him as an expert in the field of a specific problem, and the opinion of people with recognized work.

That is, the opinion that expert people have about the characteristics that an expert must possess in what he has knowledge refers to and others. The authors have included a second column where the priority or weight of the characteristic given in a specific expert is stated. This replaces the traditional scale used by other authors where only a scale value assigned by the evaluated person is obtained.

The third column expresses the vote made by the evaluated person or the perception that a third party has about the presence or absence of the characteristic in the subject being evaluated. The information thus obtained allows the aforementioned coefficient to be calculated.

Second phase of the questionnaire:

In this phase, the information that makes it possible to calculate the argumentation coefficient is obtained. This information is closely linked to the coefficient that is calculated in the first phase. Knowledge sources are classified according to high, medium and low criteria, assigning a specific value to each source. The sum of these results gives the total value of the coefficient.

The proficiency coefficient K of the expert is obtained, by averaging the score corresponding to each of the parts of the questionnaire, it is proposed that this coefficient should be between 0.80 <K <1.00, with the aim of making a rigorous selection of willing professionals to participate in the research.

The procedure for the selection of experts considers three fundamental stages:

Determination of the number of experts. Preparation of the list of experts. Obtain the consent of the expert in their participation.

It is proposed that the number of experts to be selected should be less than or equal to a * n (Sánchez, 1984) where:

a - Number between 0.7 and 1, prefixed by the researcher

n - Elements that characterize a certain object of study (number of attributes).

Where:

p: Percentage of error that is tolerated as an average.

k: Constant associated with the confidence level.

i: Accuracy level.

m: number of experts.

Once the procedure previously related to the experts has been carried out, the consensus coefficient is used to set the final criteria of the evaluations made of each of the aspects analyzed, evaluating the agreement of the criteria of the author of the research with the selected experts in the organization. The detail of this coefficient is as follows:

The Consensus Coefficient (Jiménez, 2004), is calculated to know whether or not the decision makers accept the proposal made by the facilitator, in this case the researcher, using the following expression:

Gc = (1 - Vn / Vt)

Where:

Gc = Degree of acceptance of each of the attributes by the decision makers.

Vn = Total negative votes

Vt = Total votes

If after performing the calculations, the percentage value of the attribute is => 80%, then the evaluated attribute is accepted. If it falls below the established range, the following decisions can be taken:

Discard the decision makers criterion and keep the attribute. Discard the attribute, trying to maintain the condition that its quantity is never less than the number of decision makers used. Feed the decision makers with the criteria of others to try to modify their vote.

The procedure for combining both techniques consists of: once the results of each of the questions have been evaluated as a whole - guide to the questionnaire referred to below, the results are submitted to evaluation of group work with the experts, which in the end unification of criteria is achieved based on consensus generated by the coefficient that evaluates it.

Next, the evaluated aspects and the guide questions associated to each one of them with the respective objectives of research interest:

to. OUR PRODUCT:

What do we sell? Why can customers prefer our product to the competition? What differentiates our business from our competitors? How profitable is our product? How was it in the past? What future does its level of technology have? ? When was the last innovation? What is missing from our product? How many new uses could our product have?

b. MESSAGE-POSITIONING-BRAND

The message is as short a set of words as possible capable of accurately expressing what the key attributes of our product are for consumer satisfaction.

It should be formulated in such a way that it does not need to be modified in a long time. This will make it easier for them to be remembered by real and potential clients.

What is the word that best defines the positioning of our product? What are the distinctive attributes that our product has and in which it outshines those of the competition? What level of recognition does our brand have in real customers and potentials? Do we have a defined message? Is that message simple? Is our brand short or extensive? Is your writing simple or complicated? Does our brand clearly suggest what kind of product it designates? Our brand is an acronym? How much? have we had this brand for a long time? Is our brand legally protected? Is our isotype updated? Is the isotype sufficiently different from other known ones? Do we use standard or exclusive colors? If our brand colors are exclusive, are they easy to obtain? Within the eleven positioning guidelines mentioned by Kotler,Can we recognize ourselves in some category? (quality, performance, complete in attributes, safety, speed, higher value for the same price, less expensive, prestige, design, style, ease of use)

c. COMPETITORS:

Who are our competitors? What are the main benefits of our competitors 'products? Which of those benefits are difficult to imitate? What are the strengths of our competitors' organizations? How do our competitors access sources of financing? In what ways are they better managed than us? In what aspects are we better managed? How would you rank competitors relative to Kotler's positioning guidelines? What might be gaps in our competitors' strengths? How can we take advantage of those gaps? Do we have gaps in our strengths that can be taken advantage of by our competitors?

d. CUSTOMERS:

What is our target? What is our current participation in that target? Who are our current real customers? What degree of contact do we maintain with our potential customers? What brands do our real and potential customers usually buy? How much do they usually buy ? How often do they buy? Where do they usually get supplies? When do they usually buy? When do they usually consume? Who purchases the products? Do they buy cash or do they need financing? What financing do they prefer? What are their perceptions of our product? ? What are your perceptions regarding our service? Are our clients concentrated or atomized?

and. SUPPLIERS:

Who are our suppliers? Is the relationship with our suppliers cooperative or antagonistic? With which of them is cooperative and with which are they antagonistic? Is our account important to any of them? With which of our suppliers Do we face high costs for its replacement? Do we derive benefits from the stable relationship with our suppliers? Are we satisfied with the services of our suppliers? Are any of our suppliers exclusive?

F. INCOME:

Is it noticed that a company is considering entering the sector? Is our sector attractive to potential competitors with great financial power or technological capacity? If any company is preparing to enter the sector: are we in a position to raise barriers to entry? Would those barriers be? Would their effect be sustainable over time? Is the cost of raising barriers compatible with the potential of our organization?

g. SUBSTITUTES:

What degree of exposure to the appearance of new technologies does our sector have? What level of access to innovations does our company have? Do we have any standard allocation to R&D?

B. INTERNAL ANALYSIS

to. OWNERS:

What type of company are we? (family, people, capital) What is the age of the owners of the company? What is their level of business professionalism? Is the succession of the current owners foreseeable? Do the owners have other investments? If there are other investments, is there a synergistic relationship with the company? How relative is the company to the assets of its owners? Are the current owners the ones who founded the company?

b. LOCATION:

Where is the company located? Is the current location very old? Is there a large public circulation? How is the situation regarding parking? Is the level of costs important or is it an advantage? Is there any foreseeable future legal restriction on current location? Are there environmental regulations that could vary the conditions in which the company settled in that place? Is the current location sufficient for the development of the activity? Is it foreseeable the need to open new premises?

c. STRUCTURE OF THE ORGANIZATION:

How many people are part of the company? How many hierarchical levels does it have? How are the functions organized? What level of outsourcing is used to fulfill functions? When was the last organizational chart review? How often are the administrative processes reviewed?

d. ORGANIZATION CULTURE:

What is the level of motivation of the executing staff? Do the management staff rotate frequently? What are the sources of recruitment for managerial positions? What is the degree of management professionalization? How would you synthetically rate the culture? organizational? (traditional, bureaucratic, innovative, creative, disorganized, professional).

and. HUMAN RESOURCES:

How is the company made up generationally? What is the average age of the management levels? What is the level of formal education of the members of the company, at the level of execution? What is the level of formal education of the members of the company, at the supervisory level? What is the level of formal education of the members of the company, at the management level? What is the level of skills acquired in the company? Are there organic instances and systematic training of personnel? What are the forms of training of personnel? What is the average time of duration of employees in the personnel plant of the company? What are the costs of incorporating new personnel?

F. SWOT ANALYSIS (According to the proposal of the Methodology used)

What are the company's main strengths? Are any of them easily imitated by the competition? What is the foreseeable future with regard to the maintenance of the indicated strengths? Are the identified strengths related to any relevant competitive advantage? What are the main weak points of the company? What are the possibilities of mitigating or neutralizing the weak points of the organization? Do any of the indicated weak points matter a special danger? How are the strong points related to the positioning of the company? ? Weaknesses directly threaten positioning and brand image? Weaknesses threaten market share? Are weaknesses related to the financial situation of the company?

D. COMMERCIAL MIX

to. PRODUCT

Are there strategic reasons for introducing changes to the product? Which ones? Have there been considerable changes in our target segments?

b. DISTRIBUTION

Are we using the appropriate channels for our current product definition? Is the lay-out of our points of sale correct or should it be modified?

c. PRICE

What response do we see in the market to the price we set? Does the price seem consistent with our value proposition?

d. PROMOTION

What level of promotion do the other variables in the mix require? Should we change the style of our promotion?

and. MEANS:

CUSTOMERS:

What are the segments we serve? What degree of homogeneity exists between the different segments? How many times do customers buy? What is the shelf life of our customers? How do we process customer complaints? How do we detect losses? If we do not detect them today, how can we detect the problem? How do we recover the clients that leave us? How do we detect the existence of potential clients? How do we detect the existence of conquerable clients? How do we act when How do we measure the potential of customers?

PERSONAL:

Do our personnel know their responsibility in the sale of maintenance? Do we dedicate efforts to train them in this regard? Do we have incentive systems to stimulate their performance? Do we evaluate the effects of these systems?

SALES FORCE:

Is our sales force sufficient in number of members? Do you know what you are selling well? Are you motivated enough? What are the reasons why our salesmen should continue in our company and strive to increase sales? Do they know them? ? Is the incentive system balanced? How often do we review the incentive system? What is the training effort of our sales force that we do? How often?

STOCK:

Do we lose sales due to stock failures? Do we have excess of some products? Do we have many lags? How do we manage the occurrence of lags?

DISTRIBUTION SYSTEM

Is the current coverage adequate? How often do we review its status? Are we present in all possible channels? Have alternative channels appeared in which we are not present? How do we measure the effectiveness of the channels we use?

PROMOTION SYSTEM:

What means of promotion do we use? Do the promotion systems we use contribute to the performance of the sales force? Is there a promotion system that we should try? How do we test the effectiveness of the systems we are using? Is there a system that use our competition and that we are not using? Why?

FINAL APPROACH TO THE DEVELOPED GUIDE

From the foregoing exposition arises the need to make some clarifications regarding the way in which the guide was constructed, as well as regarding the intended use of it. Firstly, it was decided to resort to the system of a list of open questions that would help researchers to rethink the nature of the organization and that of its relations with the market.

Undoubtedly, on this subject one could try to be extremely exhaustive, which would have thrown up a number of questions that would have been impractical to use. Therefore, although the resulting number is not less than (156 questions for the marketing plan and 124 for the sales program, of which a selected part for diagnosis is used in this research), it is estimated that there is a sufficient basis to raise the issue in a systematic way. The elements related to chapter III of the original methodology are not included, as they are not subject to development in the research results.

The third issue of interest is the expository structure that was decided to use. An attempt was made, and it is hoped to achieve, to follow a logical order in the treatment of the issues, going from the general to the particular, from the strategic to the operational.

It is a kind of "memory aid" for those who are faced with the difficult task of planning the specific actions in marketing and sales of a company or organization of any kind.

As there is a useful and recommended bibliography that can broaden the scope of this guide, so as not to reiterate concepts that can be easily consulted in such sources, in one case one of them is referred to.

For the guide to be truly effective it is important to adapt it to each case, and therefore it has been built with a certain length. Some questions are likely to be overabundant or also awkward to use in any particular organization. In addition, the number of them can hinder their use, but their usefulness extends in depth.

It is obvious that researchers who wish to use the questionnaire listed above must be prudent and have broad criteria for doing so, eliminating or modifying those questions that are not useful or necessary for their practical application.

In the same way, it may also be convenient to add some questions that do not appear in it and that in your opinion are relevant to formulate the plans.

Conclusions

Once the development of all the chapters of the research work carried out by the author is completed, the following conclusions are reached:

In general, addressing an important issue in the search for the diversification of the tourism of "Sun and Beach" that arrives in Varadero, linked to Health, Quality of Life and other elements that harmoniously combine as complementary to it. The theoretical and conceptual framework around the topic addressed and the problem under study. It was developed from a "Memory Guide", the procedure to address the diagnosis of the current status of the marketing mix of the SPA HICACOS product, belonging to Health Tourism of the CUBANACAN group. The results of the current marketing status of the SPA Hicacos product-service were evaluated, for immediate decision-making by the CUBANACAN group Health tourism administration. The SPA Hicacos facility, is demonstrated in the study,who have a group of difficulties of the elements of product-service marketing that demand quick attention.

recommendations

Develop a marketing plan in accordance with the elements and their status that this research shows, leading to a set of short, medium and long-term actions that improve the current situation. Improve the mechanisms for recording, control and feedback on the development of the activity and its relation to demand, suppliers, human resources and other components studied for future evaluations of the indicators of the development of the activity in its environment; In addition, it allows us to assess the quantitative impact, once the corrective measures have been established, after this study. Extend this study to the SPA PLAZA AMERICA unit to evaluate the universe of specific activity of non-hotel SPA that Varadero has and thus establish global strategies for the destination for the development of this product-service.

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