Diagnosis of golf product marketing at the varadero golf club facility, cuba

The research titled above, its objective is the diagnosis of the marketing mix of the GOLF product; proposing to approach the theoretical framework, the use of the methodological guide or "Memory guide" to carry out the diagnosis to identify the elements of the marketing mix in its current state; recommending, implementing actions aimed at correcting commercial errors and improving the service tailored to the needs of customers. The five forces model, SWOT, expert technique, agreement coefficient and the components of the mix are also used: product, price, distribution, communication.

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

Introduction

The United States is, in turn, the world leader in golf tourism, with profits of more than 62,000 million dollars (more than 40 million euros), an amount that doubles the income of Saudi Arabia from the sale of oil. It concentrates around 60% of the world golf course offer with more than 16,000 facilities. Europe has more than 6,000 courses and almost seven million players. The Mediterranean Region concentrates 1,133 facilities, a quarter of them, are in Spain, the second Mediterranean destination, where the offer of the Andalusian coast is the leader followed by Catalonia, the Valencian Community and the Community of Madrid and that of the two Balearic archipelagos and the Canary Islands. Precisely, among the first are the cities that currently have direct connections with the United States.In the world there are around 80 million players, of which almost 50% are North American and 20% Japanese.

International golf trips are around three million a year and generate more than 1,000 million euros per year in total, of which 80% corresponds to the North American market. Last year in Europe there were around 1.6 million golf tourists, which generated around 14.2 million overnight stays.

Fields facing the sea, surrounded by mountains, among remains of history or in the heart of the city, consolidate the Spanish golf offer, all of them with great care and respect for the environment. It is only necessary to know what the needs and tastes of the player are and surely there is a field that fits perfectly.

Francisco Aymerich, president of Aymerich Golf Management assures that at present there is a radical change of model in the golf sector since the influence that the real estate industry has had in the creation of new courses in the last decade is being noticed in the current economic situation. These statements have been made within the framework of the First International Congress of Golf Club Managers held last May and organized by Club Manager Spain and Gheisa & Golf Consulting, the Gheisa Group's strategic golf consultancy. There, Aymerich explained that "many fields have been made and not necessarily by user demand, but for real estate value." That is why the "golf tsunami" is promoting a radical change of model and from now on the solution is to generate demand among the population.For this, it is necessary to sell golf as a way of life, a model of sports and tourist activity to attract greater demand ”.

At the same event, Jim Singerling, executive president of the Club Managers Association of America, stated that "it is necessary to be prepared" before the challenges facing the industry. Singerling assured that golf is not a game, but an industry that moves billions a year and that needs significant professionalization so as not to miss a beat in the current situation. Precisely to help in the promotion of this sport, Juan Manuel Baixauli, President of Grupo Gheisa, proposed the creation of a "green week" that fosters the potential of golf as a sport related to tourism.

The history of Golf in Cuba dates back to the 1930s when golf began in Cuba, mainly in Havana. In this province there were around 5 Golf Courses, which were the most important. Another existed in Varadero, owned by the well-known billionaire Irene Dupont de Nemours. The other courses are distributed throughout the country and had only 9 holes. These lands were owned by wealthy families who managed Sugar Centers.

In 1959 some social changes began to take place on the Island and some sports, which were practiced by an elitist part of society, were eliminated.

After all these changes, the only Golf Course that remained open was the Roubber Club, today the Diplo Club. This course was handed over to the Cuban Corporation "Cubalse" for its operation directed to the Diplomatic Corps accredited on the Island. The Golf Club brings together around 60 golfers belonging to the different Embassies accredited in Cuba.

It was located in the gardens of the Dupont Mansion. Initially, the course was designed for 18 holes. This project was in charge of the architect Herbert Strong but in the end a 9-hole one was built and was designed by the architect Sim Curthie.

After 1959, Varadero Golf Club was abandoned for 20 years, only grass was cut for the purpose of beautifying the environment.

During all these years of operation the potential of Cuban golfers has grown and they have been grouped into a Club since 1992, maintaining sporting and friendly ties with the Havana Golf Club.

In 1995 a new 18-hole project with modern and professional architecture was decided to respond to the growing demand of foreign golfers.

The Varadero Golf Club has Golf Instructors, Caddies, Caddies Masters, Starters, Marshalls, a Green Keeper, with some golf administrations as part of a training.

The Varadero Golf Club officially opened its 18 holes in April 1998 with great international approval. In the short time that the Golf Course has been in operation, it has hosted some international events and more than 50 local events, but without a doubt the most important event held was the well-known European Challenge Circuit in its Grand Final in October 1999 and later in October 2000.

From this last date to the present, it has been developing an intense marketing effort using different variants or combinations of products to achieve them.

Problem situation

Given the need for coherent action in marketing, for a future integration in the form of the country's golf circuit, it is necessary to know the current situation of marketing of the Golf product, specifically the Varadero Golf Club as the only course in the country, with the objective to assess its possible integration into the future Golf circuit, through the establishment of strategies derived from the proposed diagnostic study.

In consideration of the above, a scientific problem is defined: the need to diagnose the current situation under the new strategic precepts, the product recreation and leisure Varadero Golf Club.

Starting from the described problem, the following scientific questions are asked to answer during the development of this Diploma Thesis:

How did the development of golf as a tourist product and its conceptual evolution emerge and evolve? How to proceed to assess the current situation by applying a methodological procedure that supports the process of evaluating the golf product in the sun and beach destinations of the product recreation and leisure Varadero Golf Club? What is the result of the evaluation of the current situation from applying the methodological procedure that covers the proceeding of evaluation of the current situation of the golf product in the sun and beach destinations of the product recreation and Leisure Varadero Golf Club?

In correspondence with the aforementioned aspects, the general objective of the investigation consisted of: Diagnosing the marketing of the GOLF product in the Varadero Golf Club facility.

This general objective was broken down into the following specific objectives:

Carry out a theoretical-conceptual outline related to the Marketing and development of Golf as a product and tourist activity. Establish the methodological procedure to diagnose the current state of Golf product marketing. Analyze the results of the diagnosis of the current state of product marketing. GOLF at the Varadero Golf Club facility.

Among the methods used in the research study, we can mention:

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; related to the Golf product of the Varadero destination. The technique of direct observation, in order to examine information on the dimensions, processes, key areas and indicators that allow the responsible evaluation and evaluation of the product of recreation and leisure as an offer in a destination sun and beach.The expert method and the coefficient of agreement as validation of the criteria evaluated in the research.

Development

Research fact sheet

Starting date: January 2011

Completion date: December 2011

Universe: Tourists staying in hotels under a RESORT + GOLF contract, tourists participating in tournaments + accommodation and free tourists seeking Golf services.

Population: Number of clients who have visited the facility under study during the period 2001 to 2009.

Sample: It was not done, it was worked with the total population. From the statistical data registered in the installation.

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 as a memory guide, 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 of the memory guide, addresses the Business Plan or Marketing Plan, on the basis that it is a primary tool to order the actions 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.

The final sections of this section 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 with regard to control of the plan.

In section III deals with the Sales Program, which must be integrated into the provisions of the Marketing Plan, keeping conceptual harmony with it. This section 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.

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).

A. MARKET SITUATION (Development of the Porter's 5 Forces model)

: Porter, Michael. 1980. Five competitive forces. Editorial Prentice Hall. Mexico. DF.

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

The expert method, or known as the 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.

Competition Questionnaire to the expert. Source: (Jiménez, 2004)

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:

Expert Competence Questionnaire: Second Phase. Source: (Jiménez, 2004)

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).

The following expression can also be used:

Mathematical Expression of the Model

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 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.

Below is the table for voting:

Model voting table. Source: (Jiménez, 2004)

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 the unification of criteria is achieved from the consensus generated by the coefficient that evaluates it.

Below are the aspects evaluated and the guide questions associated with each 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 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.

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.

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 a general sense, knowledge is provided to an important theme in the search for the diversification of tourism from "Sol y Playa" that, arriving in Varadero, golf constitutes a strong product-service for its future consolidation. the theme addressed and the problem under study. A "Memory guide" was partially applied as a procedure to address the diagnosis of the current state of the Golf product-service marketing mix at the VARADERO GOLF CLUB facility, belonging to PALMARES. It was evaluated the result of the current marketing status of the GOLF product-service at the VARADERO GOLF CLUB facility, belonging to PALMARES; for immediate decision-making by the PALMARES administration.The VARADERO GOLF CLUB facility, is demonstrated in the study,It still has commercial potential that it can take advantage of to increase income, which must be attended by the PALMARES Division of the territory.

recommendations

Develop a marketing plan taking into account all the elements that this investigation throws and turn them into short, medium and long-term actions that improve the current situation. Perfect the mechanisms for recording, control and feedback of the development of the activity and its relationship with the 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. Present the results of this research to the PALMARES Division in order to prepare an action plan based on the negative elements indicated.

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Matanzas University.conceives the analysis of recreation and leisure facilities, with a systemic, multidimensional, multicriteria and process approach for the evaluation of Action 68 h. Diploma work (in option to the title of Bachelor of Tourism). Matanzas University.conceives the analysis of recreation and leisure facilities, with a systemic, multidimensional, multicriteria and process approach for the evaluation of Action 68 h. Diploma work (in option to the title of Bachelor of Tourism). Matanzas University.

Cedres, Noelia. 2009. A successful match on a field with many obstacles. (Special Golf issue of HOSTELTUR Magazine).

Ditto above

Cedres, Noelia. 2009. A successful match on a field with many obstacles. (Special Golf issue of HOSTELTUR Magazine).. Madrid Spain.

Ditto above

Unpublished document from the commercial department of Varadero Golf Club.

ROJAS D., July: 2006. Guide for the marketing plan and the sales program.. Mendosa. Argentina. Available at: ppt: // www. fce.uncu.edu.ar/ PLAN MKT Y VTAS.pdf.

Porter, Michael. 1980. Five competitive forces. Editorial Prentice Hall. Mexico. DF

Jiménez FR, Argelio. 2004. Tool to support the solution of unstructured problems. Available at: hppt: //www.umcc.cu/portal4to/HPSPNE/contener/index.htm (Consultation: October / 2011).

Referred by: Jiménez FR, Argelio. 2004. Tool to support the solution of unstructured problems. Available at: hppt: //www.umcc.cu/portal4to/HPSPNE/contener/index.htm (Consultation: October / 2011).

Jiménez FR, Argelio. 2004. Tool to support the solution of unstructured problems. Available at: hppt: //www.umcc.cu/portal4to/HPSPNE/contener/index.htm (Consultation: October / 2011).

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