The research was developed in a receptive Travel Agency in Varadero whose objective was: to design and validate a Management Model to Evaluate and position tourism products in receptive Travel Agencies in Varadero.
Various tools were used. Expert method; SWOT and Cross Impacts Matrix; experts; comparative matrices; Consensus coefficient; Modified Fuller's Triangle Method; frequency distribution; the General Electric-Mckinsey Matrix to position tourism products. As a result of the work, the positioning of the agency's tourism products was obtained. Fulfilling the hypothesis raised at the beginning of the investigation.
Key Words: Positioning, Travel agencies, tourist product.
Introduction
"Tourism is an open door to the well-being of today's man and an essential component of his future life."
Before the Industrial Revolution of the 19th century, people hardly moved from their environment and if they did so it was for very specific reasons: questions of state, religion, commerce. Moving was not done for pleasure but out of necessity. The appearance of the railroad and the steamship changed the concept of traveling.
“With industrialization, great changes took place such as: the increase in the production of goods at a lower cost; a greater demand for raw materials; the development of an important transportation network (land, mechanical, air); the disappearance of physical barriers, which implied a greater growth to other towns; among others."
After the industrial revolution, other movements such as the worker emerged, obtaining achievements such as the reduction of the working day, annual paid vacations, health and free education. It is better distributed, there is more wealth, there are more concerns, more cultural level, more free time, the media is better and faster, area navigation develops, all this generates a social and economic phenomenon called mass tourism.
"Tourism is a very important economic sector that opens broad prospects for the future. Hotels, restaurants, travel agencies, tour operators, means of transport, attractions, public services, among others, constitute the complex network of a fundamental system so that the tourist business, one of the most active industries worldwide can develop in a way effective and satisfying. ”
Tourism has rapidly become one of the largest industries in the world and the income generated by it already represents an important part of the world economy. Its rapid growth and expansion has been largely due to the evolution of international tourist demand. Associated with this, consumer behavior has been transforming, observing characteristics that are very different from those of past decades. Customers increasingly demand more, they seek quality, not only in tourism products but also in care, in addition to a brand that guarantees services and prices. They are more demanding.
There is no doubt that Tourism constitutes a sector with a high potential to generate wealth and increase benefits such as the fight against poverty, regional development, foreign exchange raising and the revitalization of employment. It is true that it is a sector that requires learning to be competitive and for this it is essential to redesign its practices.
“The increasing economic development and the internationalization of the economies have given rise to a massive availability of products and brands. In this sense, the consumer faces a greater difficulty in evaluating the different characteristics of the products. This situation determines the need to approach positioning as a marketing strategy aimed at defining the position desired by the company. The consumer's own perception of the company's position must be identified and taken as the starting point for the planned development of the positioning strategy. ”
The positioning strategy is aimed at locating tourist products or destinations in the mind of the target market. Considering that the consumer is the one that judges the offered product and is based on the perceptions that it has, regardless of whether the perception of it is illogical or based on the lack of information; Positioning actions should be aimed at structuring the offer in such a way that it is as attractive as possible for the chosen segment.
“Every product needs to be clearly positioned so that both the supplier and the client know who it is for, what needs are going to be met and how they are so qualified for it. Positioning is the first step in establishing a strong relationship of loyalty with customers. ”
"The design and marketing of tourism products is a task of great importance and utility in the tourism business environment of the moment. Its proper approach requires the knowledge and application of some basic concepts that allow developing this work in an appropriate and professional way. One of the starting points is based on the market, as well as on the destination or the companies that work in it. When a company launches a product, it tries to position it so that it appears to have the characteristics most desired by the consumer customer. This projected image is essential. ”
“The current tourist market is characterized by the permanent introduction of changes, the practice of renewed strategies, directed action, the continuous search for a response to consumer needs. It is a new scenario in which clients (tourists) and companies (sector agents / investors) play decisive roles. ”
"The world is experiencing a new era in which tourism is essential, there is a strong growth that is difficult to stop, because very clear reasons are driving each year, with more force to populations to do tourism." Tourism is the industry of the future of all those developing countries that know how to make the most of all its resources.
Cuba has not been exempt from the influence of tourism. Its tourism development has been the most dynamic of all the Americas despite the limited travel of American tourists. The international tourist movement to the Island has been consolidated due to its advantageous geographical position, to which are added its natural beauties and its strong cultural and artistic manifestations, the rich history and idiosyncrasy of its people.
Since 1996, the Island joined the small group of five countries of the Insular Caribbean (Puerto Rico, Dominican Republic, Cuba, Bahamas and Jamaica) that receive more than one million foreign visitors annually, reaffirming itself as an important tourist destination in the Caribbean. "
To market its tourism product, the largest of the Antilles has, mainly, the popular hospitality and quality of its people, exceptional natural attractions, an indigenous historical heritage, prolific artistic and cultural life, a unique sanitary development, political stability and security for tourists.
Given the challenges of maintaining a diversified and attractive product for the different issuing markets, Cuba has achieved a position within the Caribbean area that favors renowned chains to continue betting on maintaining and expanding their businesses.
“The priority that the development of Tourism has had in Cuba, in relation to the hotel plant and its administration, the necessary support infrastructures, tourist services, tourist marketing, personnel training and access to the destination, have made possible a uninterrupted growth in arrivals to Cuba of visitors from all countries, with an average annual growth of 1987/2005 of 15%. ”
The tourist activity in Cuba has reached such a level of development that today it constitutes a vital element in the functioning of the Cuban economy and society. The country as a tourist destination starts from the principle of incorporating all the provinces and poles into tourism development, in order to take advantage of its potential and attractions to offer a common and specialized tourist product.
Varadero has its own tourist rhythm, which places it among the most important poles of the Island, where heavy capital investments have been made in the hotel plant and in the network of technical and non-hotel services. It also means a great base of operations for excursions and adventures.
"One of the most dynamic growth factors in the tourist pole has been its commercialization, showing high competitiveness in the Caribbean area."
Varadero has a wide hotel network and also has an extensive non-hotel network made up of three Marinas, a golf course, an international airport, several travel agencies, a wide gastronomic and recreation network, and many other quality offers.
The non-hotel network plays a decisive role for the commercialization of Varadero. Although this has established itself as a sun and beach destination, there are numerous activities that the vast majority of clients always want to carry out, for example: the encounter with nature, culture and the rich history of our country. The entities or companies that make up this network and that guarantee transportation, food, entertainment, insurance, excursions, etc. together with the hotels and airports that guarantee accommodation and the entry and exit of tourists to the country, they form the food of the distribution channel for the Varadero tourist destination. The proper functioning of each entity and the harmony that is achieved in the performance of these as a whole,The image that is created of the destination will depend to a great extent both for the Tour Operators (TTOO) and for the final consumers.
At the tourist destination level, Travel Agencies constitute a fundamental link, operating as a decisive coordination center between the elements that compose it and maintaining direct and constant contact with end customers and intermediaries (tour operators).
“The wide and varied tourist offer, together with the innumerable motivations for making a trip, has forced travel agencies to specialize in a certain product. With the specialization, a better knowledge of the product is achieved and, therefore, greater user satisfaction, in addition to greater economic performance, generated by achieving customer satisfaction. ”
The Travel Agencies sector is not oblivious to the changes occurring in the market; with products and services easily imitated by the competition and poorly differentiated, in their role as an intermediary between the different providers of tourist services and the final clients; And with a strong impact of the option offer on their income and profits, they need marketing strategies that allow them to satisfy the customer's needs. “Currently, in addition to having to develop in a time of rapid technological, economic and social changes; they face intense competition. ”
“The receptive Travel Agencies that operate in the tourist destination of Varadero work in the development of their own products. His current challenge is to increase the volume of sales and profits. "
"Achieving a high-quality tourism product has become the main strategy for tourism companies, since this brings benefits in terms of market share, differentiation from the competition, loyalty and attracting new customers, among others." From this follows the need to have different products positioned in tourist destinations according to customer perceptions.
Numerous studies have been carried out by various institutions on this subject, however there is a deficiency that must be eradicated and it is the one referred to the almost total absence of research or proposals aimed at knowledge from a scientific perspective, how they appear located in the minds of consumers the tourist products that are offered in the Travel Agencies of the Varadero destination, without which it is impossible to draw up strategies for improvement, promotion and advertising that make the tourist products of these agencies more attractive. With the aim of making a contribution around the solution of this problem, this research is directed, defining itself as a Scientific Problem:the non-existence of a Management Model for the Evaluation and Positioning of the Tourist Products of the receptive Travel Agency of Varadero.
Around this problem should be analyzed:
• What are the theoretical antecedents of the positioning of tourism products by Travel Agencies?
• How to approach the management of tourism products of travel agencies based on a Management Model?
• How to validate the Management Model for the Evaluation and Positioning of the Tourist Products of the receptive Travel Agency of Varadero?
In order to solve the research problem previously proposed, the following objectives have been defined:
General objective:
• Design and validate a Management Model for the Evaluation and positioning of the tourism products of the receptive Travel Agency of Varadero.
Specific Objectives:
• Build the theoretical framework of the research, which bases the concepts and elements related to the tourist destination and product, the positioning and Travel Agencies.
• Design a Management Model for the Evaluation and Positioning of Tourism Products of the Travel Agency.
• Validate the Management Model for the Evaluation and Positioning of Tourist Products in the Varadero Receptive Travel Agency.
Hypothesis:
If there were a Management Model that evaluated the attributes of the tourist products that the Receptive Travel Agency of Varadero commercializes, then a scientifically validated position could be obtained.
Taking into account the hypothesis stated above, the following research variables are defined:
Expected results:
The Positioning of Tourist Products of the Varadero Receptive Travel Agency, based on the Management Model for the Evaluation and Positioning of Tourist Products.
Research Contribution:
The design and validation of a Management Model for the Evaluation and Positioning of the Tourism Products of the Receptive Travel Agency of
Varadero.
Scientific Novelty:
The determination of Perceived Attractiveness Indices of tourist products according to Representatives, Guides, Commercial and Hotesa.
Development
Research Background
In the review of the bibliography, the works found make an analysis of positioning and tourism product. In addition to this, other investigations related to the topics of Travel Agencies and tourist destinations were found that were of great help for the development of the theoretical framework of the investigation.
One of the Research Works that turned out to be useful, was the Thesis presented as an option to the title of Master in Tourism Management by Lic. Felicia González Romero, carried out in 2007. This work entitled "Positioning of Selected Tourism Products in the Destination Zapata Peninsula ”; It intended to carry out the positioning of said products based on a valid and reliable model. With this investigation the following conclusions were reached:
• It was demonstrated that multi-criteria decision technologies provide sufficient theoretical sustainability to coherently implement the Competitive Positioning Model of the selected tourism products in the Zapata Peninsula destination.
• The competitive positioning model was validated for the selected tourism products in the Zapata Peninsula destination, applying the multi-attribute decision paradigm in the identification and evaluation of relevant criteria from the perspective of perceived quality.
• It was possible to carry out the comparative evaluation of the tourist products, establishing the corresponding ranking and revealing the causes of the position occupied by each of them.
• The hypotheses of mutual conditioning of the attributes were demonstrated, so that the improvement of one of them influences in a positive way the others, and the dependence of the image on the rest of the attributes.
The Diploma Work carried out by René Valentín Delamo Vilda, entitled Analysis of the Line of Optional Products of the Varadero Receptive Travel Agency, carried out in 2007, constitutes another of the researches consulted, which is very useful when developed in the entity under study, thus allowing analysis of the results arrived at in that investigation.
Preparation of the Technical Sheet or Population: We proceed to delimit the population to be studied and on which we intend to generalize the results. The population would be:
- 18065 External clients of both sexes that carry out the excursions
- 207 Internal Clients (Representatives, Guides, Hotesas and Commercial)
- 57 Tour Operators of the agency
or Sample: The sample is usually defined as a subgroup of the population and would be represented by:
- 4461 External Clients
- 112 Internal Clients stratifying into:
• 49 Representatives
• 43 Guides
• 20 Hotesa
- 1 commercial (this does not enter the population to be sampled, as it is a single person)
- 46 Tour Operators
or Sampling Procedure:
- The sampling used for external clients is non-probabilistic, since the selection of the sampling units is made through the call to those clients who wish to express their criteria on the quality of the service received.
- For the Representatives, Guides and Hotesas, the Stratified Random Sampling with proportional affixing, of a probabilistic type was used.
- For the Tour Operators, the Simple Random Sampling, of probabilistic type, was used.
o Sources of Information: Sales by Agencies, Performance and Sales for tourism products of the Agency, Portfolio of products, Program of tourism products, procedure for the analysis of complaints and claims.
Proposal of the Study Model for the Positioning of Tourist Products
In a sense, learning to create models or think in terms of models is one of the most important reasons to study the science of administrative management.
In business, various kinds of models are associated with different kinds of activities. Business managers and their research and development team from tourism units formulate and work with models from their own environment.
“Despite the diversity of models, there is one aspect in common. They are all simplified and idealized representations of reality. ”
For example, it is considered the fact that the models of interest to the decision-making center in a tourist operating unit are mostly the so-called decision models. These contain variables identified in the object of study with the evaluation of the positioning of the tourist product and the proposal of measurement criteria, so it is necessary for the selection of a leadership product to determine the numerical values of the variables defined in the research..
The process of formulating a quantitative model can be divided (quantitative models start with numerical values, operate with numbers and produce numbers) of decision in three fundamental stages:
1- The environment is studied: A variety of factors such as conflicts within the organization, divergences between the goals and aspirations of the staff and those of the organization, or simply the total complexity of the situation to be modeled, may come between the decision center creator of the model with a clear understanding of the problem under investigation. In this case, experience may be the most essential ingredient of success.
2- A selective representation of reality is formulated: This step involves a basic conceptual analysis in which guesses and simplifications must be made. Sometimes it has been suggested that the precise problem to be considered is not understood until the model has been formulated. In this sense, it often happens that without models one cannot make quantitatively rational decisions. The formulation process also requires that the researcher who identifies the problem select or isolate from the environment those aspects of reality that are relevant within the scope of the problem investigated. Since the problems we are interested in involve decisions and objectives to be satisfied with the study, they must be explicitly identified and defined. On the other hand, comment that formulation and construction are integrated processes,formulation being the logical conceptual aspect and construction the expression of logical relationships in the symbolic language of mathematics.
3- A symbolic representation (that is, with mathematical expressions) of the model is formulated: The interactions between the formulation and the symbolic construction of the model are usually critical and a viable form of solution is the creation of heterogeneous or interdisciplinary teams of experts in various fields.
After the description of the stages of model formulation is concluded, it is necessary to summarize that despite the different uses that the models have in the different levels of the tourist operating units, a few generalities are defined for all the quantitative decision models. All of these provide a framework for consistent and logical analysis. More specifically, quantitative models are widely used for at least these reasons:
o Models force the decision-making center to be explicit in relation to its objectives within the organization.
o The models force the decision-making center to identify and record the types of decision (variables under investigation) that influence the objectives.
o The models force the decision-making center to identify and record the interactions and exchanges between the variables defined in the research.
From these characteristics it is finally deduced that a model can be formulated as a consistent tool to evaluate different policies, that is, each policy or set of decisions is evaluated by the same objective, in addition, the models can be explicitly adjusted and improved according to previous studies and experiences.
The Study Model for the Positioning of Tourism Products of Travel Agencies that is intended to be described in this chapter is characterized as an integrated system that allows the administrative approach to the management of Travel Agencies to be interrelated with the quantitative approach to the process of decision-making, where two well-differentiated environments are identified, the internal and the external, represented by the market of offered fundamental options and potential consumers. Said Model can be seen as follows:
Figure No.1. Management Model for the Evaluation and Positioning of the Tourist Products of the Travel Agency.
Source: self made.
Procedure for the realization of the proposed Study Model
The description of the stages present in the proposed Study Model for the positioning of tourism products, as previously exposed; as well as the tools used in each of them, it is detailed as follows, which corresponds to the methodological procedure used:
Stage I: Information Search and Problem Definition
The analysis of the problem must be developed and specified in order to facilitate the subsequent construction of the Management Model that will allow the solution of the problem. The author proposes certain techniques, such as the analysis of documents and reports of results of published studies belonging to the entity under study; In addition, a bibliographic review is carried out on the subject to be treated, subsequently establishing the state of the art of the research, which was complied with in Chapter I.
Stage II: Diagnosis of the Travel Agency, including the product portfolio
At this stage, the research experts are selected and their subsequent evaluation. In addition, it is intended to carry out an analysis of the business environment, for which the SWOT Analysis is proposed; conducting interviews with experts and using the method of direct observation of information.
- Expert Method
The Expert Method is a practical and effective method that allows selecting the number of candidates for research experts and evaluating the level of competence of each of them. This explains its use in this work.
"An expert is understood as both the individual itself and a group of people or organizations capable of offering conclusive evaluations of a problem and making recommendations regarding its fundamental moments with maximum competence." It can also be understood by "that person who has a degree of theoretical and practical knowledge of a certain topic, and whose assessment can supply the lack of information about the problem."
In the practice of evaluation through the criteria of experts, the determination of competition has been accepted, using the self-assessment of it by the expert himself. The self-assessment, which in turn becomes a criterion to take into account, consists in proposing to the candidates for experts to carry out a self-assessment of their knowledge related to the subject that will be subject to prosecution. Experience shows that people with high self-evaluation are less wrong than others in their predictions.
The procedure for the selection of experts considers three fundamental stages: the determination of the number of experts; the preparation of the list of experts; and obtaining the consent of the expert in their participation.
To determine the number of experts, the following expression is proposed:
N = a * n where:
a: Number between 0.7 and 1, prefixed by the researcher
n: Elements that characterize a certain object of study (number of attributes).
Methodology to determine the expert's coefficient of competence
The proficiency coefficient (k) of the expert is determined, with the aim of knowing if they are really considered experts for the development of the research.
The competence of the experts is determined by the K coefficient, according to the following expression:
K = ½ * (Kc + Ka) where:
Kc: It is the coefficient of knowledge or information that the expert has about the problem to be solved, on a scale of 0 to 10 and multiplied by 0.1 (or divided by 10) so that:
a) Evaluation 0 indicates absolute ignorance of the problem being evaluated.
b) Evaluation 10 indicates full knowledge of the aforementioned problem.
Between these limit (extreme) evaluations there are (9) intermediate ones.
On this basis, the expert competence questionnaire is prepared:
First phase of the Questionnaire:
In this phase, information is obtained that allows calculating the Knowledge Coefficient (Kc) or information that the expert has. Table No.2 shows the characteristics that an expert must possess in terms of knowledge and others. A second column has been included where the priority or weight of the characteristic given in a specific expert is stated. The third column expresses the expert's perception of the presence or absence of the characteristic in it.
Source: Collective of Authors. 2007. Support Tools for the Solution of Unstructured Problems in Tourist Companies. Basic Text. p. 36.
Calculation of the coefficient (Kc) through the following expression:
Where:
- degree of priority of characteristic k for decision maker j.
- evaluation given by decision maker j, to characteristic k with respect to problem i.
Second phase of the Questionnaire:
In this phase, the data that appears in Table No.3 are obtained and that are used to calculate the argumentation coefficient (Ka) of each expert.
Source: Collective of Authors. 2007. Support Tools for the Solution of Unstructured Problems in Tourist Companies. Basic Text. p. 38.
The expert marks with an (X) in the corresponding box according to the sources. 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 argumentation coefficient.
So that:
If Ka = 1: high influence from all sources.
If Ka = 0.8: average influence of all sources.
If Ka = 0.5: low influence from all sources.
Once the values of the Knowledge Coefficients (Kc) and argumentation (Ka) were obtained, the Expert's Coefficient of Competence (K) was determined.
If: 0.8 ≤ K ≤ 1 K → high, then the expert has high competence.
0.5 ≤ K ≤ 0.8 K → medium, then the expert has medium competition
0 ≤ K ≤ 0.5 K → low, then the expert has low competition.
- Direct Observation Method
Considering the different degree of complexity of the methods of the empirical level, observation is the most elementary and the basis of the other methods. Observations constitute a set of tests for one or the other hypothesis or theory, and therefore depends, to a large extent, on that end. Direct observation is one in which the investigator comes into immediate contact with the object of observation. This is called open when the observer does not participate in the activities carried out by the observed subjects, but only witnesses what happens in these activities. This method is used in this investigation with the aim of obtaining the necessary information from documents and reports present in the entity.
- SWOT analysis
To carry out a diagnosis of the Agency, it is proposed to carry out a SWOT Analysis. "The analysis of the Weaknesses, Threats, Strengths and Opportunities (SWOT) or SWOT in English (Strengths, Weakness, Opportunities and Tricks), has become of great importance within the strategic direction of the company."
This analysis consists of identifying the Threats, Weaknesses, Strengths and Opportunities of the company. The SWOT Matrix can be considered as the starting point of any strategic plan and it is exactly prospecting, debugging, evaluation, and selection of the company's strengths and weaknesses, as well as threats and opportunities, fundamental elements for all strategic planning. Weaknesses and Strengths refer to internal aspects of the company, while Threats and Opportunities refer to the external environment.
Threats: Anything that comes from the environment or from the outside, foreseeable and probable, that if it occurs would lead to impossibility or a notable disadvantage in the fulfillment of the established purposes.
Opportunities: Any external reality, that suitably taken advantage of will produce more proportional advantages.
Strengths: The leadership or strengths of any order that the company possesses.
Weaknesses: Any reality of the domain of the company that puts it at a frank disadvantage.
To carry out this analysis, direct observation of the information and consultation of the experts is made, allowing the definition of Weaknesses, Threats, Strengths and Opportunities. Subsequently, the Cross Impacts Matrix is carried out with the help of experts.
Within the Cross Impacts Matrix, strategic actions are aimed at enhancing strong points, correcting or mitigating weak points, exploiting opportunities, and facing threats. To carry out the Matrix, experts are consulted and the method of direct observation of the information is used.
Stage III: Analysis and Evaluation of the Tourist Products of the Travel Agency
In this stage we proceed to describe a set of tools used that make it possible to carry out the analysis and evaluation of the tourism products belonging to the Agency; all of which is necessary to achieve its positioning in the market. These tools are detailed below:
- Expert Consultations
In order to define the tourism products of interest to be evaluated and positioned, by the Agency, consultations are made with experts, who were previously selected and evaluated for the research. This technique allows to compile a list of products, necessary to evaluate and position in the agency, according to the experts' criteria.
- Document
review and data analysis The document review and analysis technique is developed with the purpose of carrying out a detailed study or analysis of each of the products under study. They were used as a source of information: economic documents: such as Yields for Excursions, Sales for Excursions, Sales for Agencies; and others, example: The excursion program and the Agency's product portfolio.
- Product Curves
In order to carry out a detailed analysis of each one of the tourist products, it has been suggested to carry out the Product Curve, in which data of Income against time of exploitation of said product is recorded. The product curve offers a more detailed view of the behavior of the product from its emergence to the present, thus allowing managers to make decisions regarding its permanence in the market.
- Comparison Matrices
Comparison Matrices are another technique to use to carry out an analysis of each of the tourism products, with an interest in positioning. For this, the following comparative matrices are intended to be used:
• Market share (in relation to the share of the Pax moved in the total Pax moved of optional) / Price
• Income / Price
• Yield / Price
All this allows showing the behavior of the Pax moved, the income and the performance in relation to the prices of each product that is analyzed.
- Consensus Coefficient
The Consensus Coefficient is proposed to be used with the aim of knowing whether or not the experts accept the proposed tourism products, which were the result of consultations with experts; and also if they agree or not with the proposal of attributes to evaluate the tourism products of the agency. The attributes proposal is obtained through consultations with experts and bibliography review.
The expression used for this coefficient is as follows:
Cc = (1 - Vn) / Vt
Where:
Cc: Degree of acceptance of each of the attributes by the decision makers.
Vn: Total negative votes
Vt: Total votes
If after calculating Gc> 85%, then the evaluated attribute is accepted.
Below is the expert voting table:
Table No. 4. Voting by the Expert.
Source: Collective of Authors. 2007. Support Tools for the Solution of Unstructured Problems in Tourist Companies. Basic Text. p. 97.
- Pair Comparison Method (Modified Fuller's Triangle)
The Modified Fuller's Triangle Pair Comparison Method is applied to obtain a vector of importance or weight of the attributes that characterize the tourist product.
For this, the Survey is presented to the experts, through which all the necessary information is obtained to carry out the method.
Comparison of criteria in pairs:
A criterion-criterion matrix (Attribute-Attribute) is elaborated, where the preferences in each pair of criteria are recorded (1 means that criterion i is more important than criterion j), matrix obtained through the Fashion of the preferences given by the experts. As an example of said matrix it could be:
Calculation of the subjective weight of each criterion:
The total preference of each criterion is determined, that is, the number of times that the analyzed criterion is preferred with respect to the rest; and thus the subjective weight of each criterion is calculated through the following expression:
Where:
: Subjective weight of criterion j.
: Preference of criterion j over criterion i.
Objective Weight:
This is obtained by applying the Entropy Method using the following steps:
Firstly, a Criterion-Supplier Matrix is obtained as a result of the Arithmetic Mean of the evaluations given by the experts in the Survey.
The following expression is used to calculate the entropy (Ex) of each criterion or attribute:
Where:
: Entropy of criterion j.
m: Number of alternatives.
: Qualification of Alternative i regarding criterion j.
The dispersion for each criterion is calculated according to the expression:
Where:
: Dispersion of criterion j
The Target Weight of each criterion is determined according to the expression:
Where:
Wjo: objective weight of criterion j
Dj: dispersion of criterion j
c: number of criteria
To determine the Definitive Weight of the criteria, the Combinatorial Method is applied, which includes the objective and subjective weight of the criteria, calculated through the following expression:
Where:
: Definitive weight of criterion j
: Subjective weight of criterion j
: Target weight of criterion j
: Number of criteria
- Frequency Distribution Tables
The graphical representation of any set of data or observations is based on the assumption that the data has been grouped, that is, that there is a frequency distribution table prepared for such set of observations. In this investigation, the observations are grouped into classes, since these observations need to be concentrated in 5 classes.
Methodology to determine class intervals:
• Determine the path or range of the observations (R):
R = X maximum - X minimum
• Determine the number of classes (K):
5≤K≥20
• Determine the width or width of the range (A):
A = R / K
• To conform the intervals, the first value of the interval must coincide with the minimum observation and the value of the final interval must be the maximum observation.
This technique is used in order to distribute the observations of a group of attributes - obtained as a result of the consensus made to the experts - into five classes. Once this has been done, each class is made to coincide with the values of the Likert Scale, shown below, in such a way that the measurement of each of the attributes of the tourist products is obtained.
1- Very low 2- Low 3- Medium 4- High 5- Very High
- Measuring instruments or data collection
At this time, it is proposed to measure the attributes defined in the research, to evaluate tourism products, a process carried out through an explicit and organized plan to classify the available data in terms of the concept that the researcher prefers. In this process, the instrument for measuring or collecting data plays a major role. Without it there are no classified observations.
In all research, an instrument is applied to measure the variables contained in the hypotheses. This measurement is effective when the measurement instrument really represents the variables under study.
In the present investigation, the survey is used as a measurement instrument, as it is one of the most used methods in investigations, for the collection of a large amount of information. It is carried out with the collaboration of the individuals surveyed, using a structured questionnaire as an instrument to collect the information. This procedure is used when it is necessary to collect data on a wide range of information by means of questions directed to a representative sample of individuals of the population or universe, obtaining conclusions at a general level.
For the preparation of the surveys to be used, the Likert Scaling Method is used; developed by Rensis Likert in the early thirties, since the method constitutes a current and quite popularized approach. It consists of a set of items presented in the form of statements or judgments to which the reaction of the subjects to whom they are administered is requested, choosing one of the five points on the scale.
Below are the data collection instruments proposed for the investigation:
- Survey of Perceived Attractiveness of the Tourist Product
The Survey of Perceived Attractiveness of the Tourist Product is carried out with the purpose of analyzing how attractive each of the analyzed tourist products is based on the elements that compose it; and also determine a Perceived Attractiveness Index of them. This survey is applied to the Representatives, Guides, Hotesas and the Commercial of the entity.
The index of Perceived Attractiveness of the product is made taking into account the perceptions of Representatives, Guides, Hotesas and Commercial, that is to say, four indexes of perceived attractiveness are obtained for each tourist product, all of which allows comparisons to be made between the different indexes obtained.
This index is calculated by the following expression:
IA = P / OP
Where:
P: the sum of the perceptions
PO: the sum of the optimal perceptions
- Priority Survey of Tourist Products
The Tourist Products Priority Survey is applied to a sample size carried out by Tour Operators belonging to the Agency, with the aim of evaluating each of the tourist products, taking into account the priority presented by tourism products on the scale Hierarchical sales of Tour Operators.
- Survey of Public Prices of Tourist Products
The Survey of Public Prices of Tourist Products is also applied to a sample size of the Tour Operators belonging to the Agency, in order to evaluate each of the tourist products, based on the public prices at which said products are offered. to external customers.
- Optional Survey
This research uses the Optional Survey designed by the Varadero Receptive Travel Agency, with the aim of evaluating the optional products that are offered to customers.
- Tourist Products Evaluation Survey
The Tourism Product Evaluation Survey is made up of a group of attributes intended for the evaluation of different tourism products.
Due to the non-existence of Optional surveys in some of the analyzed tourism products, it was decided to apply this survey to the research experts, in order to obtain the desired information that would allow their analysis and evaluation to achieve their subsequent positioning.
For the processing of the data from these surveys, the Microsoft Excel for Windows Spreadsheet is used, making the Mode “(Measure of Central Tendency) for each of the attributes; and the STATGRAPHIC PLUS 5.0 software, used for the Agency Option Survey, with the objective of determining the relationship between attributes and global variables.
- Validation of the Measuring Instruments
Any measurement or data collection instrument must meet two essential requirements: Reliability and Validity. In this research, the validation of the Perceived Attractiveness Survey is carried out.
The Reliability of a measuring instrument refers to the degree to which its repeated application to the same subject or object produces the same results.
There are various procedures to calculate the reliability of a measuring instrument. They all use formulas that produce reliability coefficients. These coefficients can range from 0 to 1, where a coefficient of O means no reliability and 1 represents a maximum of reliability (total reliability). The closer the coefficient approaches zero (0), the greater the error in the measurement.
The most used procedures are:
a) Measurement of stability (reliability by test-retest)
b) Method of alternative or parallel forms
c) Method of split halves
d) KR-20
coefficient e) Cronbach's alpha coefficient: developed by JL Cronbach. It requires a single administration of the measuring instrument and produces values ranging from 0 to 1. Its advantage is that it is not necessary to divide the items of the measuring instrument into two halves, simply the measurement is applied and the coefficient is calculated.
A reliability coefficient equal to or greater than 0.80 is usually expected. These coefficients can be obtained using the SPSS software package version 11.5 for Windows.
Validity refers to the degree to which an instrument actually measures the variable it intends to measure, "it can be defined as the degree to which the measurement process is free of errors, both systematic and random, that is, it is the quality criterion, related to the adequacy of the scores of the instrument for the objective raised by its application. ”
Content Validity refers to the degree to which an instrument reflects a specific content domain of what is measured.
To carry out this validity, it is proposed to build a data matrix in an Excel spreadsheet, where the items formulated by the columns and the people consulted (experts) by rows. The decision value of each person consulted for each item is placed in the corresponding cell. Once this operation has been carried out, the following descriptive statistics will be calculated for each of the items and the total:
• Mean
• Fashion
• Median
• Variance
• Standard Deviation
For the calculation of descriptive statistics it is applied to experts. The results obtained allow us to measure the “degree of agreement or disagreement” with which the items and the questionnaire measure the characteristics of a relevant Strategic Planning process. For example: Attitude between "Totally Agree and Totally Disagree".
Decision rule: Those items that are located in the values (4) are accepted, and (5) the rest are eliminated.
The Item-Total Correlation is also performed, using the SPSS version 18 statistical package. This procedure is performed for the analysis and selection of items, showing the reliability of the survey.
Stage IV: Positioning of the Tourist Products of the Travel Agency
At this stage, the positioning of tourism products is carried out, proposing for this purpose the General Electric-McKinsey Matrix.
- General Electric-McKinsey Matrix
The purpose of strategic analysis models is to provide a conceptual and analytical framework for diversified companies. They make it possible to develop, on a more solid basis, the company's global strategy, to allocate resources in a more informed way and to better appreciate business opportunities. These techniques provide simple schemes to delimit the different businesses within the portfolio and determine the implications this has strategically. Establishing categories in strategic business units is, therefore, a necessary antecedent for the development and formulation of strategies and also serves both the purpose of strategic diagnosis and projection, since it constitutes one more element of analysis.
It is important to keep in mind that strategic analysis matrices do not prescribe what has to be done, but rather provide a suggestion. An example of these strategic analysis matrices is the Competitive-Attractive Position Matrix (McKinsey) shown in Figure No.2.
En la década del sesenta, la General Electric Company y la Firma Consultora Mc Kinsey desarrollaron esta técnica, cuya finalidad principal es fijar prioridades de asignación de recursos entre las diversas unidades estratégicas de negocio -aplicable también para productos o líneas de productos- y mejorar de esta forma el potencial de inversión. Esta matriz se diferencia de la Matriz del BCG o Matriz de Crecimiento-Cuota de Mercado, en cuanto las dimensiones son multivariables, a fin de representar mejor la realidad. Para conformar esta matriz se requiere conocer cuán atractivo son los productos turísticos y cuál es la posición competitiva de cada uno de ellos.
The Attractiveness dimension or Vector is defined based on a set of both qualitative and quantitative variables that demonstrate how attractive the tourist product is to the client. These variables or attributes can be denoted as: A1, A2, A3, A4, A5, A6.
The dimension or Vector Competitive Position is determined by the degree of dominance that the product has over a set of key elements in the market; providing competitive advantages that consolidates a good position. The competitive position as well as the attractiveness is presented in a set of attributes or, both qualitative and quantitative variables that would be denoted A1, A2, A3, A4.
Three categories of products can be distinguished in the Matrix:
• The Winning Products (G). They are similar to stars.
• Losing Products (P). It is preferable to eliminate them totally or partially, quickly or progressively.
• Intermediate Products (I). It is necessary to study each case.
Procedure for the Preparation of The McKinsey Matrix:
After identifying the attributes responsible for representing the competitive position of the product, as well as its attractiveness, each of the different component attributes of the dimensions in the products is measured through the tools explained in the previous stage. Then a specific weight is assigned to each attribute, which is calculated through the Modified Fuller's Triangle Method, as explained further in the previous stage. Thus, it is then possible to calculate the weighted value of the competitive position on the one hand and the attractiveness of the product on the other, for each of the tourist products.
In addition, a comparison is made of the Agency's tourism products with respect to the competition, placing both in the matrix, which allows demonstrating the position of the Agency's tourism product against that of the competitor.
For the elaboration of the Matrix, we wanted to delimit the quadrants with numerical values, making it easier to locate the products in it.
Finally, in the General Electric - McKinsey Matrix, the numerical value of the Attractiveness dimension and the value of the Competitive position dimension corresponding to each tourist product are placed.
Conclusions
Once the research work aimed at positioning Tourist Products is completed, the following conclusions should be highlighted:
1. A state of the art was created that favored the understanding of the different terms referring to the positioning of the tourist products of Travel Agencies, providing the agency with the most up-to-date bibliography on the subject.
2. The design and validation process of the Management Model for the Evaluation and Positioning of tourism products was carried out in the Receptive Travel Agency of Varadero.
3. The evaluation of the tourist products was carried out through selected attributes, which allowed the positioning of said products, resulting in Visit Habana being the best positioned followed by Habana Especial and Habana Overnight.
4. 50% of the tourist products positioned constitute winning products and the other 50% intermediate products.
5. The hypothesis was demonstrated that by having a Management Model that evaluates the attributes of the tourist products that the agency markets, a scientifically validated position can be obtained.
recommendations
1. Carry out the product curves at the Varadero Receptive Travel Agency, in order to obtain a greater vision of their behavior.
2. Analyze the results of the research in the Travel Agency under study, due to its usefulness in the decision-making process, in the direction of improving the positioning of the tourist products studied or others that are analyzed in subsequent research..
3. Propose to the MINTUR management in the territory, the analysis of the possibility of implementing the proposed Model as a working tool to control the positioning of the tourist products offered in the destination.
4. Use this Diploma Work as a bibliography for students belonging to the Center for Tourism Studies of the University of Matanzas "Camilo Cienfuegos"; and for all those who wish to deepen the subject.
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