Image and identity as a strategic resource in hotel management

Introduction

The image constitutes the net result of the interaction of all the experiences, expressions, beliefs, feelings and information, say knowledge, that the public has about a particular institution (Sanz, 1994; Costa, 2003; Díaz, 2003; Beerli et al.., 2008). It acts as a determining element of the purchasing behavior of a target audience towards the company, being decisive in the formation of its identity, the degree of customer satisfaction and perceived quality. For the transformation of identity into image to exist, the former must be specified in facts and messages, that is, it has to be implicitly manifested by the former -business conduct- and explicitly communicated by the latter.At this point, a question arises that forces the 21st century administrator to introduce another management model. This consists of obtaining, interpreting and managing information. When we talk about strategic changes, it is necessary to answer the following questions: what changes, what strategies, what kind of Image do we need? The answers cannot, of course, be company inventions, unilateral decisions, empirical deductions, or recommendations from enlightened consultants. For whatever reasons and arguments are available, it would be suicidal to give subjective answers to questions as critical as these. If the image is configured in the public, it undoubtedly has very valuable arguments (Costa, 2003). This reasoning supports the need for the procedure to be proposed to measure the image.This consists of obtaining, interpreting and managing information. When we talk about strategic changes, it is necessary to answer the following questions: what changes, what strategies, what kind of Image do we need? The answers cannot, of course, be company inventions, unilateral decisions, empirical deductions, or recommendations from enlightened consultants. For whatever reasons and arguments are available, it would be suicidal to give subjective answers to questions as critical as these. If the image is configured in the public, it undoubtedly has very valuable arguments (Costa, 2003). This reasoning supports the need for the procedure to be proposed to measure the image.This consists of obtaining, interpreting and managing information. When we talk about strategic changes, it is necessary to answer the following questions: what changes, what strategies, what kind of Image do we need? The answers cannot, of course, be company inventions, unilateral decisions, empirical deductions, or recommendations from enlightened consultants. For whatever reasons and arguments are available, it would be suicidal to give subjective answers to questions as critical as these. If the image is configured in the public, it undoubtedly has very valuable arguments (Costa, 2003). This reasoning supports the need for the procedure to be proposed to measure the image.what strategies, what kind of Image do we need? The answers cannot, of course, be company inventions, unilateral decisions, empirical deductions, or recommendations from enlightened consultants. For whatever reasons and arguments are available, it would be suicidal to give subjective answers to questions as critical as these. If the image is configured in the public, it undoubtedly has very valuable arguments (Costa, 2003). This reasoning supports the need for the procedure to be proposed to measure the image.what strategies, what kind of Image do we need? The answers cannot, of course, be company inventions, unilateral decisions, empirical deductions, or recommendations from enlightened consultants. For whatever reasons and arguments are available, it would be suicidal to give subjective answers to questions as critical as these. If the image is configured in the public, it undoubtedly has very valuable arguments (Costa, 2003). This reasoning supports the need for the procedure to be proposed to measure the image.For whatever reasons and arguments are available, it would be suicidal to give subjective answers to questions as critical as these. If the image is configured in the public, it undoubtedly has very valuable arguments (Costa, 2003). This reasoning supports the need for the procedure to be proposed to measure the image.For whatever reasons and arguments are available, it would be suicidal to give subjective answers to questions as critical as these. If the image is configured in the public, it undoubtedly has very valuable arguments (Costa, 2003). This reasoning supports the need for the procedure to be proposed to measure the image.

Image measurement diagnostics

The literature provides various methodologies for measuring the image of companies. Of these, there are two nuclei that govern the ways of measuring this intangible variable. The first refers to what was stated by Sans (1994), whose methodology allows identifying all the components that make up the image of the company, measuring them consistently with its conceptualization. Although it does not allow to specify formative attributes of the image, as a methodology it provides how to measure but does not specify what to measure.

The other proposed methodology, Villafañe (1996) provides variables that exclude the holistic component of the image and limit the cognitive component, limiting it to four specific fields that are summarized below:

• Economic image Business image Internal image Public image.

It is important to mention some methodologies that have been addressed in recent research in terms of image and that, due to their adaptability, have been applied to different objects of studies with image content. These methodologies conform to one of the two lines previously explained, such as Chaddee & Mattsson (1995) and Beerli et al. (2008).

A large concentration of this research on image measurement appears as studies completed and applied to tourist destinations and corporate image in general. Most of these image investigations try to develop measurement tools, deepening about the dimensionality of the construct and about the relative importance of each of the dimensions for the prediction of the final behavior of consumers (Espinell, 1998; Varela et al., 2006; Beerli et al 2007, 2008). It is prudent to highlight that the procedures to measure image allow identifying key success factors that provide the company with sustainable competitive advantages.

Although numerous studies have been conducted to measure imaging elements (Prepesen 2002; Aksu, 2006; Beerli et al, 2008) there have been no precise efforts to date to critically examine these investigations in terms of effectiveness when it comes to tourist image. Measuring the image requires a strong conceptual focus. Therefore, in the present work we will address in a general way the measurement status of the image as a basis for applying a procedure that allows evaluating the image of hotels. For this, a detailed analysis of the components that make up the image is carried out, as well as the criteria most used in the specialized literature for their measurement in hotel facilities are defined.

When reviewing the studies referring to the measurement of the elements of the hotel image, we can verify that the most widely used instrument is the structured questionnaire with quantities of attributes to be measured ranging from 8 to 76, with no consensus on the number of attributes to consider for hotel image research (Duffus, 2009). Most of these studies use a Likert scale of 5 or 7 points, which focus on functional and psychological attributes.

As a generality, the procedures applied, with the exception of some cases (Beerli et al., 2008), do not analyze the unique and distinctive component of the hotel's image and do not consider the holistic component of the perceived atmosphere for research.

Some authors start from a very high number of attributes, which must develop successive factorial analyzes (Echtner and Ritchie, 1993), or take into account a very high final number of attributes (Crompton, 1989). This can lead to the lack of applicability of the results of the analysis when considering for management an excessive number of attributes for the hotel, in addition to exhausting questionnaires that limit reasoned and honest answers.

Other authors start from a very limited number of attributes, leaving important defining components of the hotel image unvalued. The attributes, in most cases, are generated through specialized literature, with the support of other techniques. Only in one case, of the studies consulted, is the interview used to generate attributes, the rest are deprived of obtaining deep, complex, confidential information, with open and evaluative judgments of the correspondence of the attributes that determine the image (Duffus, 2009).

It can be stated that due to the complex and subjective nature of the image, it conditions the quality of the information collected for the generation of attributes, which must necessarily contemplate primary information (Christie and Morrison, 1985; Echtner and Ritchie, 1991, Zikmund, 2008). The consideration of secondary information complements the primary information, helping this phase of the research to be effective, correct, and also have an extensive character (Sanz de la Tajada, 1994; Beerli 2007, 2008). Some of these procedures also analyze common characteristics between competing hotels.

Studies like that of (Mazanec, 1994). Referring to the image of hotels, different relationships can be developed between variables, which must be evaluated in three dimensions:

• 1st dimension: from the perceptions of the subjects, which allows the development of empirical image studies from a segmentation perspective, showing interest in the subject variable. 2nd dimension: in relation to objects where a competitive study vision is assumed, the greater Interest lies in the different competing hotels. 3rd dimension: referring to certain attributes where the components of the hotel's image are analyzed as being valued.

Based on the objectives proposed in this research, efforts are focused on measuring the image according to its 3rd dimension, where the components and attributes that make up it in a hotel are treated.

On the other hand and considering the social group as a network of interactions, we say that an organization is the set of internal relations and regulations that preserves the autonomy of the system and ensures the continuity of the group. Identity constitutes the source of internal cohesion that distinguishes the organization as a separate and distinct entity from the others; therefore it is necessary to start from the determination of the business identity to be able to use the image as a strategic resource of the company. By organizational identity we understand the personality of the entity. This personality is the conjunction of its history, its ethics and its work philosophy, but it is also formed by the daily behaviors and the norms established by the management. The organizational identity would be the set of characteristics,values ​​and beliefs with which the organization identifies itself and differentiates itself from other organizations.

From the point of view of organizational analysis, identity in an institution is made up of everything that allows it to be distinguished as singular and different from the others. It materializes through a structure. It is defined by the resources it has available and the use it makes of them, by the relationships between its members and with the environment, by the modes that these relationships adopt, by the purposes that guide the actions and existing programs for their implementation and control.

Identity is therefore the set of attributes that an organization wants to project to be recognized in that and only in that way by the organization's public.

Indeed, through the type of communicational interactions that generate and that generate it, identity is usually presented as an image in the broad sense of the term not restricted to the merely visual.

The definition of corporate identity is the basic element of the corporate image strategy, which constitutes its basis and is the globalizing and unifying aspect of corporate communication.

The starting point of a program to measure identity is the first definition of the company's “self-concept”: its philosophy and objectives, both institutional and commercial, based on the future image that will have to be implemented and that must correspond and transmit effectively the true personality, quality and size of the company. The analysis of the existing image through the classic methods: exploratory, dimensional, and stability, proceed to the comparison between the ideal or future image and the current image, and detect deviations, establishing the principles for a corrective plan. Proceeding to the study of the current marketing system of the company and analyzing, in parallel, the materials that circulate through the system.In this way, a correct measurement of the identity of the institution under study will be achieved. It is necessary to point out that the current literature lacks defined methodologies that allow measuring the identity of companies.

Need and relevance of a procedure that allows the use of the image as a strategic resource in the company.

Research carried out by UNWTO (1998); Pearce (2000); Cooper et. al., (1998); Buhalis, (2000); Gartner and Hunt, (1987); Calantone et al. (1989); Reilly, (1990); Echtner and Ritchie, (1993); Milman and Pizam (1995); Court and Lupton (1997); Kim, (1998), or Chen and Kerstetter (1999) have shown the clear relationship between the image of a hotel and the positive decision to buy, in this case. Although these perceptions cannot always be based on facts or first-hand experiences, they nevertheless exert a vital influence on the potential tourist in the decision to travel (Gunn, 1989; Crompton and Ankomah, 1993; Mill and Morrison, 1985; Murphy et al., 2000; Uysal et al., 2000). Similarly, a negative image, even if unjustified, will be decisive for the potential tourist,and can result in the decision not to visit the hotel (Morales et. al., 2000; Hart and Chirivella, 2000; Selby and Morgan, 1996; Chon, 1990, 1991, 1992; Valls, 1992; Kotler et al., 1993). As a result, the hotel image has a fundamental role in the models of tourist buying behavior, developed to date (Pons, 2008; Costa, 2001, 2004; Moutinho, 1987; Woodside and Lysonski, 1989; Um and Crompton, 1990; Goodall, 1992; Boullon, 2004; Bigné et. Al., 2000; Sönmez and Graefe, 1998).Woodside and Lysonski, 1989; Um and Crompton, 1990; Goodall, 1992; Boullon, 2004; Bigné et. al., 2000; Sönmez and Graefe, 1998).Woodside and Lysonski, 1989; Um and Crompton, 1990; Goodall, 1992; Boullon, 2004; Bigné et. al., 2000; Sönmez and Graefe, 1998).

Following the previous reasoning, there may be significant differences between the organic and induced image of the tourist about the hotel before visiting it, and his reevaluated image, formed after having visited it (Santos, 1996; Selby and Morgan, 1996; Díaz, 2003; Chon, 1992, 1993; Crompton and Ankomah, 1993; Echtner and Ritchie, 1991; Beerli et al., 2008). Therefore, the knowledge of the different levels of images has an inestimable value for the planning of marketing in tourism (Chon, 1992; Pearce, 1982; Phelps, 1986; Mill and Morrison, 1985; Christie and Morrison, 1985; Vanhove, 1998; Go, 1998; Ritchie and Crouch, 2000).

In fact, the role and importance of the hotel's image, both in terms of understanding travel behavior and in the subsequent design of an effective business strategy, forces us to develop a methodology to understand and accurately measure this concept..

The formation of a more complete and real image (Pearce, 2000; Chon, 1990; Crompton and Fakeye, 1991; Goodrich, 1977; Beerli et al., 2008; Chías, 1993; Parenteau, 1995) only occurs after an experience complete, through memory; Furthermore, Gunn (1989) ensures that the tourist's purchasing behavior includes a constant structuring and modification of images, supports the notion of the dynamic character of the image (perceptions and attitudes). For all these reasons, the process of forming the image of a hotel with respect to its measurement leaves us interesting aspects to consider:

• It makes it clear that the individual can have an image of the hotel, even if they have never visited it, and even if they have not been exposed to marketing communications (information sources) (Valls, 1995; Davara, 1993; Abascal and Grande, 1994; Coltman, 1989b; Holloway and Plant, 1988; Kotler et al., 1997; Christie and Morrison, 1985; Herbert, 1988; Barich and Kotler, 1991; Díaz, 2003) There may be changes in the perceived image, before and after of the visit. Here it is desirable to separate the images of those individuals who have visited the hotel from those who have not yet. If you had not visited it, it would be interesting to know the differences in the perceived image, depending on the existence of interest or not in visiting the hotel, closely related to perceptions / preferences (attitudes) towards it,as a determining element of the tourist behavior model and, therefore, in the choice to purchase a reservation (Sánchez, 1998; Baloglu and McCleary, 1999; Bigné et. al., 2000; Boullon, 2004; Pons, 2008; Chon, 1990, 1991, 1992; Echtner and Ritchie, 1991, 1993; Ritchie and Crouch, 2000; Costa, 2001, 2007).

Indeed, in any study of the image of hotel facilities, relationships between variables in three dimensions must therefore be considered: perceptions of subjects are measured. Therefore, empirical image studies can be developed from a segmentation perspective (interest in the subject variable), from a competitive position analysis perspective (interest in the object / hotel variable), and, finally, from a perspective analysis of the components of said image (interest in the attribute / characteristic variable) (Mazanec, 1994; Calantone and Mazanec, 1991; Kotler et al., 1993; Mill and Morrison, 1985; Echtner and Ritchie, 1991; Cooper et al.., 1998; Ritchie and Crouch, 2000; Sanz de la Tajada, 1994; Zikmund, 2008). Given all these possibilities, it is about generating the best image measurement instruments,that takes into account the complexity of the image of a hotel, and operationalize its measurement in the most correct way possible.

Currently, the advantages offered by the use of the image as a strategic resource are not applied in depth. Starting from the fact of the little theoretical existence in this regard and the ignorance of this variable by modern entrepreneurs; is that we propose the need to create a procedure that is usable and supports a Model for the preparation of the Strategic Diagnosis of hotel institutions. The strategic model that we will take as a reference for this analysis will be the one proposed by Rojas, 2001 due to being elaborated specifically for hotels and the product of a detailed analysis of different models.

The knowledge of the image and the identity of the hotel in question, its comparison, analysis and solution of the deviation between both variables causes the image received to be closer to the expected one. This can only be achieved by enriching the Strategic Model to be used, with the opportunities, threats, strengths and weaknesses perceived by internal and external clients, and by adopting the correct strategic decisions by hotel entrepreneurs. Framing all of the above in a Procedure composed of Stages and Steps that guide and facilitate the use of the image as a strategic resource in hotel management, is the proposal we make in response to the need and relevance of the same in the current development of the industry tour.

Proposed procedure for the use of the image as a strategic resource in hotel management.

The main contribution of this procedure consists of the coherent and organic integration of the perspectives of the company and of the client in the evaluation of the image of the service that derives in the improvement of the process of provision of the service and in the fulfillment of the expectations of the client achieving efficient and effective use of the resources and capacities of the hotel plant.

Phase I. Analysis of the current situation of the hotel under study.

Step 1. Characterization of the object of study.

This contains the general characterization of the hotel, where the geographical location of the hotel, chain to which it belongs, average occupancy level per season, capacity of the hotel plant, as well as an analysis of the economic and financial situation of the facility must be included. last 3 years. In the first instance, all these data will allow the researcher to diagnose the current situation of each hotel where the image is to be measured.

Step 2. Description of the strategic management process in the hotel.

The strategic direction proposes several diagnostic models for this process. For the following work, the Proposal of Procedure prepared by Rojas, 2001 will be used, because it takes into consideration the environment in which the hotel is located, its geographical location, star rating, product exclusivity, among other aspects; consisting of seven steps:

1. MissionDiagnosisVisionStrategic directionsStrategic objectivesPlanning. Actions to be developed Implementation and control of the strategy

The procedure that we propose for measuring and comparing the image and identity will constitute a support and will facilitate the obtaining of the necessary information for step two: Diagnosis; projecting accurate data on what our clients perceive about the hotel institution and what our workers think about it, obtaining differences that denote our strengths and weaknesses and focusing the management work on those aspects that are deficient, or not taken into account, to continuous improvement of the service. They will also contribute to the formation of steps four: Strategic directions and five: Strategic objectives.

By comparing identity and image we will be able to obtain as a result a deep study of the changing situations of the environment over time and of the possibilities or capacities of the organization, which can result in various possibilities of using, as a competitive advantage, the solution of the difference between identity and image; Taking this discrepancy to a minimum would cause the client to receive, during their stay at the facility, what they expected in advance, fulfilling the expectations created. The identity will provide us with an internal analysis while the image will enrich the external analysis.

The internal analysis aims to identify and assess the strategy and current position of our company against the competition as well as to evaluate its resources and abilities in order to know the strengths that we must exploit and the weaknesses that will be tried to remedy or eliminate with a new strategy.

To achieve all of the above, this step aims to evaluate how each element of strategic direction works in the company, checking its effectiveness as the main objective.

Phase II. Development of measurement scales for image and identity.

Step 3. Direct observation.

When considering the conceptual aspects previously analyzed in this work, following the methodological line of Sanz (1994), we decided to use the procedure proposed for this purpose for tourist facilities in Cuba for the measurement of the image, elaborated by Duffus and Pons (2009), which exposes the methodological sequence to be followed to fulfill said purpose. This procedure is based on the fact that the image of a hotel is not directly quantifiable, but is supported for its measurement in attributes that are not clearly observable in all cases, which may differ between subjects; Beerli et al., 2007, 2008) Echtner and Ritcher 1999; Pons 2000. So far the combination of several techniques is the most appropriate considering the contributions of quantitative and qualitative research (Sanz, 1994)

When it comes to measuring the image of a hotel, the methodology to be applied must correspond to the conceptualization of the hotel image. This implies taking into account the different aspects that characterize the concept of image; namely:

1. the conceptualization of the image of a hotel as a result of the perceptions and attitudes of the potential client (Baloglu and McCleary, 1999; Ritchie and Crouch, 2000; Pons 2000; Costa, 2003) reason that justifies the combination of qualitative and quantitative techniques. great variety and complexity of the attributes that make up the image construct of a hotel (Chu and Choi 2000; Díaz 2003, Costa 2003), which implies that the statistical technique of treatment and analysis of information must be a multivariate technique (Abascal, 1995; Pons 2000, Wai-Ching et al., 2005), which coincide in subjective and objective components that make it necessary to measure functional, psychological, and holistic, unique and distinctive attributes (Echtner and Ritchie, 1991, 1993; Baloglu and McCleary,1999) the dynamic and changing character of the image over time according to the environment (Sanz de la Tajada, 1994; Crompton et al., 1999; Díaz 2003; Gustavsson, 2006). This methodological need has allowed the creation of a specific procedure based on a systemic and holistic paradigm. If the image is the science of totality, the method to answer this question could only be global, holistic (Costa, 2003).

The accepted definition of image measurement of a hotel includes the evaluation of the Cognitive Perceptual Component, Holistic Component, Unique Distinctive Component, being measured taking them into account. (Pons, 2001; Díaz 2003), Echtner and Ritchie (1991, 1993), Beerli et al (2008) Some studies referring to hotels use these emotions by adding security, comfort, inspiration (Barsky and Nash, 2003). Various studies have shown that emotions play a very important role in customer satisfaction and their loyalty to the hotel.

On the other hand, to measure identity, the starting point must be in the definition of the company's "self-concept": its philosophy and objectives, both institutional and commercial, depending on the future image that will have to be implemented and that it should correspond and effectively transmit the true personality, quality and dimension of the company.

For this measurement, Sanz de la Tejada, proposes to carry out an identity audit, where a theoretical framework will be created on the normative scope of the conceptual identity of the company; An analysis will be carried out of both the historical memory of the company, through in-depth interviews with senior executives, as well as a documentary of statements on identity registered in the company's archives; interviews with the application of questionnaires with closed questions in order to know the perception that the company's managers, cadres and employees have about what it is and what it should be in terms of its identity; review and analysis of documents related to strategic planning and the philosophy of the company;an environmental observation will be applied on the rituals or ways of welcoming visitors and clients; culminating in an analysis of the objective indicators of the same variables or categories included in the interviews, in order to correct the possible subjective deviation.

Step 4. Search and analysis of secondary information.

To generate the attributes of the company, it is necessary to start from a wide bibliographic analysis, consulting the historical documentation of the same, taking into consideration previous studies related to the image of the hotel and the identity manual if they exist; the complaints and suggestions register, documentation referring to the SWOT matrix and key results areas are reviewed. This information allows the use of attributes that are adapted to the reality of the company, where the identity manual offers the possibility of identifying how the internal public of your company thinks, which constitutes a basis for the image to be projected (Costa, 2003). The SWOT matrix establishes weaknesses and strengths of the company to take into account in the identifiable attributes by key areas for the success of the company.In some cases we only have to generate attributes with the complaint and suggestion record from which we can extract the attributes that are considered important by customers for their satisfaction. In this way, one of the stages of the identity audit that allows us to know the organizational culture and the historical memory of the company is also being carried out.

Step 5. Qualitative study: In-depth interview.

A qualitative phase is also proposed that contains the in-depth interview, which is carried out with a pre-established sample of employees, who can contribute important elements to consider within the hotel's image. It is necessary to include employees with different occupations to obtain the broadest vision of the problem to be addressed. On the other hand, direct observation is also used, as a quantitative conception that is rigorously carried out by the researcher paying attention in a deliberate way to situations that can provide criteria on the formative attributes of the image. In this way, the identity that will later form part of the image is being measured.

This qualitative phase is necessary to carry out if there are no previous image studies in the hotel analyzed.

On the contrary, in the company where the formative attributes of the image are already established and if there are previous studies of the same, which allow to define measurement scales and generate attributes from the information handled previously; it will be necessary to apply the opinion of experts; which will also evaluate the result of Step 4: Qualitative study: In-depth interview, if it was applied.

Step 6. Qualitative study: Expert opinion.

To verify that the defined attributes really describe the image and identity, it is necessary to use the opinion of experts with which it is intended to assess the adequacy of the content of the questions to what is really intended to be measured. To do this, it starts with the selection of an optimal number of these, going on to design a questionnaire that evaluates their competencies, to then determine the most appropriate for this purpose and submit to their criteria the components and attributes that are considered for the measurement of the image and identity.

By characterizing the image according to the components, criteria and attributes that make up each characteristic, it is possible to associate it on a numerical scale. In this case, we propose as a main scale, a Likert-type ordinal scale of 5 which allows us to discern between different attitudes towards the same object, these numbers are used as symbols that model the characteristics of interest in the empirical system.

Phase III. Research instrument design: The Questionnaire.

Step 7. Writing the Questions that make up the questionnaire: according to the measurement scale generated in the previous phase, the research instrument is designed: The Questionnaire has structured questions to measure the cognitive, holistic component, the image in general, satisfaction and intention to repeat the visit; in addition to unstructured questions to identify the unique and distinctive component of the hotel's image. To complete this phase, Step 8 Pretest of the proposed questionnaire.

Step 8. Pretest of the questionnaire: Applied to a pilot sample of clients and employees to determine the degree of understanding achieved in each question.

In the phases described above there is a combination of quantitative and qualitative tools. Qualitative techniques are used to study possible motivations as the only element for the discovery of the image. Although qualitative research does not show the relative value of each element or its participation in the client's decision process, it should be noted that this allows for in-depth analysis where the dynamics of reality can be appreciated, being explanatory of behavior and attitudes of the target audiences. For this, psychological techniques are used whose use supports the measurement but have not completely solved the problem of knowledge of attitudes and perceptions of the clients of companies interested in imaging studies.It is noteworthy that the researcher also has procedures to measure the image and identity of companies, with the possibility of using quantitative techniques that have a structured approach allowing the conclusions drawn from quantitative research to be objectively generalized. There are great advantages with the application of these descriptive research techniques, such as the possibility of using scientific induction - of the practical to generalize criteria - but also the deduction of the generalizable to particularize, allowing the applicability of the multivariate study.with the possibility of using quantitative techniques that have a structured approach allowing the conclusions drawn from quantitative research to be objectively generalized. There are great advantages with the application of these descriptive research techniques, such as the possibility of using scientific induction - of the practical to generalize criteria - but also the deduction of the generalizable to particularize, allowing the applicability of the multivariate study.with the possibility of using quantitative techniques that have a structured approach allowing the conclusions drawn from quantitative research to be objectively generalized. There are great advantages with the application of these descriptive research techniques, such as the possibility of using scientific induction - of the practical to generalize criteria - but also the deduction of the generalizable to particularize, allowing the applicability of the multivariate study.

Due to the methodological limitations of the qualitative and quantitative techniques applied separately, Sanz 1994 among other studies such as Beerli et al., 2007, 2008, support the qualitative-quantitative approach used in this procedure, because it offers a more complete response to the problem.

Phase IV. Application of the questionnaire to measure identity and image.

Step 9. Identity Measurement.

Identity can be measured with the application of the surveys prepared in Phase III, where the research instrument for the internal client was designed that will allow us to identify the unique and distinctive component as well as the attributes that make up the affective and cognitive components of the hotel. from an identity approach.

Step 10. Image Measurement.

To determine the image of the hotel according to the perceptions of the clients, the surveys prepared in Phase III are applied, where the research instrument or Questionnaire for the external client was designed that will allow us to identify the components of the hotel image.

Step 11. Preparation of the imagogram and identigram.

Identity is a condition of the image of a hotel that is of great importance. The image is designed and strategically approached from the definition of the identity to be projected with the help of a specific communication. In this sense, the identity chart of the company is called the icnographic representation1 of the identity to be projected in the short term, at the service of the image. Therefore, three levels of representation of the hotel's identity must be differentiated:

1. The ideal identity ideogram: Maximum to be achieved in the long term, in each identity attribute The current identity ideogram: Level of achievement of the identity attributes in the present, which is determined from the corresponding identity audit. Identigram: Level of identity attributes to be projected, at the service of the image, which generally lie between the current ideogram and the ideal. The company's image policy must be based on said identity chart, which constitutes the conceptual substrate for achieving the desired image, framed within the limits of what is possible in realistic terms.

The identigram or identity profile to be projected, it is necessary to compare it with the current state of the hotel's perceived image, since the formulation of the image objective to be achieved cannot be alien to the current state of the image.

The integration between the hotel identity and image variables requires starting from a previous definition of the identity profile to be projected.

In making strategic decisions, the most practical thing would be to project the current identity at the same level of precision and definition that has been estimated to be consolidated after the corresponding identity audit; no more, because it would be false and would contribute to distorting the image with respect to identity; no less, because it would mean giving up projecting some of the already consolidated identity attributes as components of the organization's real personality. But it could also have been decided to project some of the identity attributes to a lesser extent than is currently achieved, with which the identigram would present noticeable differences in the weighting of the attributes, with respect to the hotel's radial identity ideogram.

The identity of the hotel is unique and it can establish differentiated strategies for the projection of said identity towards the different audiences in its environment, whether internal or external. Therefore, it is necessary to design different hotel identigrams, making explicit the objectives of projection of its identity on different audiences, based on the greater or lesser weighting of the attributes of said identity, depending on the explicit interests of the different audiences when respect.

As has been stated in relation to identity, the image objective to be achieved by the hotel should also be represented. This objective is graphically reflected in an image iconogram called an imagogram. While the identigram represents the identity to be projected, the imagogram reflects the profile of the image to be achieved, that is, the perceptions of the public, based on global communication.

It is necessary to design the imagogram in two alternative ways:

1. Determine the desired image, which must coincide with the identity to be projected unless certain limitations are accepted in this regard, derived from possible deficiencies in communication and / or limitations in the receptivity and assimilation capacity of the recipients that would result in a Limitation of the final effect in terms of image Starting from a previous analysis of the current state of the hotel image, from this beginning, establishing the identity attributes that can be converted, in fact, into image attributes, once known, believed and assimilated by the target audiences.

The second option represents the only one to apply in a serious approach to the problem, which requires an image audit to be carried out to know the current state of the same according to public, its comparison with the reality of the hotel, that is, its identity; its relationship with the interests of the public according to the phenomenon under study, their preferences and consequently the image gap that, in relation to identity, must be covered prior to the design and execution of a communication and image strategy.

The differences obtained when comparing the current state of the perceived image with the image objective to be achieved, indicate where communication efforts must be made to recover the corresponding gaps.

It can be concluded that the identigram represents the identity profile to be projected, while the imagogram reflects the image profile to be achieved. Consequently, both must be closely related, as are identity, which is the antecedent, and the image, which is the consequence or result; where, for this study, the current identity ideogram and the current state of the hotel's image will be evaluated in order to create a strategic profile of the entity aimed at implementing in the offer, on the one hand, the attributes valued by external clients already consider the necessary adjustments to the identity that allow the desired image to serve as a source.

Phase V. New strategic proposal.

Step12. Strategic profile based on the image and identity of the hotel.

By obtaining the results of the difference between image and identity, the weak and strong points of the tourist facility will be obtained. This will allow the creation of a strategic profile that eliminates the existing distortion between the image projected by the installation and that expected by the clients, leading to the use of this variable in making strategic decisions and deepening the knowledge of weaknesses and strengths.

Starting from the fact that good strategic plans are based on the current strengths of the organization; Administrators, when choosing among the available possibilities, must select those that best respond to the capabilities of the facility, by mastering the image expected by customers and their dissatisfaction, they will be able to make strategic changes that allow them to meet those expectations, without being A solution is necessary at all times of the use of new capabilities that can be achieved only through investing in human resources, equipment or both and, furthermore, cannot be obtained quickly. It is known that it is seldom convenient to undertake a strategic plan that requires resources or capacities that constitute weak points or that do not exist. On the contrary,The recognized strengths of the company should be fully exploited. The image helps to generate strengths that could be unknown or not dominated by the entrepreneurs, and if seen by the client, as well as weaknesses that could generate dissatisfaction, not detected by the administration.

The purpose of strategies is to determine and communicate through a system of larger objectives and policies, a description of what you want the company to be. The strategies show the direction and general use of resources and efforts. They do not try to delineate exactly how the company should accomplish its objective, since this is the task of an enormous number of major and minor support programs. The determination of a strategic profile based on the image helps to delineate this objective.

Because there is no one-size-fits-all technique for formulating strategies, the best-known authors recommend that enough information and creativity be available in the formulation to reduce the level of uncertainty. The only consensus among the most famous strategists is that the desired objective is the methodological reference that a strategist has as a source of information to carry out his difficult task.

Indeed, the success of the strategies lies, in the first place, in the clarity and precision of the desired objective, which conditions, among others, the context, the different actors and the critical factors to consider, here it plays an important role to comply with the image expected by the client upon arrival at the hotel facility.

The first step to undertake in the elaboration of a development strategy is to specify the nature of the defensible competitive advantages, which will serve as a support point for subsequent strategic and tactical actions.

From this point of view, the proposed methodology will enrich the realization of the Strategic Model that we use for hotel institutions, contributing to the formation or re-elaboration of step five, if necessary: ​​Strategic objectives.

Step 13. Re-elaboration of objectives and strategies.

By obtaining the comparison between imagogram and identigram, the strengths of the installation will be obtained; that is, those variables that the internal client recognizes as unique, distinctive or highly competitive that are not exploited to their full potential and that are not recognized by external clients to the same extent. In turn, weak points can be obtained; These being, those variables that the internal customer recognizes do not meet their expectations. The knowledge generated by this proposal can be a tool in decision-making, enriching the Strategic Model for hotel institutions, being reflected in the diagnosis in Step six: Planning. Actions to develop; because it constitutes a basis for the hotel management to rework its objectives and strategies,causing to make the most of the organizational culture, the capacity of the staff, bringing the external customer closer to those characteristics of the facility that the internal customer recognizes as not fully exploited. As well as, parallel to this; Solving those aspects that are known do not satisfy the demand of the visiting tourist, following up on the decisions made with Step Seven: Implementation and control of the strategy.following up on the decisions made with Step Seven: Strategy Implementation and Control.following up on the decisions made with Step Seven: Strategy Implementation and Control.

Conclusions

1. The image is an intangible resource that the tourism company has to develop its capacities, the use of it, as a variable of the administration can become a sustainable advantage that redesigns the service offered considering the changing needs of the demand from the offer, which contributes to the efficient and effective use of resources The comparison between image and identity allows to master the strengths and weaknesses of the tourism company, allowing the relevant changes to be made to eliminate the differences between the expected image and the image received by the tourist upon arrival of the installation.The result of the comparison between image and identity can serve as a basis for the preparation and enrichment of the Strategic Model used by the tourist company.

Consulted References

1. Campruní. R. 2009. The formation of the Induced Tourist Image: A conceptual model ”University of Girona. PASOS Tourism and Cultural Heritage Magazine. Vol. 7.Chirino, T. Y 2009. Image of Hotels in the Central Region: Hotel Los Caneyes Case. Thesis of Degree. Duffus, MD 2009. Procedure to measure the Image of the hotels of the Central Region: Hotel Los Caneyes case. Master Thesis. Gustavsson, E, Chen N, Pan HH 2006. Gothenburg's Image as a Tourism Destination among Typical Tourists and Sport Tourists ”Tourism and Hospitality Management, Master Thesis No. 2006: 90. Pons, G. R, Pons, G. R, Morales ML 2008. The Choice of a Destination by the potential tourist ”. IV Conference on Business Sciences, Villa Clara, Cuba.Rojas Gonzáles, JM, 2001,"Procedure for the Strategic projection of the Villa las Brujas Hotel of the Gaviota SA Tourism Group". Graduate Thesis. San Martín, GH 2005. Study of the tourist destination image and the global satisfaction process: adoption of an integrative approach ”University of Cantaria, Department of Business Administration, Santander, Doctoral Thesis. San Martín, GH 2006. Analysis of the Image in tourism using structured and unstructured techniques: Competitive implications for tourist destinations ”Universidad de Cantaria, Asturian Magazine of Economics. Sanz de la Tajada, L. 1994. Integration of the identity and image of the company: Conceptual development and practical application. Ed. ESIC.Zerqueira, GAL 2009. Image of Hotels in the Central Region: Case of HoteL Brisas Trinidad del Mar. Graduate Thesis.Graphic scheme or radial ideogram of identity where the mission is centrally located; the radii constitute the attributes that identify it; and the outer circumference the ideal limit to be reached by the identity of the company. As a result, it shows the current state of it and its future, allowing to observe the gaps on which to act strategically.