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Investigations carried out in the region center-south of Cuba has identified that exist deficiencies that limit the improvement of the work processes in the organizations that participate of a tourist circuit. These deficiencies, also denominated discrepancies, they constitute the essence of a model that tries to give answer to this problem. In this article are presented the results of the first applications developed to give answer to the Discrepancy No. 1 of the model for the process improvement of in a Tourist Circuit, mainly related with the identification of the information that needs to be shared for the achievement of the collaboration in the Strategic Level. This model has been applied obtaining satisfactory results in the organizations where has been used, fundamentally in organizations belonging to the Group Cubanacan S.A in the territory [1]. [ABSTRACT FROM AUTHOR]

Investigations made in the center-south region have allowed to identify that the levels of effectiveness and efficiency of the processes of services in the network of organizations who participate in a tourist circuit do not respond to the competitive level of the Cuban environment, nor to the strategy of the sector in perspective. Consequently, a model is proposed that allows to give answer to this set of problems. The proposed model includes the use of tools and approaches of classic and contemporary quality management, making possible the achievement of the collaboration at the strategic level and the deployment of the voice of the customer to the tactical and operative level. The model has been implemented in organizations of the territory that belong to the Grupo Cubanacan SA in different phases of development, having obtained satisfactory results. The application of the model has brought benefits that have facilitated the strengthening of the competitiveness of the tourist organizations who have participated in the study, mainly the organizations of the Grupo Cubanacan SA in the territory. [ABSTRACT FROM AUTHOR]

Generally, the tourist product in Cuba is sold in the form of tourist circuits. Nevertheless, often the tourist circuits do not work properly and the achievement of the satisfaction of the customer becomes difficult. Investigations made in the region center-south of Cuba have identified that deficiencies exist that limit the improvement of processes in the organizations who participate in a tourist circuit. These deficiencies, also denominated discrepancies or gaps, constitute the essence of a model that tries to provide an answer to this problem. This article tries to provide the solution to the three identified discrepancies or gaps which sustain the proposed model. These discrepancies have been identified in the three hierarchic levels that exist in a tourist circuit, the strategic level, the tactical level and the operative level. This model has been applied obtaining satisfactory results in the organizations where it has been used, fundamentally in organizations of the Grupo Cubanacan S.A. in the territory. [ABSTRACT FROM AUTHOR]