Driven by strong growth in the international arena, Renault group sales of 591,855 units have been in the third quarter, growing 5.7% in a global market, which increased 4.6%. In this way, the group continues to increase its share in twelve of the fifteen major markets.

In Europe, a market with falls of 11.5%, Group sales fell by 4%. The Renault brand is the second of the continent, with 8.5% market share (passenger + commercial). Renault strengthens its leading position in the commercial vehicle, with a 15.8% market share (+2.5 points of growth). Dacca brand continues to grow, up 0.2 share points, mainly thanks to the success of Duster, who has conquered new clientele with over 17,000 sales in the third quarter.

Outside Europe, Group sales, induced by dynamic markets, increasing by 22.8% in the third quarter and accounted for 42% of total Group sales.

In the Eurasia Region, volumes grew by 27% in a rising market of 40.1%, in particular the effect of the impact of aid on sale in Russia.

In the Euro med region, sales increased by 11.3% in a market growing by 11.8%. The Group provides good results in Turkey with a sales increase of 38.7% and strengthens its market share by 1.2 points.

In the Asia-Africa, Group volumes increased by 10.4% in a market growing by 11%.
In the Americas region, the Group recorded its best result with a 41.3% growth in a market growing 14.1%. In Brazil, the group overcomes the barrier of 5% market share, reaching 5.3% in the third quarter.
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Effective organizational performance for sources of competitive advantages for competitiveness is based on strategic thinking, enabling it to achieve a positive differentiation from the competition, at the same time, be perceived by the customer and enduring in time, either by way of efficiency or effectiveness. This means, among other things, that planning has to be developed under an integrated marketing approach, using the marketing plan for support to ensure appropriate management of both strategic and operational nature, mainly under the terms of dynamism and uncertainty mark the contemporary environment. This aspect must learn very quickly to incorporate Cuban organizations.

Introduction:

The competitiveness in organizations has been a recurring theme in both academic and business community due to, among other aspects, the challenges involved and the imperative with entities to achieve high performance and greater impact on the environment. Especially since the decade of the 90 ‘of the last century characterized by globalization in the economic, political, social, communication and environmental as well as by, the rapid development of technological innovation, increasing demands consumers with huge facilities offered by internet information, the validity of the criteria of quality of life, the proliferation of services and the increase and variety of choices embodied in competitive advantages, have forced organizations to change their approaches and methods to lead and manage their processes.

Criteria of competitiveness based on the development of skills and competencies in the organization that allows turn, achieve efficient outcomes while their actual positions in markets, for a sustained period of time, expressed in the systematic development competitive advantages in order to satisfy customers, and buyers of value. For it is the consumer, who is called to assess the levels of competitiveness in the state.

Currently the possibility that the organization achieves a process of adaptation and systematic growth in its reference markets, coupled with an efficient performance, expressed in competitiveness, has incorporated multiple requirements, among which is the taking and developing strategic thinking integrated marketing approach in directing and managing all its processes, materialized in planning and achieving strategic and operational management which are effective. Issues are also required to quickly incorporate Cuban organizations, both operating in the domestic market, and most importantly, which they conduct their business in the tourist market and generate funds for export.

Therefore this paper aims to propose a marketing plan that will contribute to increased competitiveness in Cuban organizations, taking into account the experience gained by the author in the various consultative activities undertaken. With the intention that it may become a guide to Cuban entrepreneurs in the formulation, implementation and monitoring of marketing plans, prioritizing the focus to the consumer.