Figure 2 shows how a hotel company could create ‘customer derived value’ by aligning assets and activities with the customer value proposition. It can be seen that the strategy map can align tangible and intangible assets with the strategy. There are four key internal processes: operation management, customer management, innovation and regulatory and social processes. Hotel aesthetics (innovation) is only one of the key four pillars in the internal perspective. Critically, the hotel design process must fuse with the other salient internal processes, with emphasis on customer management processes, which include customer selection, acquisition, retention and growth.