Cabo San Lucas Real Estate – Your Questions Answered – Part 3

East Cape Mexico Real Estate: Living In The Corridor

It's a compromise. A big one. It's miles of gated communities, golf courses, luxury resorts and wonderful beaches. People who buy homes or condos in the corridor participate the peace and relative security of living in gated enclaves. Same as some places back home in the States. Homeowners association rules keep out the local door-to-door peddlers, sound trucks advertising the circus, neighbors raising fighting cocks and other ambience destroyers.

I've lived in and out of these places. Personally, I kinda liked the hombre that would rattle our gate at our home in the barrio every so often to offer us fresh camarones or fish. Or on one day – a sack of live lobsters for four bucks a pound. "You come back every week," I told him, "the gate is always open for you amigo." If you like to VISIT Cabo a lot, but do not want to live in Cabo, then the corridor is a good compromise. Just remember, major grocery stores, and other necessities will be three to ten miles away in Cabo or San Jose. It's like living in the burbs without the halls – without much of anything. Just you and your neighbors, behind those big guarded gates, next to the ocean. Oh, yes – Costco and Home Depot are across the highway on the Cabo end.

Corridor Developments

Over the past several years and ongoing, developers have been putting in scores of townhouses on the land side of the corridor at prices starting in the low 200's and going up from there. They usually have a community pool and other amenities, and a view of Cabo Bay if you're lucky. Appreciation has been good – some doubling in value in two years. Some are safe investments, some are dicey – depending on the strength of the builder in general. One has to be circumspect when buying anything here. More so than say in California where more real estate disclosure is required. Title insurance is critical, so is working with knowledgeable professionals who will look out for your interests first – not the developers interests.

Established developments on the ocean side of the highway like Cabo Bello, Cabo del Sol and so on until you get all the way to San Jose are like gold. Some have private (by default behind gates) and semi-private beaches, beach clubs, and full resort amenities such as those found in Cabo de Sol or Palmilla.

Homes in these areas will range from around $ 500,000 USD up to ten or more million dollars. Prices are catching up to Southern California fast. How fast? Well, the new Puerto Los Cabos development on the East side of the San Jose estuary was selling ocean front building lots two years ago for 1.5 million dollars. They are now going for almost four million.

The limited number of ocean front lots in the El Dorado Country club (which went private last year) are going for twelve million dollars. But across the highway, and still with an ocean view (a half mile away) you can buy a town home with a community pool for under $ 200,000. This year …?

NEXT: Living in San Jose del Cabo

A Brand New Recipe For Branding

In a recent article, I told the story of when I was a young whippersnapper, attaining classes at what was then and still is called "one of the more famous hotel schools in North America", the marketing professor gave us an interesting, but quite challenging assignment.

We were to find a hospitality business that marketed itself by using the participation of the owner as part of the "distinctiveness" of the business. At the time, this seemed like a most difficult assignment, because in those days, it seemed that not too many people really stood out in this field. At least that what it seemed like to me in my youth. Or maybe it was just that they did not want to either make a fool of themselves. There seemed little need to drive the world to their door. I chose a very different restaurant enclosed within an old 19th century Mansion in this very cosmopolitan city. It was called Julie's Mansion and was owned and operated by a very eccentric, but wonderful showman who knew that he had to differentiate his restaurant from all the rest. He knew that the best way to do that – after the assumption of great food, entertainment and service – was to turn himself into the "brand."

My job, as a young hospitality student, was to watch him carefully and learn as much as I could. One Saturday night I showed up and Julie was trying to 'insert' himself into the home team's pro hockey uniform. It was immediately obvious that Julie had never played hockey. To see a middle-aged man struggling to get into and then have to have me extricate him from the jersey, equipment, elbow pads et al, was hilarious for a young guy like me, who had been on skates and playing the game since age four. He certainly was not afraid to make a fool of himself. When I showed up that night, he had less than no idea what piece of equipment went where, and was struggling with the shin guards. He had got himself all tangled up with what he thought were hip guards, when in fact they were shoulder pads, worn over the shoulders. It was indeed the first time I had ever seen a 'player' wearing shoulder pads, stretched around his butt.

I helped him get 'dressed'. Next came the taping of the hockey stick. This was really hilarious, watching this fellow trying to figure out the right way to tape a hockey stick without making a mess of it and looking foolish to his customers. He had a special plan for that stick.

I taped his stick and now he was ready. He had on his uniform, equipment and helmet, borrowed from one of the local NHL players who were a frequent guest at the mansion. Now, he actually looked like a real NHL hockey player … in black and white running shoes, sans skates!

Then Julie 'flew through' the different alcoves and floors of the restaurant with a big ball of foodservice aluminum foil as his 'puck'. He stick-handled in and out and between tables, took shots with the aluminum ball off the walls, cross-checked his own waiters trying to serve tables, all the while yelling cheers and the phrase made famous' round the world, by Foster Hewitt : "he shoots …. he scores!" All this, at the top of his lungs. Then he had planned for a horn to sound loudly indicating that the 'period of play' in his imaginary 'game' was over. It was now time to go to the dressing room. In a flash, just like an on-stage magician, he quickly disappeared into thin air, hidden in his office.

My face was covered in tears. I could not stop laughing! The restaurant was in an uproar. Guests were laughing so hard … one guy literally fell off his chair. The waiters were laughing, the guests were laughing, I was laughing and all the while Julie was having a ball too. Here was a restaurateur who made his work fun.

I had not met one of these types before. I really liked and respected this fellow. But I figured then, and still today, that anyone who had that much fun … and made that much money … must know something the others did not. And he did. He became his own brand. 'Distinctive. 'Differentiated. 'There is attractive to people who are sick of seeing the same old, same old every day. People are attracted to differences not similarities. Take a look at what you can do with yours. It's right under your own nose.

© Copyright, Roy W. MacNaughton, 2006

The Biggest Challenge For Cloud Computing In 2012

Cloud computing has become quite the buzzword in the IT world. Whether you prefer to use the term cloud services, cloud hosting, cloud computing, or whatever … you need to be aware of the challenges and what you're getting into before you jump right into it.

Security always appears top of the list, coupled with what I interpret as confusion over how and what is needed to make best use of the cloud. So in short, for me, a lack of understanding remains the challenge. Whilst security is critical, I feel the need to provide some counter points.

Any computer connected to the Internet is at risk from hackers, whether it is in the cloud or in a private data center. Would it be true to say that an SME, with necessarily limited resources, is able to better secure its data than say Amazon? In addition, who says everything needs to be in the cloud? Adopting a cloud computing strategy is not an 'all or nothing' decision. Data can remain within a data center or on promise, while applications that need to access such data can be based in the cloud. That's the whole principle behind the different cloud types – private, public or hybrid.

I think that anyone considering a move to the cloud needs to carefully consider their motivations and objectives for doing so, and to question what data and workflows they and their customers will feel happy placing in the cloud. Most importantly, select a vendor that can accommodate your cloud migration strategy, now and in the future. The challenge in 2012 is not that of cloud computing, the challenge for cloud vendors or providers of Cloud 'services' is that they need to not only promote the benefits of their particular offering, but also educate the market on the benefits of cloud, full stop.

Another major challenge will be Bandwidth. It's probably the case that the majority of SME / Bs have 'plenty' of local network bandwidth with which to conduct their in-house operations / business, however, it's also probably the case that in their pipe (s) into the 'Cloud' and that could be an awkward bottleneck if you swallowed the cloud philosophy without adequate preparation – which, of course, you'd never do.

For the pessimists amongst you, please see Moore's Law and Nielson's Law, there's always Parkinson's Law, which reads: "Usage expends so as to fill all available bandwidth."

Your Business Mission – What the Heck Do You Do, Anyway?

Do you really need a business mission statement? Is it just some fancy words to put in that business plan that collections dust on your shelf, or is there really more to it?

One of the key attributes of successful businesses is that they clearly know what they do. Defining the goal or the "mission" of your business can be the key to your success.

A good mission statement does three things:

"States what business you are in." Defines your target market. "Provides inspiration for your business.

One of the best examples of a mission statement comes from Levi Strauss & Co. [http://www.levistrauss.com/Company/ValuesAndVision.aspx]

"We will market and distribute the most appealing and widely worn apparel brands. Our products define quality, style and function. We will clothe the world."

Clothing the world is a pretty lofty goal, but Levi Strauss has the ability to do this for one reason — Their founder, Levi Strauss, started the business with a mission and focus.

Levi started his wholesale dry goods business in San Francisco February, 1853. Rather than hoping to make his fortune in the Gold Rush, he created a fortune by wholesaling clothing and fabric to the small stores supplying the thousands of miners and later, families of the West.

In 1872, he was contacted by Jacob Davis, a tailor who had developed a method to rivet the stress points of the pants he made from fabric he bought from-you guessed it — Levi Strauss. Jacob did not have the funds to patent the process, so he teamed up with Levi Strauss to patent the original blue jean in 1873. The rest is history.

Now, if Levi Strauss was your typical small business, he would probably have spun off in ten different directions in their early years, but the company remained focused on supplying quality clothing and fabrics to the working men and women of the West, and later the world. Rather than focusing on their core market, they would have fallen into the AFAB method … Anything for a Buck.

Most small businesses suffer from this lack of focus.

When we work with struggling business owners, the first thing we ask them is "What is your bread and butter?" What one product or service provides you with the majority of your business profit?

Unfortunately, most business owners can not answer that question. They did not define their core product or service and target market when they started, and end up doing a little bit of everything, and nothing well.

Or, they focus most of their time on a product or service line that they like, without knowing whether it actually is their most profitable.

Fortunately, there is an easy fix for this problem.

You have to determine your gross profit margin from each of your product lines or services. Get together with your accountant, and figure out what you need to do to separate your revenue and expenses by the major product lines of your business. Then, you can find out your gross profit margin, or the percentage of gross profit you receive from each activity.

The product or service with the highest gross profit margin is your core business activity. It is the bread and butter of your business, and the key to your company profits.

Now, you must focus as much of your company resources as possible on this core activity. Market it, systemize it, and turn your business into a machine for duplicating this product or service over and over again.

What happens?

Well, rather than running around like a chicken with your head cut off, putting out fires all over your business, you suddenly have the focus to know where to spend your time and energy. You know your core, and you can work to make a good thing even better.

This focus will transform your business and your life.

Remember the term "Jack of All Trades, but Master of None"? You can not really really good at something without focus, and focusing on your most profitable core product or service will make your business even more efficient.

Does this mean that you should never expand beyond your core? Of course not, but you must make sure you are really good at your core product or service before you venture into different directions. Creating a strong bread and butter business will give you the base necessary to expand.

Your core product or service is the foundation for your business. Build it well.