Great looking site. Keep up the great work.
By Captain Chuck, owner of this World Record Event website.
I am promoting Erika Medina – Dra. Erika Medina – Algodones Mexico, about a 2 hour drive from Palm Springs California.
Los Algodones, Baja California, is a small Mexican town located on the extreme northeastern tip of the municipality of Mexicali, approximately 16 km (9.9 mi) west of Yuma, Arizona, USA. Its official name is Vicente Guerrero. It reported a population of 5,474 as of the 2010 Mexican census. It also serves as a borough seat of its surrounding area.
We have found it one of the most safest places to visit in Mexico. Their living, income and business depends on tourist, so this place is very safe. There are also plenty of Police as they want to keep it that way. SAFE. I have never seen or heard of a problem there and I have been going there for 10 years now. Have fun.
Los Algodones is the northernmost town in Mexico, and at its northeastern tip is the northernmost point in Mexico, and in Latin America. Another interesting geographical distinction is that if someone were to travel in any of the four cardinal directions from anywhere in Algodones (due north, due east, due south, or due west), they would cross a U.S. border.
Situated near the borders of both southeastern California and southwestern Arizona, Los Algodones has become a popular tourist attraction in recent years due in part to inexpensive shopping and restaurants as well as inexpensive medical care and prescription medicines. The warm, dry climate of the area attracts a number of older tourists from across the United States and Canada who settle during the winter in the nearby towns of Yuma, Arizona and Winterhaven, California. Organized day trips from the Coachella Valley are popular among seniors as well.
Well it just so happens that I have been going to this town and one dentist for at Least 10 years. This dentistry and the owner is the best dentist I have ever gone to and the cheapest. She and they are amazing. She has never raised her price in 10 years+. Easy to get to. I park i the parking lot at the border. Walk down and into Mexico and only a 5 min walk, unless I stop at the restaurant around the corner that Dra. Erika Medina is as nice as can be. I have sent her so many people and they all love her and the extreme low prices. I have one friend that had fallen while walking with her daughter and broke 6 teeth. She had a bid of over $6-$10she went to Ericka and got it done for $1600 and she said it was the best job she has ever had. She loves this dentist. I go there three times a year for normal teeth cleaning $16. I go there once a year for deep cleaning $100. I highly recommend this place. Have I ever gotten a break on my dental by sending her new people, no, and that is alright. I do recommend her as she is that good. Summer is best time to go, hot but not quite as busy as it gets in the winter.
By the way, shopping is super. Hats, jewelry, clothing and you can buy just about any drug without a prescription and cheap. Tequila, the best brands for 1/2 price or better then you can in the U.S. Same brands you buy here in US.
This communication is considered CDFW News.
Wow, what a great golf tournament. Did the right guy win, I think so and did it with class. Great win Garcia. I’m looking forward to next year.
The winner Sergio Garcia. . .2017 Masters Augusta, Georgia.
Ok, 2018 is here and so is the Masters coming next week. Ok, Tiger, show us that you still got it. I know that y9ou do. . . And the Masters would be a perfect way to come back. Good look.
Can you do this . . . . .Yes You Can . . . . think big. . . .
As seen on 60 minutes Sunday April 9, 2017
Chobani’s Founder on Growing a Start-Up Without Outside Investors
Photography: Getty Images
The Idea: The author’s passion for the yogurt of his boyhood in Turkey—and the serendipitous availability of an old yogurt factory in upstate New York—combined to produce Chobani. Within three years it was the top-selling U.S. brand.
I’ve always loved yogurt—the thick kind I grew up eating in Turkey, where my mother made it from scratch on our family’s dairy farm. When I moved to the United States, in 1994, I found American yogurt to be disgusting—too sugary and watery. If I wanted yogurt, I usually made it myself at home. So when I came across a piece of junk mail advertising a fully equipped yogurt factory for sale, in March 2005, I was curious. The factory was about 65 miles west of the feta cheese company, Euphrates, that I’d started in upstate New York a few years earlier. In 2005 Euphrates had fewer than 40 employees and about $2 million in sales; it was barely breaking even.
Kraft owned the yogurt factory, and it had decided to get out of the yogurt business. The advertisement showed some photographs of the building, which had been constructed in 1920 and appeared to be in rough shape. On a whim, I called the broker and arranged to drive over the next morning to take a look.
The factory was a sad place, sort of like a cemetery, in a very small town. Fifty-five employees were preparing to shut it down. A lot of equipment was included, but it was old. The best thing about the place was the price: less than $1 million. Some of the individual machines would cost more than that if purchased new.
On the drive home I called my attorney, who is my main business adviser. I told him I wanted to buy the factory. He thought it was a terrible idea. He had three good arguments: First, because I’d be buying it “as is,” I really had no idea how well it would function. Second, Kraft is a pretty successful company, and if it was giving up on this facility, this town, and the yogurt industry, maybe it knew something I didn’t. Third, and maybe the strongest objection, where was I going to get that kind of money? He was right: At that point, I had nowhere near enough money for such a big purchase.
But as it turned out, I was able to borrow the money to buy the factory—and after Chobani hit the market, I financed our growth through further bank loans and reinvested profits. This is a crucial piece of the Chobani story. Our ability to grow without reliance on external investors—the venture capitalists, private equity types, strategic partners, and potential acquirers who’ve offered us money since we launched—was vital to our success. Today Chobani is a $1 billion business, and I remain the sole owner. That means I can run the company the way I choose—and plan for its future without pressure from outsiders.
Creating a market, one container at a time
Hamdi Ulukaya buys an old Kraft yogurt plant in upstate New York.
The plant makes U.S.-style yogurt for other companies, while Ulukaya and a Turkish-born yogurt maker develop the Chobani recipe.
The first cup of Chobani hits grocery shelves in Great Neck, New York.
Chobani becomes the best-selling brand of Greek yogurt in the United States.
Chobani becomes the best-selling brand of all yogurt in the United States and expands to Canada and Australia.
Chobani sales are expected to top $1.3 billion.
Too many entrepreneurs believe it’s impossible to scale a business without relying on VCs or other equity investors. That view is wrong. If I could grow a company from zero to $1 billion in less than a decade in a capital-intensive industry, many other businesses can too.
Slotting Our Cups
To buy the yogurt factory, I obtained a bank loan backed by the U.S. Small Business Administration. I learned about SBA loans from two loan officers at KeyBank. I spent two days writing a business plan, offered a personal guarantee, and put up 10% of the purchase price. The bank and the government put up the other 90%, with a low interest rate and a 10-year term. The loan was sufficient to create a small amount of working capital in addition to the purchase price. The process took about five months, and on August 17, 2005, I had the keys to the factory.
I immediately hired a master yogurt maker from Turkey, and we spent the next two years perfecting our recipe. I hired four employees who’d worked at the Kraft plant, and because we had nothing to produce, I kept them busy repainting and repairing the factory for a few months. By early 2006 we’d begun making private-label American-style yogurt as a contract manufacturer for other companies, just to bring in some revenue.
In addition to fine-tuning our own recipe, we worked hard to get the packaging right. This was a big expense—about $250,000. American yogurt has always been sold in containers with relatively narrow openings. In Europe yogurt containers are wider and squatter, and that’s what I wanted for Chobani—I wanted the package to signal that the product inside was very different.
By late 2007 we were ready to go to market. At that point we made several crucial decisions that allowed us to finance our growth once the business took off.
First, we insisted that Chobani be sold in mainstream grocery stores rather than specialty stores, and that it be stocked in the dairy aisle, alongside existing yogurt brands, rather than in the gourmet or natural food aisles. That’s probably the single most important decision we made. Although many Americans had never heard of Greek yogurt until Chobani launched, at least one rival brand had been selling Greek yogurt in specialty stores since the mid-1990s. But because it had limited distribution, it remained a tiny niche product. We wanted Chobani to be accessible to everyone. If we’d said yes to early offers from specialty stores, the company never would have grown as quickly as it did.
Insisting that Chobani be stocked in the dairy aisle—rather than the gourmet section—is probably the single most important decision we made.
Second, we negotiated with retailers over their slotting fees. Most big supermarkets were asking a minimum of $10,000 per SKU to stock our product, and some were asking up to $100,000, so if we wanted to put six flavors of yogurt in a store, it would want an up-front payment of at least $60,000. We didn’t have that kind of money. So we negotiated to pay off the slotting fees over time as the yogurt sold.
Third, I worked really hard to determine the right unit selling price to fund future growth. I spent a lot of time figuring out our cup costs, ingredient costs, and labor costs, and I made a simple model to calculate the exact price that would allow us to break even once we hit 20,000 cases a week in sales. That’s a relatively low volume: It meant that if customers liked the product, we’d quickly be profitable and could reinvest our profits in growth. We ended up charging less than $1.50 a cup—more than traditional American brands (which typically sold for less than $1), but far less than the European-style yogurt that sold for $3 to $5 in gourmet stores. A lot of new companies would have launched at a lower price and tried to raise the price later. I avoided that by figuring out an initial price that made long-term sense.
Often when a start-up launches a product, there’s an agonizing wait to see if customers will buy it. We didn’t have that problem. Within a couple of weeks after Chobani got into ShopRite, we started getting orders for 5,000 cases. The first time we received one, I kept double-checking to make sure it didn’t say 500. It quickly became clear that our biggest challenge wasn’t going to be selling enough yogurt—it was going to be making enough yogurt.
Over the next 18 months we found ways to increase the capacity of our factory without making big investments. We couldn’t afford new equipment, so we went around the country to find used equipment and arranged to buy it on installment. Eventually we retrofitted our filling machine—the big constraint on our plant—so that it could handle 100,000 cases a week. We also limited our capital investment by relying on manual labor instead of automation: For instance, the finished cups of yogurt were hand-packed in cartons. During that time I rarely left the factory—I slept there most nights.
We were extremely careful with cash. Too many start-ups hire people in anticipation of growth; we waited until the business was bigger. Every Friday I met with our finance guy. I made sure that our employees and our milk suppliers were paid on time, but we let a lot of other bills go a little longer. Because we had set up the business to be profitable early, every cup of yogurt we sold gave us more free cash. Our model had other advantages: Yogurt is perishable, which limits inventories; and supermarkets pay us promptly after delivery, whereas most of our suppliers give us a month or two to pay. That really helped our cash flow.
Sticking to the Mission
A few months after our first sale, I began getting calls from potential investors. In early 2008 we attended a convention in Anaheim called Expo West, where natural products manufacturers meet buyers from big retail chains. The show attracts a lot of investors, and we were repeatedly approached by people who said they’d like a stake in Chobani. Most of them said we would need much more cash if we really wanted to grow. They also said we’d benefit from having experienced managers and strategists aboard, to help us figure out how to navigate as we grew larger.
This was all new to me. I didn’t even know what private equity was. I was running Chobani as a simple mom-and-pop operation. I had no strategy for dealing with potential investors. But Greek yogurt was becoming so popular that bigger players such as Dannon and Yoplait were going to launch their own versions. We needed to grow quickly enough to prevent established companies from stealing the market we’d created. So it felt like the race was on.
Creating a Category
Since Chobani’s launch, Greek yogurt has stolen share from traditional yogurt—but it has also helped grow the overall U.S. yogurt market by more than $1 billion.
For a while I took calls and meetings with private equity firms. It was a learning process. They try to make you doubt yourself—it’s a standard part of their pitch. I kept hearing the same things over and over: “You’ve never done this before.” “This is not a world for a start-up.” They talked about the size of the marketing budget I’d need when Dannon came in. They emphasized the experience and sophistication and knowledge they’d bring to my business.
But the more I thought about it, the more confident I grew. We didn’t have experience, but most of our early decisions had been right. The product and packaging were really good. We’d gotten our product into the dairy aisle when experienced people said it belonged in the natural foods section. And the word of mouth was so strong that marketing was taking care of itself. Besides money, what exactly would these people bring to the table?
One reason I could have that attitude is that Chobani’s quick success had made our bankers willing to fund our growth. In 2009 we needed to make a big investment to boost our capacity. We were selling 200,000 cases a week, and I wanted to increase that to one million cases. We’d need at least $30 million in new loans. By then our bankers had been watching us for four years, and they’d seen growing profitability over the previous 18 months. Our growth projections were based on simple math: We were still selling mostly in the Northeast, and if supermarkets in the rest of the country sold as much Chobani as our existing accounts did, the demand would easily justify our expansion plans.
I also knew that as soon as I took money from investors, the clock would start ticking. Private equity investors want to cash out in five to seven years—they would probably push us to sell Chobani to a big food company. I’ve seen other small food companies go that route, and inevitably they lose their souls. I care about the integrity of our product—I want it to be delicious, nutritious, and accessible to everyone. If I took on investors, my ability to stick to this mission would be limited. I had spent two years living in that factory; it was working now, and it was my baby. Eventually I simply stopped returning calls from potential investors. There really wasn’t anything to talk about.
Bigger competitors did bring their own Greek yogurts to market, but much more slowly than I’d expected. When I first tasted one of them, it was so terrible I thought it must have spoiled. I sent someone out to buy a few more cups, but they all tasted the same. I even wondered whether the company might deliberately be making its Greek yogurt taste terrible in an attempt to turn off consumers and spoil the entire category in order to preserve the profits of its established brands of sugary yogurt. I had put aside $7 million for a big ad campaign when our larger rivals launched their Greek yogurts, but after I tasted their products, I canceled the ads. There was no need.
Today we have a syndicate of banks and a credit line to meet our capital requirements. In December 2012 we opened a factory in Idaho, and altogether we’ve invested about $700 million in our plants and equipment. Today we produce more than 2 million cases of yogurt a week, and our business is still growing.
The biggest downside of our self-financing approach is that nearly 100% of my net worth is in Chobani. To financial planners, that’s a nightmare scenario. Every single one of my advisers thinks I should sell a stake in order to diversify. “What if something happens tomorrow?” they say. But I don’t think enthusiasm for our product is a short-lived thing. Yogurt is just getting started in America. Canadians eat one and a half times as much per capita as Americans, and Europeans eat up to seven and a half times as much. Now that good yogurt is available here, people are eating more. Foodies and chefs and nutritionists love it.
Eventually we may take Chobani public. If I’m not going to sell it to a big food company or turn it into a family business, I’ll need to set up some way for it to live beyond me. I’m not sure how I’ll choose to turn Chobani into a legacy—but that’s a nice problem to have. Editors’ Note: In 2012 Ulukaya was sued by his ex-wife, Ayse Giray, who claims that money she invested in his feta cheese business in the early 2000s provided the initial financing for Chobani. She is seeking a 53% stake in Chobani. The company says Ulukaya has always been and remains the sole shareholder of Chobani, and no shares of the cheese business have ever been issued to any outside investors.
Who has shares other then the founder, the company employees.
Top Richest Golfers 2017
Net worth: $740 million Between 1997 and 2010, Woods dominated the world of golf and shattered records. Then came the sex scandal, divorce and a drop in rankings. He also lost some sponsors. However, Nike stood by him and he made a huge comeback. He consistently ranks as one of the world’s highest paid athletes.
Mickelson has won five majors and ranks 2nd on the PGA Tour’s list of all-time career earnings. However, he actually makes more money from endorsements and in 2011, he was the second-highest paid of all athletes in the US.
Net worth: $320 million The Golden Bear is called the greatest in the history of golf and won an incredible 18 majors in a career that spanned from 1961 to 2005. He owns one of the world’s largest golf course design companies and his golfing instructional video has sold more copies than any other.
Net worth: $300 million The Aussie known as the Great White Shark won 90 professional tournaments, including two majors and is a former #1. His multinational, Great White Shark Enterprises, earns him money from ventures as diverse as golf course design and beef exports.
5. Gary Player – $250 Million
Net worth: $250 million The International Ambassador of Golf has won 165 professional tournaments, among them golf’s Grand Slam, in his career of over six decades. The legendary South African has also made money from writing golf books, designing golf courses, breeding thoroughbred horses and other business ventures.
6. Fred Couples – $120 Million Net worth: $120 million The American known as ‘Boom Boom’ has 63 professional wins, including 1992 Masters Tournament, to his name. He now plays mainly on the seniors circuit and also designs golf courses. He is playing in the 2017 Masters.
Net worth: $75 million The Big Easy has held the #1 spot and, at 788 weeks up to 2013, also the record for the most weeks in the top 10. The South African earns extra money from designing golf courses and from his winery, Ernie Els Wines.
8. Rory McIlroy – $80 – Million
Net worth: $80 million McIlroy, who hails from Northern Ireland, is the current
#1 golfer in the world. He’s already won four majors and has a huge endorsement
deal with Nike. Not bad for someone who’s only 25.
9. Vijay Singh – $75 Million
Net worth: $75 million Singh proved that Fiji can produce more than just rugby players. In 2004 and 2005, he ranked at #1 and among his 59 professional wins are three majors.
10. Sergio Garcia – $70 Million
Sergio Garcia is a Spanish professional golfer who plays on both the United States PGA Tour and the European Tour and has a net worth of $70 million. Sergio Garcia earned his net worth in playing professional golf. He began playing golf at the age of three and was taught by his father, Victor, who is a club professional. At the age of 12, he was a star player as a junior, winning his club championship. Four years later, he set a record as the youngest player to make the cut at a European Tour event, the 1995 Turespaña Open Mediterranea.
11. Jim Furyk – $60 Million
Net worth: $50 million
The American won the US Open in 2003 and while he hasn’t won any other majors, he consistently ranks amongst the top golfers. He’s been in the top 10 for more than 380 weeks since 1999.
Jordan Spieth is an American professional golfer who has a net worth of $60 million. He was born on June 27, 1993 in Dallas, Texas and attended St. Monica’s Catholic School and Jesuit College Prep in Dallas… Jordan won the US Junior Amateur tournament in both 2009 and 2011, only the second player in history to do so (Tiger Woods was the first).
Nick Faldo – Net Worth: Nick Faldo is an English professional golfer who has a net worth of $60 million. Nick Faldo is probably most famous for winning three Open Championships and three Masters. He is also the lead golf analyst for CBS Sports. Born on July 18, 1957 in Welwyn Garden City, Hertfordshire, England.
Pete Dye is an American golf top course designer.
Net worth: $40 million The Aussie ranked #1 in the world for a couple of months in 2014. His winnings have brought him quite a bit of money already, and he may grow even richer from endorsement deals.
Will Mexico Get Half of Its Territory Back?
By ENRIQUE KRAUZE APRIL 6, 2017
Credit Justin Renteria
MEXICO CITY — The United States invasion of Mexico in 1846 inflicted a painful wound that, in the 170 years that followed, turned into a scar. Donald Trump has torn it open again.
Among the many lies that he has constructed, none is more ridiculous than his attempt to contradict history by presenting the United States as a victim of Mexico, a country that supposedly steals jobs, imposes onerous treaties and sends its “bad hombres” across the border.
To confront this fake history, some Mexicans are proposing to remind Mr. Trump exactly what country was the first victim of American imperialism. They are calling for a lawsuit that would aim to nullify the Treaty of Guadalupe Hidalgo (signed on Feb. 2, 1848), in which Mexico — invaded by American soldiers, its capital occupied, its ports and customs stations seized — was forced to accept the American annexation of Texas and concede more than half the rest of Mexican territory, now including most of the states of Arizona, New Mexico and California.
The last page of The Treaty of Guadalupe Hidalgo with signatures and official seals. Credit Hispanic Reading Room, Hispanic Division, Library of Congress
This effort is being led by Cuauhtémoc Cárdenas, the elder statesman of the Mexican left. Mr. Cárdenas is convinced that the Mexican government — especially given the need to confront Mr. Trump’s aggression — has a solid legal case. In his opinion, the 1848 treaty violates essential international legal norms and a case can be brought before the International Court of Justice, proposing reparations and indemnification. And even if one admits the legal validity of much of the treaty, there are a number of crucial articles — such as those dealing with citizenship, property and the security of 100,000 Mexicans who remained on what became American territory — that have been ignored from the beginning.
Such an effort faces formidable obstacles, though. A former Mexican secretary of foreign relations, Bernardo Sepúlveda Amor, the leading Mexican expert in international law, believes — “much to his regret,” he said — that Mr. Cárdenas’s initiative is not feasible. “In previous times, wars of conquest did not find the same moral and legal condemnation that is nowadays part and parcel of our system of law,” he told me. The treaty would have to be challenged under the Vienna Convention on the Law of Treaties, “for which it must be shown that the state did not expressly agree that the treaty is a valid instrument or that, by reasons of its own conduct, that state must be considered as not having acquiesced to the validity of the treaty.”
But this is not the case with the Treaty of Guadalupe Hidalgo, which was signed with the agreement of both governments. “Additionally, the claim to annul the 1848 treaty must be submitted to the International Court of Justice to obtain a judgment on the matter,” Mr. Sepúlveda said. “But the United States does not recognize the compulsory jurisdiction of the court in contentious cases.”
Nonetheless, juridical reasoning is one thing, political reasoning another. If the present Peña Nieto government does not adopt Mr. Cárdenas’s project, an opposition candidate (of either the populist left or the nationalist right) could legitimately assume it as a banner for the presidential elections of July 2018. Such a new president could make that lawsuit a reality.
Cuauhtémoc Cárdenas, an elder statesman, is convinced that the Mexican government has a solid legal case. Credit Juan Carlos Reyes Garcia/Agencia EL UNIVERSAL., via Associated Press
Beyond the validity of the suit, something of much larger impact is at play: the need to nourish a debate on the true history of a war the United States has conveniently forgotten or camouflaged and which now, more than ever, should be honestly remembered as it was. It’s a matter of an enormous crime, which leads to a question: How much of the historic prosperity of the United States of America stems from the development of territories originally inhabited by Mexicans and ripped away from Mexico through an invasion and a war of territorial conquest?
Because it was exactly that. Many American soldiers were aware of it, reading William Prescott’s “History of the Conquest of Mexico” — a recounting of Hernán Cortés’s expedition to conquer the Aztec Empire — as they advanced across Mexican territory. Many important figures of the epoch, with shame and regret, recognized its nature. That “most outrageous war” (John Quincy Adams wrote) had been “actuated by a spirit of rapacity and an inordinate desire for territorial aggrandizement” (Henry Clay), and began with a premeditated attack by President James Polk, thanks to which “a band of murderers and demons from hell” were “permitted to kill men, women and children” (Abraham Lincoln).
After the naval bombardment of the civilian population of Veracruz, Robert E. Lee wrote to his wife, “My heart bleeds for the inhabitants.” In his memoirs, Ulysses S. Grant lamented that he had not had “the moral courage to resign” from what, as a young officer, he had described as “the most wicked war.” For a number of other politicians and thinkers, including Henry David Thoreau, the war contradicted the democratic and republican values on which the country had been founded and was opposed to basic Christian ethics.
Mr. Cárdenas’s initiative may have little chance of succeeding legally, but its public impact could be considerable at a time when Mexico is being attacked unjustly by President Trump.
The United States owes Mexico and itself an honest reconsideration of its first imperial war, not only in its schools and universities but also in its museums and books. Hollywood and Broadway, which have always played an important role in shaping the American historical consciousness, should take up the issue.
Films, documentaries and memorable TV series have helped to modify the memory of two original sins, slavery and racism against African-Americans, and, with somewhat lesser attention perhaps, the racist slaughter and repression of the American Indians. A third sin should be added to these: the aggression against Mexico and the plundering of its territory.
Three centuries before the ancestors of Mr. Trump landed on United States soil, there were Mexicans in that northern territory known as New Spain and Mexico. But neither they nor their descendants are even symbolically part of American national pride; rather they are objects of stereotyping or emblems of a disgraceful past that has remained, to a great extent, in obscurity. It is time for it to come fully into the light, to be recognized and vindicated.
For us Mexicans, this is the chance for a kind of reconquest. Surely not the physical reconquest of the territories that once were ours. Nor an indemnification that should have been much greater than the feeble amount of $15 million that the American government paid, in installments, for the stolen land. We need a reconquest of the memory of that war so prodigal in atrocities inspired by racial prejudices and greed for territorial gain.
But the best and most just reparation would be American immigration reform that could open the road to citizenship for the descendants of those Mexicans who suffered the unjust loss of half their territory.
Enrique Krauze is a historian, the editor of the literary magazine Letras Libres and the author of “Redeemers: Ideas and Power in Latin America.” This essay was translated by Hank Heifetz from the Spanish.
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