RESORT

Marketing Plan
1 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
.2. .Situation
. . . . . . . . Analysis
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0 . 2.1. . . . . . . Market
. . . . . . .Summary
. . . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. ...... .... .... .. .... .... ...... .................... .. .... ...... .... . . . . . . . . . . . . . . . . . . . . . . . . 1
. . . . . . . . Market
2.1.1 . . . . . . .Demographics
. . . . . . . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . . . . . . . . . . 2
2.1.2 . . . . . . .Needs
Market . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 2
2.1.3 . . . . . . .Trends
Market . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 3
2.1.4 . . . . . . .Growth
Market . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . 3
2.2 SWOT Analysis . . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 3
. . . . . . . . Strengths
2.2.1 ............................................................................ 4
2.2.2 . . . . . . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..
Weaknesses 4
2.2.3 . . . . . . . . . . . ...................................................................................................................................
Opportunities 4
2.2.4 . . . . . . .............................................................................................................................................
Threats 5
2.3 Competition . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . . . 5
2.4 . . . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . . . . . . . . . . . . . .
Services 6
2.5 . . . . . to
Keys . . Success
. . . . . . ............................................................................................................ . . . . . . . . . . . . . . . . . 6
2.6 . . . . . . .Issues
Critical .. . ... . .. .. .. . .. .. .. . .. . .. .. .. . .. .. . .. .. .. . .. . . .. .. .. . .. .. . .. .. . .. .. ... . .. . .. . 6
2.7 . . . . . . . . .Results
Historical . . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . . . . . . . . . . . . . . 7
2.8 . . . . . . . . . . . . . . . . .. .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Macroenvironment 7
3. Marketing . . Strategy
. . . . . . . .................................................................................................................................... . . . . . . . . . 8
0 . 3.1. . . . . . . Mission
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3.2 . . . . . . . . . Objectives
Marketing . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.3 . . . . . . . . Objectives
Financial ............................................................................ 8
3.4 . . . . . . Marketing
Target . . . . . . . . .............................................................................................................................. . . . . . . . 8
3.5 . . . . . . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . . . . . . . . . . .
Positioning 9
3.6 . . . . . . . . . Mix
Marketing . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . . . . . . . . . . . . . . . . 9
. . . . . . . . Services
3.6.1 . . . . . . . .and . . .Service
. . . . . . .Marketing
. . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . 9
3.6.2 . . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .
Pricing 9
3.6.3 .............................................................................
Promotion 10
4. Financials, Budgets, . . and
. . . . Forecasts
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0 . 4.1. . . . . . . Sales
. . . . . Forecast
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4.2 . . . . . . . .Forecast
Expense . . . . . . .................................................................................................................... . . . . . . . . . . . . 11
4.3 . . . . . . . Sales
Linking . . . . .and . . . Expenses
. . . . . . . . to . . .Strategy
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4.4 . . . . . . . . . . . Margin
Contribution ......................................................................... 12
5. Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
0 . 5.1. . . . . . . Implementation
. . . . . . . . . . . . . Milestones
. . . . . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
5.2 . . . . . . . . . Organization
Marketing . . . . . . . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . . . 13
5.3 . . . . . . . . . . . Planning
Contingency . . . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . . . . . 13
..............................................................................
1.0 Executive Summary

The Cape Cabo Resort and Timeshare, Baja California Sur, Mexico, is representative of other five star quality
resorts and timeshares of the World. All Cape Cabo Resort and Timeshares are boutique properties, offering 200
exclusive rooms.

The Cape Cabo Resort and Timeshares properties will be renowned for their convenient and strategic locations
within the World. Also synonymous with the Cape Cabo Resort and Timeshare are the high level of personal
service guests receive, and the extensive range of comprehensive business facilities available in luxurious
settings.

The Cape Cabo Resort and Timeshare, Baja California Sur, Mexico has 200 exclusive rooms at the Cape Cabo
Resort. Target business segments include double income market gay men and fishing enthusiasts from the United
States and throughout the World.

Differentiating the type of vacation and business service offered, from that of the competition, will assist not only
in building the Cape Cabo Resort and Timeshares as a whole, but will attract frequent travelers, who require a
higher level of personal service and recognition than they can receive at competitive five star properties in
Mexico. This will provide the Cape Cabo Resort and Timeshares with an opportunity to leverage its core
competencies as regards servicing the traveler in a luxurious environment.

2.0 Situation Analysis

The Cape Cabo resorts and timeshares will participate in the world's largest International resort and timeshares
exchange company in the world. The timeshare exchange properties range from three to five star plus categories.

The Cape Cabo Resort and Timeshare, Baja California Sur, Mexico must focus on delivering an exemplary
service, at affordable rates, in order to develop the customer relationship beyond one stay and the purchase of a 5
star timeshare.

Competitive room rates will cut dramatically in order to attract contract niche clients over the next 10-12 month
period. The Cape Cabo Resort and Timeshare's survival in the current environment will be dependent on repeat
business and customer loyalty to the niche market. Cape Cabo Resorts must therefore continue to deliver on its
promise and values.

2.1 Market Summary

The Cape Cabo Resort and Timeshare is a boutique 5+ resort and timeshares comprising 200 luxury guest rooms
at Cape Cabo Resort specializing in servicing niche clients. It is an all inclusive resort. A Cruise Ship on the
Beach in sunny Mexico where the Whales come to replenish.

Our key clients are from the niche double income clients originating from both international and United States
markets. The strategic location of the property is key to its success in these areas due to the proximity to Western
United States and specifically California.

Key to our business success is the level of customer loyalty and repeat business we receive on an annual basis.
We offer our guests the most up-to-date technical facilities, both inside the rooms and within the resort and
timeshare’s facilities.

Our guests feel that they can relax or conduct their business from within a less austere atmosphere than can be
experienced in our competitive properties, where there is less personal recognition. They appreciate being called
by name when they arrive, and having staff remember their specific requirements, time and again. This is key in
developing the relationship beyond an initial stay and evidences our added value in relation to competitive
properties in the vicinity.
 Target Markets

Gay Community
Fishermen
General Population

Table: Market Analysis

Market Analysis
Potential Growth 2008 2009 2010 2011 2012 CAGR
Gay Community 14% 4,000,00 4,560,00 6,384,00 7,277,76 8,296,64 20.01%
Fishermen 5% 1,000,00 1,050,00 1,102,50 1,157,62 1,215,50 5.00%
General Population 5% 25,000,0 26,250,0 27,562,5 28,940,6 30,387,6 5.00%
Total 7.39% 30,000,0 31,860,0 35,049,0 37,376,0 39,899,8 7.39%

2.1.1 Market Demographics

Market Geographics: Notown, USA is a suburb of Seattle, Washington, with a population of 150,000.

Market Demographics: The community is made up predominantly of households having two to four children,
either at home or away from home, with at least one parent/guardian having attended college.

Market Psychographics: There is a strong 'small business' ethic in the community, and many family-run
enterprises have been prospering for generations. There is also a strong sense of community and a high level of
awareness as regards to caring for the environment.

Market Behaviors: Businesses in the area choose to support one another wherever possible, be remaining loyal to
long standing relationships with customers and suppliers. This acts as a means of investing in, and supporting the
community structure, rather than shifting alliances to large 'newcomer' suppliers, despite the potential cost
savings involved.

This attitude supports the brand principles of the Cape Cabo Resort and Timeshare, which has had a presence in
the city for 15 years, and is well supported by local business requirements for rooms, conference facilities and
catering business functions.

Based on research carried out in 2001, more than 68% of the population had some awareness of the Cape Cabo
Resort and Timeshare. Awareness levels were highest amongst small- to medium-sized businesses with 20 or
more employees, who had utilized the resort and timeshare’s facilities either for visiting business guests, or for
their own functions.

2.1.2 Market Needs

The Cape Cabo Resort and Timeshare offer value and benefits to our clients, over and above the standard of
other facilities and affordable rates. We seek to provide our guests with an exemplary personal service, and level
of recognition that they will come to rely upon. We provide our guest with a luxurious, relaxed niche
environment within which to vacation or to conduct their business.
An environment which they cannot find at our larger, more impersonal competitors. Our guests need to know
that they can develop a relationship with the resort and timeshares that will ensure efficiency, value for their
money and reliability in supplying them with the support they need, when they need it. The Cape Cabo Resort
and Timeshare operates in a country with a very strong sense of community, and we want to stay an integral part
of that community.

2.1.3 Market Trends

Market trends: As a result of various security issues, as regards traveling in both domestic and international
markets, there has been a significant drop in guests traveling outside the USA. Although the level of room
business outside the USA appears to be increasing again, it has had a significant affect on last year's result and
consequent projections for the future. The Gay market transcends these figures in that they continue to travel
outside of the USA. Mexico in close proximity to the USA provides an ideal timeshare opportunity and vacation
resort. Located on the beaches of the Sea of Cortez only 2 hours away from Los Angeles it provides an excellent
short term, 1 week or long term vacation resort. Last year the Gay market spent more than $64 Billion in travel
and entertainment.

Cape Cabo's largest market segment in the State of California will be individuals and couples of Southern
California. These individuals will be the most likely to desire the technological amenities that our company
offers. We expect this to be the largest growing segment with a growth rate of about 7%. Their current income
spending on travel and vacations are $64 Billion per year.

Professionals are another large segment. They will be attracted to the timeshare units because of the same
technological needs, but will also be attracted to the comfortable, well maintained resort and living environment.
Cape Cabo LLC offers timeshare units that provide quality timeshare and home ownership. We expect this
segment to grow at a rapid rate.

Avid fishermen will continue to be drawn to the Baja California Sur, Mexico area where fishing excels. Local
resorts have operated at occupancy levels in excess of 90% for the past several years except for the two month
rainy season.

International individuals from outside the United States represent the third and smallest identifiable segment, but
contain the second highest growth rate. Proximity and quality will entice this segment which we expect to grow
at a rate of 5%.
2.1.4 Market Growth

The growth rate of the target market has been steady over the past five years. The travel trade sector has grown at
an average of 14%.

Recent world events have not caused a reduction in the growth rate for this niche market. Growth is anticipated
to continue at a steady pace inline with the activities of the past 3 years.

Target Market Growth

20.00%

15.00%

10.00%

5.00%

0.00%
Gay Community Fishermen General Population

2.2 SWOT Analysis

The following analysis highlights the internal strengths and weaknesses of our organization and the opportunities
and threats facing the company in our external environment. We must work to improve our areas of weakness.

Organizational strengths must be leveraged in order to capitalize on external opportunities as they arise, and
contingency plans formulated in order to deal with threats presented by the environment.

2.2.1 Strengths

The Cape Cabo Resort and Timeshare's strengths can be identified as follows:

•Strategy: established differentiation strategy. Focusing in on niche double income market of 5 star quality
resort and timeshare. All inclusive.
•Structure: flat, decentralized structure.
•Skills: diverse range of service skills within management and staff.
•Style: strong, participative culture.
•Staff: specialized and experienced staff that is motivated and highly skilled. A well trained team who are
proud of their resort and timeshares and respect and promote the brand values.
•Shared Values: clear and well communicated.
•Cape Cabo Strength: identified brand for niche market values well represented engendering loyalty amongst
existing and new guests.
•Reputation: a strong reputation within the niche market, local market and corporate and travel trade markets
for reliability, exemplary service and quality.
2.2.2 Weaknesses

The Cape Cabo Resort and Timeshare's weaknesses can be identified as:

•Strategy: differentiation strategy needs to be more clearly communicated externally, within local and
national markets.
•Systems: formal systems result from the detail oriented work and environment. Interdepartmental
communications could be improved.
•Staff: seasonal turnover requires ongoing training and orientation of new staff.
•Facilities: all rooms will be 5 Star quality and contain top level technical equipment, such as high speed
Internet access and laptop links upgraded decor and furnishings.

2.2.3 Opportunities

The Cape Cabo Resort and Timeshare's opportunities can be seen as:

•Market: rapid growth after a period of initial start up.

•Competitors: no direct competition exists at present, in terms of the five star 'boutique business property'
niche.
•Suppliers: strong, long-term relationships established with suppliers.
•Guest Dependency: repeat business based on personal service and quality, in a small but luxurious
environment.

2.2.4 Threats

Threats to the Cape Cabo Resort and Timeshare have been identified as:

•Market Entry: potential for a competitive, global brand to enter the market with a similar product.
•Substitutes: fully furnished condo apartments offering lower daily rates in Cabo San Lucas.
•Economy: continued growth for niche market

2.3 Competition

Although no direct competition exists, in terms of the five star plus boutique style property, other five star resort
and vacation do compete for the same corporate business sectors and a different niche market.

Key competitors have been identified as:

•Dune Cabana: 5 star resort and timeshares, room rates $295 per night.
•Westin Regina: 4 star resort, room rates $140 per night
•Fiesta Americana Grand Los Cabos: 4 star resort, room rates $150 per night
•Pueblo Bonita: 4 star resort, daily rates $140 per
•Club Atlantis Vallarta: a 4 start all inclusive resort; daily rates are 69% higher than Cape Cabo Resort and
Timeshare luxury rate.

Current Timeshare Pricing

The Mexican timeshare phenomenon began in Acapulco in the 1970s, but gained a bad rap due to an unregulated
industry with plenty of hustlers and no control. It took many years for the industry to evolve into the respected
component of the leisure travel market that it is today, claiming 40% of the Latin American timeshare market.
According to market researchers Ragatz Associates, as of 2003 there were close to 5,500 timeshare resorts
worldwide with sales of $9.4 billion U.S. that year alone. The global average price was $10,600 U.S per week for
a 30-year usage plan. And, 6.7 million people own timeshares in 195 countries. Gay couples are spending more
than $54 Billion is travel and entertainment in 2003.profeco.gob.mx.
 Timeshare Sales
Club Casa Dorada Cabo San Lucas México $17,000

Club Casa Dorada Cabo San Lucas México $16,000

Krystal Internacional Puerto Vallarta México $15,000

Pueblo Bonito Mazatlán México $13,000

Hacienda del Mar Cabo San Lucas México $24,000

Pueblo Bonito Cabo San Lucas México $26,000

Los Cabos Golf Resort Cabo San Lucas México $28,000
Mayan Aplace Nuevo Vallarta Nuevo Vallarta México $29,000
Palace Resort at Moon Palace Cancun, Mexico $42,000

These properties offer similar facilities, although somewhat less focused.

Table: Growth and Share Analysis

Growth and Share

Competitor Price Growth Rate Market Share
Dune Cabana $295 6% 17%
Westin Regina $175 8% 12%
Fiesta Americana Grand Los Cabos $175 6% 5%
Pueblo Bonita $160 5% 12%
Royal Solaris Los Cabos All In $199 8% 30%
Club Atlantis Vallarta $175 8% 5%
Average $196.50 6.75% 13.50%
Total $1,179.00 40.50% 81.00%

2.4 Services

Cape Cabo resort and timeshares provides guests with an alternative to the impersonal, large 5 star properties in
the Mexico. Strategically located on the beach in Baja California Sur, Mexico, a short distance from Cabo San
Lucas, our property enables our guests to be a part of the upper scale community and yet in an environment of
calm and professionalism. We seek to differentiate our product and services in the following areas:

•Personal recognition of our travelers and timeshare owners who return time and again.
•Luxurious rooms that offer a sense of doing business from 'home.'
•Staff that have a strong customer-service ethic.
•Facilities that include Business, Fishing and Vacationing second to none in Mexico.

2.5 Keys to Success

•Continue to develop ongoing relationships with frequent and new guests.

•Continue to develop and implement a strong communications plan in both national and international markets.
Concentrate on California, Western USA states, Florida and New York
•Leverage our strength in the local market as a member of the community by supporting local events and
offering community health services.
•Hosting 4 Annual International Festivals (White Party)
•Identify new markets for our services.
•Continue ongoing staff training and skill development to ensure the highest standards of service.

2.6 Critical Issues

We have many strengths including our differentiation strategy, our flat structure and highly skilled and well
trained staff. Our weaknesses involve the need to communicate our strategy more clearly in the external
environment, our high staff turnover and training requirements due to seasonal fluctuations.
Although there is a low to medium threat of a competitive brand entering the market, there are also opportunities
as regards the high level of dependency of our guests for our particular service and our strong position within the
community with both customers and suppliers.

Critical issues for the Cape Cabo Resort and Timeshares include:

•Continuing to differentiate from our competition and offering added value to our guests.
•Retaining levels of repeat business and developing further customer loyalty in a competitive market.
•Attract new market sectors outside California in niche market.
•Continue to be perceived as a supportive member of the Baja California Sur community.
•Continue to be perceived as a supportive member of the DINK market.
•Continue to be perceived as a supportive member of Fishermen worldwide.

2.7 Historical Results

Marketing activity for the Gay niche market in previous years has produced positive results. The areas that have
produced the best results have been:

•Product: high-quality facilities accompanied by exemplary personal service, differentiated from competition
inline with the overall brand strategy have proven to be a successful approach generating high levels of repeat
business.
•Price: pricing strategy has been consistent with the differentiation objective, to provide added value for a
reasonable rate as opposed to discounting and devaluing our products and services.
•Place: product and service information are sold to the guest via personal selling, direct marketing, advertising
and the Internet. Delivery channels include travel agents and international reservations systems.
•Promotion: primary focus has been on mass communication via print ads in trade publications and on the
Internet, direct mail campaigns to existing and prospective clients and personal selling in the local market.
Personal selling provides the means to develop relationships within the local community and generate high
levels of corporate activity through the business community. Public relations plays an important role in the
marketing mix, presenting the resort and timeshares as a supportive member of the community and
participating in significant local events to assist in developing ongoing cooperation, assures repeat business
and good working relationships.

2.8 Macroenvironment

The external, environmental issues that affect the Cape Cabo Resort and Timeshare are:

•Political: a stable environment where little affects the ability of the resort and timeshares to generate revenue.
•Economic: the recent recession due to 9/11 has seen many smaller business-orientated resort and timeshares
chains go into liquidation, as they do not possess the infrastructure to support under-performing properties as
the larger chains do. Although recovery is well underway, it may take some time before travel policy
restrictions are fully lifted and business and vacation travel returns to the same levels of the past three years.
However, the Gay market or Double Income No Kids (DINK) is flourishing with spending more than $54
Billion last year in entertainment and travel.
•Social: the trend towards cost effective travel leads resort and timeshares guests to seek more value for
money, which is where our added value differentiation strategy comes into play.
•Technological: the installation of 'on board' room reservations systems on certain aircraft, will require a
systems integration with the resort and timeshares group's own central reservation system. This will require a
high level of investment.

3.0 Marketing Strategy

Our marketing strategy's objective is to communicate the unique set of services that we offer to discerning resort
and timeshares guests. We attempt to direct the focus of our guests to the issues of quality and value for the
money as opposed to simply the bottom line costs associated with their stay.

Our marketing strategy will allow us to communicate our brand values, develop close working relationships with
our customers and suppliers and to identify the needs of our guests in an effective manner. Continued
differentiation and growth are two goals we have set for ourselves. Growth will take place by targeting new areas
of business within both local and national communities.
3.1 Mission

The Cape Cabo Resort and Timeshare is dedicated to providing its guests with the highest quality of service and
standards. We seek to deliver on our promise of value and quality above all else. We value our place in the
community and will work to develop those relationships and to respect and protect our environment.

We will continue to strive to create value for both owners of time shares and vacationing guests whilst honoring
our values and encouraging our personnel to develop themselves in an environment of trust, loyalty and
encouragement.

3.2 Marketing Objectives

•To continue to communicate our strategic objectives to our target niche markets effectively.
•To provide a positive resort and timeshares experience to all our guests.
•To accomplish our growth targets within the given time and budget.
•Expand our markets and identify new markets for our product and services.

3.3 Financial Objectives

•Increase overall room revenue by 30% on the past year.

•Accomplish growth within the given budget $50,000,000.
•Keep payroll expenses down within the workforce.

3.4 Target Marketing

Our primary targets continue to be double income (DINK) clients to Cape Cabo Resort and Timeshares from the
following states, where there are large segments and advertising segments for the nice community:

•California;
•Western United States;
•New York.
•Florida
•Texas

We believe that our unparalleled level of quality and technological amenities put Cape Cabo LLC into a niche of
its own. This will be the focal point of all our marketing and advertising efforts. These segments are also easily
reached through local newspapers and publications, as well frequent open house displays. The target market is
currently spending more than $54 Billion this year for travel and vacations. Cape Cabo will be an ideal spot to
vacation.

It is essential for Cape Cabo LLC patrons to understand that their needs are our priority.

3.5 Positioning

The Cape Cabo Resort and Timeshare is positioned as a five star plus, double income niche traveler's resort and
timeshares, strategically located and offering a high level of personal service. Our focus is on offering our guests
added value and differentiating ourselves in our levels of personal service. We provide a quality resort and
timeshares experience where guests are valued, respected and their business is truly appreciated.

3.6 Marketing Mix

Place: product and service information are sold to the guest via personal selling, direct marketing, advertising
and the Internet. Delivery channels include travel agents and international reservations systems.
3.6.1 Services and Service Marketing

Product: high quality facilities accompanied by exemplary personal service, differentiated from competition
inline with the overall niche market strategy has proven to be a successful approach generating high levels of
repeat business and timeshare sales.

3.6.2 Pricing

Pricing strategy has been consistent with the differentiation objective, to provide added value for a reasonable
rate as opposed to discounting and devaluing our products and services.

Room rates quoted are net of tax and service, are per night, per room with all meals and entertainment included:

Cape Cabo Resort

• $225.00 per person, double occupancy;

•single supplement $50.00

Timeshare sales are based upon lifetime occupancy all inclusive of lodging, food and entertainment.

• The Cape Cabo Resort and Timeshares $22,500

3.6.3 Promotion

Promotion: primary focus will remain on mass communication via print ads in trade publications and on the
Internet. Direct mail campaigns to existing and prospective clients will increase as a cost effective means of
targeted campaigning.

Personal selling in the local market will remain an important element of the mix in order to continue to build
long-term relationships within the local community and generate high levels of corporate activity.

Public relations activities will continue to play an important role in the marketing mix, presenting the resort and
timeshares as a supportive member of the community and participating in significant local events.

4.0 Financials, Budgets, and Forecasts

Our annual marketing budget is in excess of $100,000. Sales are anticipated to achieve revenue of more than
$12,000,000 during our first year. Our marketing expenses after initial start up will equate to approximately 1%
of the overall revenue.

4.1 Sales Forecast

Our sales forecast assumes minimum change in costs or prices, which is a reasonable assumption for the last few
years in Mexico. We are expecting to increase timeshare sales grow from $19 Million by the end of the first two
years to $83 Million by the end of the third year. For 2006 we plan to internally develop a timeshare sales
brochure and package for the niche market. The focus will be a 5 star quality living and vacationing.

Our Baja location is a distinct advantage for sales in California, Western USA, Chicago, New York and Florida.
We can attract high income clientele than any of our competitors
 Monthly Sales Forecast

$2,000,000

$1,500,000
Corporate Single
Corporate Double
$1,000,000
Corporate Deluxe
Vacation Fractional Ownership Sales
$500,000
Corporate Suite

$0

Table: Sales Forecast

Sales Forecast
Unit Sales 2008 2009 2010
Corporate Single 165 9,000 9,000
Corporate Double 190 9,000 9,000
Corporate Deluxe 40 4,000 4,000
Vacation Fractional Ownership Sales 175 4,000 6,225
Corporate Suite 12 500 500
Total Unit Sales 582 26,500 28,725
Unit Prices 2008 2009 2010
Corporate Single $250.00 $250.00 $275.00
Corporate Double $400.00 $400.00 $450.00
Corporate Deluxe $300.00 $300.00 $325.00
Vacation Fractional Ownership Sales $22,500. $22,500.00 $22,500.00
Corporate Suite $350.00 $400.00 $450.00
Sales 2008 2009 2010
Corporate Single $41,250 $2,250,000 $2,475,000
Corporate Double $76,000 $3,600,000 $4,050,000
Corporate Deluxe $12,000 $1,200,000 $1,300,000
Vacation Fractional Ownership Sales $3,937,5 $90,000,000 $140,062,500
Corporate Suite $4,200 $200,000 $225,000
Total Sales $4,070,9 $97,250,000 $148,112,500
Direct Unit Costs 2008 2009 2010
Corporate Single $9.00 $9.50 $10.00
Corporate Double $9.00 $9.50 $10.00
Corporate Deluxe $9.00 $9.50 $10.00
Vacation Fractional Ownership Sales $4,500.0 $4,500.00 $4,500.00
Corporate Suite $9.00 $9.50 $10.00
Direct Cost of Sales 2008 2009 2010
Corporate Single $1,485 $85,500 $90,000
Corporate Double $1,710 $85,500 $90,000
Corporate Deluxe $360 $38,000 $40,000
Vacation Fractional Ownership Sales $787,50 $18,000,000 $28,012,500
Corporate Suite $108 $4,750 $5,000
Subtotal Direct Cost of Sales $791,16 $18,213,750 $28,237,500
 4.2 Expense Forecast

Marketing expenses are projected to be approximately from 10% to as low as 1% of overall annual revenue. The
breakdown of expenditures is as follows:

Our expenses occur as the result of both historically successful marketing endeavors and projected marketing
programs designed to take advantage of expanding markets and improved communication in the niche markets.
We will be moving into the realm of internet marketing and sales in the year 2006 and attending local
(California) and national niche market events where a minimum of 100,000 people attend. The initial costs are
high relative to the maintenance costs involved after the websites' creation. Similarly, the development of an in-
house brochure(s) will incur higher start-up expenses than maintenance costs after the initial publication. We
have chosen these two new marketing programs as areas where expenses can initially build up because research
indicates that they will cause our market share to increase exponentially over time.

Monthly Expense Budget

$100,000

$80,000

$60,000 Print Advertising

Internet Advertising
$40,000
Public Relations

$20,000
Other (Travel, Conventions, Meetings)

$0

Table: Marketing Expense Budget

Marketing Expense Budget 2008 2009 2010

Print Advertising $160,000 $300,000 $300,000
Internet Advertising $30,000 $35,000 $35,000
Public Relations $165,000 $325,000 $120,000
Other (Travel, Conventions, Meetings) $195,000 $1,000,000 $1,000,000
------------ ------------ ------------
Total Sales and Marketing Expenses $550,000 $1,660,000 $1,455,000
Percent of Sales 13.51% 1.71% 0.98%
Contribution Margin $2,729,787 $77,376,250 $118,420,000
Contribution Margin / Sales 67.06% 79.56% 79.95%

4.3 Linking Sales and Expenses to Strategy

Our marketing expense is structured to reflect the corporate strategy differentiation. Bi-Monthly niche market
trade publications and interim monthly press ads communicate our message to key clients in one of our most
significant target markets. Monthly Internet advertising expenses include banner ads, and strategic links with car
hire, airline and destination management companies' websites to drive business to the resort and timeshares.
Direct mail activity builds our targeted customer database, not only in terms of improving the quality of the data
we currently hold, but on increasing the size of the database with prospective customer information. Public
relations expenses cover PR events, participation at local functions and sponsorship funds. Overall, the
percentage of total revenue required to support the marketing expense is considered a moderate amount.
 Sales vs. Expenses Monthly

$1,800,000

$1,600,000

$1,400,000

$1,200,000

$1,000,000
Sales
$800,000 Expenses
$600,000

$400,000

$200,000

$0
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

4.4 Contribution Margin

Contribution margins should increase due to:

•Differentiation/focus strategy increases ability to specialize.

•Maintenance of expenses within specified levels.
•Increased efficiency in capacity utilization.
•Economies of scale due to increased purchasing efficiencies.

Contribution Margin Monthly

$1,400,000

$1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

$0

($200,000)
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
 Table: Contribution Margin

Direct Costs of Goods $791,163 $18,213,750 $28,237,500

Other Variable Costs of Sales $0 $0 $0
------------ ------------ ------------
Marketing Expense Budget 2008 2009 2010
Print Advertising $160,000 $300,000 $300,000
Internet Advertising $30,000 $35,000 $35,000
Public Relations $165,000 $325,000 $120,000
Other (Travel, Conventions, $195,000 $1,000,000 $1,000,000
------------ ------------ ------------
Total Sales and Marketing Expenses $550,000 $1,660,000 $1,455,000
Percent of Sales 13.51% 1.71% 0.98%
Contribution Margin $2,729,7 $77,376,250 $118,420,000
Contribution Margin / Sales 67.06% 79.56% 79.95%

5.0 Controls

Our marketing plan is structured to enable us to achieve the strategic goals we have set for ourselves, in terms of
increasing overall revenue as a result of differentiating our products and services from the competition.

Our marketing team will ensure that the plan is implemented to the best of their ability and with the highest
levels of efficiency and accuracy.

5.1 Implementation Milestones

All figures will be monitored on an ongoing basis in relation to projections versus actual, and the ongoing plan
will be altered or manipulated as necessary in order to react to and, wherever possible, anticipate external
changes to the environment.

Quarterly results will be evaluated at the General Manager's meeting where the structure of the plan for the
approaching quarter will also be established.

Milestones

Contract media space

Ad agency liaison on print ad material

Evaluate business results ongoing quarterly

Direct mail lists to purchase/prepare

Ad agency liaison on direct mail material

Despatch/monitor campaign results

Public relations functions to schedule

Evaluate sponsorship requests

Establish list of sponsorship events/companies

2007 2008 2009

Table: Milestones

Milestones
Milestone Start Date End Date Budget Manager Department
Contract media space 10/1/2008 9/30/2009 $20,000 Jerry Marketing
Ad agency liaison on print ad 10/1/2008 9/30/2009 $11,000 Jerry Marketing
Evaluate business results ongoing 2/28/2009 2/27/2009 $0 Jerry Marketing
Direct mail lists to purchase/prepare 2/1/2009 1/31/2009 $10,000 Sean Marketing
Ad agency liaison on direct mail 1/31/2009 1/30/2010 $8,000 Sean Marketing
Dispatch/monitor campaign results 2/1/2009 1/31/2010 $2,500 Sean Marketing
Public relations functions to 10/1/2009 9/30/2010 $0 Mary PR
Evaluate sponsorship requests 3/1/2009 2/28/2010 $0 Mary PR
Establish list of sponsorship 2/1/2009 1/31/2010 $15,000 Mary PR
Totals $66,500
5.2 Marketing Organization

Our marketing director, Jerry Neiland, leads our PR and marketing team of four in all advertising, promotional
and public relations related activities. Jerry works closely with the members of the team, to implement and
monitor the effectiveness of the marketing plan and evaluate results.

5.3 Contingency Planning

Contingency plans have been made for the following unexpected developments:

•The entry into the market of a competitively aligned resort and timeshares: differentiation would continue to
be the strategic approach with the development of added value and benefits to leverage long standing
relationships and repeat business based on familiarity and personal attention to detail.
 Appendix Table: Sales Forecast

Sales Forecast
Unit Sales Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Corporate Single 25 65 75
Corporate Double 50 65 75
Corporate Deluxe 10 15 15
Vacation Fractional Ownership
50 75 50
Sales
Corporate Suite 2 5 5
Total Unit Sales 0 0 0 0 0 0 0 0 0 137 225 220

Unit Prices Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Corporate Single $250.00 $250.00 $250.00 $250.00 $250.00 $250.00 $250.00 $250.00 $250.00 $250.00 $250.00 $250.00
Corporate Double $400.00 $400.00 $400.00 $400.00 $400.00 $400.00 $400.00 $400.00 $400.00 $400.00 $400.00 $400.00
Corporate Deluxe $300.00 $300.00 $300.00 $300.00 $300.00 $300.00 $300.00 $300.00 $300.00 $300.00 $300.00 $300.00
Vacation Fractional Ownership $22,500.0 $22,500.0 $22,500.0 $22,500.0 $22,500.0 $22,500.0 $22,500.0 $22,500.0 $22,500.0 $22,500.0 $22,500.0
$22,500.00
Sales 0 0 0 0 0 0 0 0 0 0 0
Corporate Suite $350.00 $350.00 $350.00 $350.00 $350.00 $350.00 $350.00 $350.00 $350.00 $350.00 $350.00 $350.00

Sales Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Corporate Single $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,250 $16,250 $18,750
Corporate Double $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,000 $26,000 $30,000
Corporate Deluxe $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,000 $4,500 $4,500
Vacation Fractional Ownership $1,125,00 $1,687,50 $1,125,00
$0 $0 $0 $0 $0 $0 $0 $0 $0
Sales 0 0 0
Corporate Suite $0 $0 $0 $0 $0 $0 $0 $0 $0 $700 $1,750 $1,750
Total Sales $1,154,95 $1,736,00 $1,180,00
$0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0

Direct Unit Costs Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Corporate Single 50.00% $9.00 $9.50 $0.50 $9.50 $9.50 $0.50 $9.50 $9.50 $9.00 $9.00 $9.00 $9.00
Corporate Double 43.00% $12.50 $12.50 $12.50 $12.50 $12.50 $12.50 $12.50 $21.50 $9.00 $9.00 $9.00 $9.00
Corporate Deluxe 5.00% $17.50 $17.50 $17.50 $17.50 $17.50 $17.50 $17.50 $17.50 $9.00 $9.00 $9.00 $9.00
Vacation Fractional Ownership
0.00% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $4,500.00 $4,500.00 $4,500.00
Sales
Corporate Suite 2.00% $22.50 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $9.00 $9.00 $9.00 $9.00

Direct Cost of Sales Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Corporate Single $0 $0 $0 $0 $0 $0 $0 $0 $0 $225 $585 $675
Corporate Double $0 $0 $0 $0 $0 $0 $0 $0 $0 $450 $585 $675
Corporate Deluxe $0 $0 $0 $0 $0 $0 $0 $0 $0 $90 $135 $135
Vacation Fractional Ownership
$0 $0 $0 $0 $0 $0 $0 $0 $0 $225,000 $337,500 $225,000
Sales
Corporate Suite $0 $0 $0 $0 $0 $0 $0 $0 $0 $18 $45 $45
Subtotal Direct Cost of Sales $0 $0 $0 $0 $0 $0 $0 $0 $0 $225,783 $338,850 $226,530
 Appendix Table: Sales Breakdown by Direct Marketing Sales

Sales by: Direct Marketing

Sales
Sales Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Name me 0 0 0 0 0 0 0 0 0 0 0 0
Name me 0 0 0 0 0 0 0 0 0 0 0 0
Other 0 0 0 0 0 0 0 0 0 137 225 220
Total 0 0 0 0 0 0 0 0 0 137 225 220
Average 0 0 0 0 0 0 0 0 0 46 75 73
 Appendix Table: Sales Breakdown by California Marketing Sales

Sales by: California

Marketing Sales
Sales Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Name me 0 0 0 0 0 0 0 0 0 0 0 0
Name me 0 0 0 0 0 0 0 0 0 0 0 0
Other 0 0 0 0 0 0 0 0 0 137 225 220
Total 0 0 0 0 0 0 0 0 0 137 225 220
Average 0 0 0 0 0 0 0 0 0 46 75 73
 Appendix Table: Sales Breakdown by Convention/Meetings Marketing Sales

Sales by: Convention/Meetin

gs Marketing Sales
Sales Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Name me 0 0 0 0 0 0 0 0 0 0 0 0
Name me 0 0 0 0 0 0 0 0 0 0 0 0
Other 0 0 0 0 0 0 0 0 0 137 225 220
Total 0 0 0 0 0 0 0 0 0 137 225 220
Average 0 0 0 0 0 0 0 0 0 46 75 73
 Appendix Table: Marketing Expense Budget

Marketing Expense Budget Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Print Advertising $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $20,000 $20,000 $20,000 $20,000
Internet Advertising $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500
Public Relations $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $25,000 $25,000 $25,000
Other (Travel, Conventions, Meetings) $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $50,000 $50,000 $50,000
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Sales and Marketing Expenses $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $37,500 $97,500 $97,500 $97,500
Percent of Sales 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 8.44% 5.62% 8.26%
Contribution Margin ($27,500) ($27,500) ($27,500) ($27,500) ($27,500) ($27,500) ($27,500) ($27,500) ($37,500) $831,667 $1,299,650 $855,970
Contribution Margin / Sales 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 72.01% 74.86% 72.54%
 Appendix Table: Expense Breakdown by Direct Marketing Sales

Expenses by Direct
Marketing
Sales
Expenses Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Name me $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Name me $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $37,500 $97,500 $97,500 $97,500
Total $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $37,500 $97,500 $97,500 $97,500
Average $9,167 $9,167 $9,167 $9,167 $9,167 $9,167 $9,167 $9,167 $12,500 $32,500 $32,500 $32,500
 Appendix Table: Expense Breakdown by California Marketing Sales

Expenses by California
Marketing
Sales
Expenses Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Name me $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Name me $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $37,500 $97,500 $97,500 $97,500
Total $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $37,500 $97,500 $97,500 $97,500
Average $9,167 $9,167 $9,167 $9,167 $9,167 $9,167 $9,167 $9,167 $12,500 $32,500 $32,500 $32,500
 Appendix Table: Expense Breakdown by Conventions/Meetings Marketing Sales

Expenses by Conventions/
Meetings
Marketing
Sales
Expenses Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Name me $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Name me $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $37,500 $97,500 $97,500 $97,500
Total $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $37,500 $97,500 $97,500 $97,500
Average $9,167 $9,167 $9,167 $9,167 $9,167 $9,167 $9,167 $9,167 $12,500 $32,500 $32,500 $32,500
 Appendix Table: Contribution Margin

Direct Costs of Goods $0 $0 $0 $0 $0 $0 $0 $0 $0 $225,783 $338,850 $226,530

Other Variable Costs of Sales $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Marketing Expense Budget Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Print Advertising $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $20,000 $20,000 $20,000 $20,000
Internet Advertising $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500
Public Relations $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $25,000 $25,000 $25,000
Other (Travel, Conventions, Meetings) $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $50,000 $50,000 $50,000
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Sales and Marketing Expenses $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $27,500 $37,500 $97,500 $97,500 $97,500
Percent of Sales 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 8.44% 5.62% 8.26%
Contribution Margin ($27,500) ($27,500) ($27,500) ($27,500) ($27,500) ($27,500) ($27,500) ($27,500) ($37,500) $831,667 $1,299,650 $855,970
Contribution Margin / Sales 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 72.01% 74.86% 72.54%