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The Large Village of Malpas, Cheshire

The large village of Malpas, Cheshire once used to be what is called a “market town” in England. It has a current population of around 1,700 people. Additionally, it lies on the border with the neighboring county of Shropshire and also with Wales. The village’s name comes from the Old French words “mal” and “passe, ” which together means “bad passage.”

The village has a long history, and though there were no known Roman settlements in the area, most scholars state that a long Roman road passes through the village on its way from the village of Tilston to the market town of Whitchurch. Scholars also believe that Malpas may have been what the Saxons of the day called a ‘burh, ‘ which was their name for a fortified town.

The first written notice of the village of Malpas is found in the 1086 property survey conducted by the Normans, and which is known as the Domesday Book. At that time, it was called Depenbech. In the Medieval era, Malpas came to be denoted as a market town, holding such an event on regular intervals. It continued to develop through the years, including during the Tudor reign of Henry VIII.

The region became caught up in the English Civil War in the 17th century. The village itself contributed a general who oversaw parliamentarian troops during the conflict, at the Battle of Nantwich in January of 1644. During the Second World War, Malpas saw to the needs of the troops of the exiled Czechoslovakian Army, who were bivouacked in a local park.

The northwestern England ceremonial county of Cheshire, in which Malpas resides, has a current population of around 1 million people. The county itself is mostly rural in nature, outside of certain large towns on the River Mersey and the city of Chester – which is also the county town. Both Malpas and Cheshire are great examples of classic English history.

Tax Haven Andorra Running Out Of Residency Places

In much of the developed world, including Europe, companies, corporations and business owners pay a good percentage of business and personal tax plus other contributions for their workforce to their national governments.

While they are active in business accountancy firms do their best to keep the tax bills to a minimum, but unless they physically relocate their offices and factories to countries like China and India they still have to hand over a hefty cheque to the government revenue department – no matter how good their accountants are, and much of the wealth they have created through entrepreneurship disappears forever.

The time that taxes can really hurt for many business owners is when they’re selling it to a new owner. For many after a lifetime of creating and then growing their company, many owners consider it unfair that they should hand between a quarter and a half of what they consider their pension to their government – after a lifetime of paying numerous taxes anyway along with a lot of paperwork keeping the government happy.

This is sometimes the moment of realisation that relocating to a tax haven could be a good move, especially if their financial advisers are on the ball and tell them just how much they are going to have to pay if they stay in their own country, and how little if they move to Monaco or Andorra for a few years.

Without doubt the tax haven most people have heard of is Monaco, while relatively few know about Andorra, but when accountants tell their clients that not only are the tax benefits the same but the cost of buying an apartment or a house often a quarter compared to Monaco real estate, Andorra then becomes more interesting, and their research on what Andorra has to offer apart from the financial advantages begins with a call to one of the estate agents who deal with Andorra property.

So far, so good. The downside is that in the next twelve months those considering residency might not be able to take it up at a time they choose as there are less than two hundred of the current five hundred batch granted by the country’s Parliament, and once they are exhausted there could be up to 12 months before the next batch is authorised, and for those needing a tax haven during that time Andorra won’t be an option if they want to include it among their options of where to move to, so it’s time to act to ensure availability.

In recent years Andorra has earned a reputation as being a serious location to consider for those who want a tax haven – it has a good environment to live in and for those who wanted to stay active in business this is perfectly possible as well. The telecommunications infrastructure with good high speed internet access, and the government has invested in other infrastructure such as the roads, and although small it can be viewed as a modern European State.

On the banking side, a full range of international services is offered, and the country uses the Euro. Included on what the banks offer is private banking with numbered accounts much like the Swiss model plus the standard domestic services you would expect from your home bank, often referred to as retail banking. There are branches in all the big towns and some of the villages, along with e-banking facilities. For those who want to buy a house or apartment mortgages are available subject to normal acceptance and the bank will issue a debit card that can be used worldwide including ATM’s.

When businessmen and women make the move and take residency, quite often they have family including school age children, and for the schools there is a first class private International one in La Massana, but also there are the local ones to choose from which have a reputation for excellence. The only fees for these ones are for the text books, but otherwise they are free of charge for residents children to attend. For further education most choose to go to either Barcelona or Toulouse, and most children leave school speaking English, French and Catalan, which gives them an immediate advantage for when they start going for job interviews, as the ability to speak different languages looks good to potential employers when browsing a CV.

For accommodation a range of houses, condos and townhouses are available to buy, part of the requirements for Andorra residency. Prices start for a two bedroom condo at 200,000 Euros for two bedrooms, but realistically for something good potential buyers should be budgeting for 350,000 Euros as a minimum. For a house 700,000 Euros and for a good four bedroom house with garaging between a million and a million and a half Euros.

The most popular area for those moving to the country is La Massana – it has a good array of shops, banks, offices, restaurants and bars, plus during the winter months for those who like their skiing, there is a cable car to the slopes in Arinsal from the main street. The most upmarket area of La Massana is Anyos – the Chelsea of Andorra!

If it all sounds good and worth exploring – remember there might not be much time left before the current residencies run out.

Marketing and Sales Masterclass For Retirement Village and Aged Care Operators

My job is to create business opportunities for my clients – based on my knowledge of the consumer behaviour of mature age Australians. I’ll start by declaring my expectations for this article.

While I operate in many modes – from trainer, mentor, consultant, facilitator – my intention is to operate in the Coaching mode, which is best defined as “creating the environment which allows the client to discover for themselves”. Therefore there will be more questions than answers.

My intention is to plant some seeds, to leave you wondering. To have you seeking answers to questions that you thought were long settled.

Peter Drucker observed that “Nothing is worse than climbing the ladder of success only to find, once you reach the top, that it was leaning against the wrong wall.”

Hopefully, some of the sacred cows of your industry, and your organization, end up as hamburgers at your next company BBQ.

The first question I have, which hopefully you will continue to ask yourself throughout this article, and in many contemplative moments in the future, is

What business are you in?

If your answer is that you are in the business of developing and operating Retirement Villages, or Aged Care facilities – that may be your best answer. Or that answer may be what limits your future opportunities.

Perhaps your answer could be something more expansive, more challenging, more inclusive.

Perhaps – “We are in the business of providing housing accommodation options for mature age Australians.”

That second answer opens up all sorts of opportunities, well beyond today’s realities – think new forms of affinity living, or micro developments with streets based on niche interests, or the concept of shared living arrangements or multi-generational solutions.

What about the all important oxymoron “the Working Retired”, or university based developments, communes for mature age artists and writers, strategies for aging-in-place.

Next major question – What is significant about the year 2010?

2010 is the year the first of the Baby Boomers reach what has been regarded as the Retirement Age of 65.

Incidentally, when 65 was arbitrarily selected as Retirement Age, only 54% of men and 61% of women lived that long.

Now I know you’ve read all about this Silver Tsunami, and been inundated with statistics on this biggest population wave in mankind’s history. But like it or not, the Baby Boomers are now clearly visible on your business radar.

Let me give you one more statistic to put this in perspective.

From 2010 to 2050, the average monthly increase in the number of Australians over 65 will be more than 20,000. That’s the population of a major regional city every month for 40 years. The aggregate increase in the over 65′s is greater than today’s population of NSW.

Now before you rejoice and assume that with such a boom in demand, any business providing housing for this age cohort must be destined for great times, let me nominate two significant caveats.

Firstly, who can remember the times as kids when the fire brigade used to turn on the fire hydrant and let it run down the street for a while?

Did you ever try to get a drink from the hydrant when it was turned on full?

Even if you didn’t end up with your teeth knocked down your throat, you ended up soaking wet and still thirsty.

Only those with a clearly thought out and well executed strategy achieved their objective, firstly escaping serious injury, and getting the drink they needed.

Second caveat. While there is great danger in applying any generalisation to Baby Boomers, they are not an homogeneous group in any aspect, there is one accurate generalisation: Baby Boomers are not their Parents.

Your business today is predominately serving the Silent Generation (as in suffering in Silence ), born between 1925 and 1942, and decreasingly the Greatest (or WW2) Generation, born 1901 to 1924.

All generations have accepted norms and research confirms Boomers are diametrical opposites, in thought and action, to the two generations that preceded them. Boomers are rule breakers, committed to individuality over conformity, and they show no signs of growing out of it.

This incompatibility between Boomers and their parents’ generation raises huge questions for businesses contemplating the transition to, or the integration of Boomers, into the compliant and conforming ranks of their preceding generations.

The arrival of the Boomers at the traditional Retirement Age of 65 has a long list of challenges for your business as a marketer, but it has an equally long list of challenges for your business as an employer, with the need to attract and retain age-appropriate employees.

2010 is also the year of the labour market “entry-exit crossover”. For the first time, Australia is predicted to face a period of more leaving the labour force than entering.

As an indicator of the impact of this, at the next all-staff meeting in your business, ask for a show of hands to indicate how many people in the room are Baby Boomers – born between 1946 and 1964.

To wrap up this point, 2010 is the year you need to begin a new era of business education on how to market to, and service the needs of Boomers – both as supplier and employer.

When selling to mature age consumers, product centred approaches are less effective. As we age we are more attracted to meaningful experiences than gaining material goods.

Retirement Accommodation is not a real estate “bricks and mortar” decision – it is a lifestyle experience decision centred on intangibles such as a sense of community, belonging, security, insurance for the future.

What lifestyle does the prospective resident want to experience, and who do they trust to deliver that experience?

The Next Question – Do you pursue a rational or emotional approach to Marketing and Sales?

Research has consistently confirmed most sales are emotionally driven and emotionally decided (utilising what is known as the right brain), and then justified logically (utilising the left brain).

The prospects in your target market, are exposed to something like 4000 to 5000 marketing messages every day.

To protect our left brain from being over-loaded with the need to analyse and evaluate every one of those messages, our right brain acts as a gatekeeper and discards the messages it isn’t emotionally attracted to. That’s true for people of all ages.

But as we age our cognition patterns become more right brain oriented-that’s where emotions and memories reside. The right brain works with sensual imagery, not words and numbers. That’s why photos can trigger memories or prompt an emotional response.

Our verbal memory declines faster than our visual memory. Who hasn’t been stuck for a word, but we can clearly visualise what it is we’re trying to describe?

What does that mean in your marketing and sales activity?

The maxim that best describes the direction you need to take is this: “People don’t care how much you know until they know how much you care.”

Until your marketing or sales approach makes an emotional connection, which can be instantaneous, and until you establish an acceptable level of Trust, no amount of logic or financial justification will achieve the buyer response you are seeking.

So long-copy press ads and financial tables showing “savings” on landing pages of websites won’t do the job, nor will images that depict the age of current residents which is not compatible with how your prospects see themselves, which research says is 13 to 15 years younger than their actual age.