As a young boy growing up in Omaha Nebraska; he quickly developed an appreciation for the wholesome American values of a Midwestern background. At the age of 12, Sam’s family moved to sunny California, where he still resides raising a family of his own.
Sam’s hunger for knowledge has never been satisfied and continues to grow. After graduating from Clayton valley High School in the top percentile of his class, he went on to earn a Bachelor’s of Science in Chemistry at UC Davis California, one of the nation’s top public research universities and part of the world’s pre-eminent university system.
He’s an energetic, outgoing individual who likes to exercise and enjoys spending time at the gym, with an emphasis on body building. Sam’s outdoor hobbies include volleyball and scenic nature hikes.
Sam has a fundamentally Zen outlook on life. He looks to build long-term relationships and would like to help everyone he comes in contact with. One of his many goals is to finish an Iron Man Triathlon in Hawaii.
A selfless philanthropist, Sam is actively involved in his community. His tithing includes substantial charitable contributions to the local Food Bank. He organized a food drive during Thanksgiving 2008; he collected well over a ½ ton of food for the Food Bank. His main goal is to help everyone he comes in contact with, including the long-standing dream of building an orphanage and helping to raise 20 kids from the time they are 5 years old until they “graduate from Harvard.” And Sam is just the guy to make it happen, with his caring and generous spirit.
An overwhelming desire to live healthy and act responsibly within his community has led Sam Parwiz to the many joys of a loving family and successful career as one of California’s top luxury Home & Investment Property authorities.
Your #mental #attitude #determines what sort of #friends AND #CLIENTS you #attract.
If you want to be a positive, successful person, be sure you choose your friends carefully. Positive friends and role models will have a positive effect upon you, while negative friends will soon kill your initiative. Do not allow yourself to be lulled into complacency by the masses who believe mediocrity is an acceptable alternative. Focus on the possibilities for success, not the potential for failure. When you doubt yourself, talk the situation over with a positive, supportive friend. Everyone needs a boost now and again; make sure your friends are positive, success-oriented people who always build you up, not negative thinkers who always seem to find a way to tear you down.”
It Was The Last Time I Punched A Clock
By Tom Tognoli
COO & Founder
Intero Real Estate Services, Inc
The last job I had where I actually had to punch a clock and really work for someone else, I was 18 years old and I worked at Minton’s Lumber and Supply in Mountain View. All you locals probably remember that joint…I worked in the Pink Room. The property Minton’s was on is condo’s todayJ. I can remember when I quit that job and said I was going to start my own painting business, my boss at the time, Mauricio, said I would never make it and I would be back. Well, here we are nearly 32 years later and I still own my own business. It hasn’t always been easy and trust me there have been a lot of ups and downs, but I never quit, and I never stopped believing.
Over that 32 years, I have seen it time and time again…people waiting for the perfect time to act, to get out of their safe/comfort zone and take a chance, and to go for it in life, business, and/or any other area of their F5 (Faith, Family, Friends, Fitness, Finance). Unfortunately, most people won’t do anything uncomfortable or that involves risks unless they are forced into it or they are 110% confident it is going to work. What most people don’t understand is by not going for it there is also risk. The risk of never knowing what was possible.
Look…to experience what we are capable of accomplishing in life, we have to go for it and be “Gamers,” not spectators. We can’t be paralyzed by fear. Even when others tell us we are nuts and will never make it.
Remember, success always involves risk. We must take a chance by investing our time, money and effort. It pays to be thoughtful and deliberate in our analysis of opportunities, but we cannot let fear hold us back. Because we have worked hard to develop those things we must risk, it is natural for us to place a high value on them. But what use are they if we do not put them to use? We will recognize opportunity only to the extent that we are willing to consider risking our time, money, and effort. Being confident gives us the courage to face risk and act when opportunity arises. No one on earth is going to force success upon us; we will find it only to the degree that we actively seek it out and ACT ON IT!!!!! Remember, when everyone you know is doing, saying and feeling one thing, the right answer is probably to do exactly the opposite. Have a powerful week and don’t be paralyzed by fear. That’s what the masses are doing. Step out and go for it…be a GAMER!!!!!
To Know And Not To Do ….. Is Not To Know
By Gino Blefari
President & CEO
Intero Real Estate Services, Inc.
This week’s blog are notes I took from Stephen R. Covey’s training program, Leadership: Great Leaders, Great Teams, Great Results. For now, we will focus on the four disciplines of execution.
The Four Disciplines of Execution
The four disciplines of execution is a process that every team in every organization can use to help put focus on and execute its top priorities. Without such a process, success becomes a matter of chance and unpredictable factors.
Discipline 1: Focus on the Wildly Important
This means, you narrow your focus down to the 1, 2 or 3 most important goals you must achieve. We define these as WIGS: Wildly Important Goals
WIGS are goals that are so important that if you don’t achieve them, then nothing else you achieve really matters much.
Discipline 2: Act on the Lead Measure
After you’ve narrowed your focus to the few key goals you must accomplish, you need to select the few key activities that are predictive of goal achievement and that you can influence on a weekly basis. These are called Lead Measures.
These lead measures are the 80/20 activities – that is 80% of the results come from 20% of these activities. The 80/20 rule is also known as the Pareto Principle.
Discipline 3: Keep a Compelling Scoreboard
Once you’ve defined your goals and measures, you need to put them up on a scoreboard so everyone knows all the time whether you are winning or losing.
Discipline 4: Create a Cadence of Accountability
A rhythm of team based engagement and accountability.
Stephen Covey promises that if you learn the four disciplines and stick to them, you will never manage in the same way again. The 4 Disciplines of Execution is a proven researched based methodology that hundreds of organizations are using to achieve exceptional outcomes.
The Luxury Insider
By Alain Pinel
General Manager of Intero Prestigio international
Intero Real Estate Services, Inc.
It would be convenient if there was only one answer to the question. Tough luck. There are many ways to define high-end. Depends on who you ask: what real estate agent or company? In what part of the country? In what country for that matter?
Price, of course, is the main criteria being looked at to make a determination as to whether a property is high-end or not. The price comparison can be deceptive though, and that’s where the challenge lies and the answers differ.
Take for example the most expensive home in a neighborhood or even in a town. Is it a high-end property? My guess is that the majority of the real estate brokers would say yes. I respect that point of view, but I beg to disagree. The fact that a house is very pricey relative to the local median price or that it is at the top of the price ladder in that particular market, does not necessarily make it an estate-quality property.
Luxury, as it pertains to real estate, is more a function of location than anything else, such as quality construction, size, comfort, etc. A house cannot be considered high-end if it is located in an area which is not regarded or perceived as high-end. It may be a terrific home but good looks are not the most important factor.
When we, at Intero, made the decision to create a high-end division and a relevant marketing program specific to the luxury market, we had to think hard about the above considerations to design a product that would truly fit the needs of those discriminating buyers and sellers who identify with the high-end. These are some of several guidelines we followed to build Prestigio, our global luxury marketing program.
Who is to judge what constitutes high-end?
Judges and juries (buyers & sellers) have changed over the last 20 years or so. During that time, thanks to technology, ease of transportation, economic development and free-flow communication, the world has become a lot smaller. Today, high-end real estate is no longer solely defined by local/regional values; it is defined by national and, even more so, international standards.
We may have been too busy looking at ourselves in the mirror to notice that real estate prices all around the world have skyrocketed in many emerging countries (where more & more of our buyers come from) while remaining extremely high in Europe. I guarantee that if you are house-shopping for a luxury property today in Moscow, or Beijing, or Mumbai… You are not going to like what you see below $1M. I am not even talking about prices in Paris, London, Milan, Geneva, etc.
Minimum price for the high-end?
Keeping in mind what we just said in the previous paragraph, we clearly understand that the minimum price to qualify for a high-end appellation, cannot just be the top 10% or whatever percentage of the price ladder in any given area. If such was the case, a house priced at $300,000 in an area where the median price is $200,000 would belong. It is not being a snob to suggest that it does not. Again, this house is perhaps the best one on the block but it is not a high-end home by the standards defined above.
In my opinion, $1M is the absolute minimum a house can be priced at, anywhere, to be seriously considered high-end. Of course, in many states/towns/neighborhoods, the thresholds can vary. So long that the minimum price is significantly above the median price, the bar can easily be set at $2M or $3M, or even higher in some communities.
Depending on the price, but also the location and the style, the relevant marketing program needs to be tweaked to best tailor the targeted audiences of buyers, in the US and abroad.
What is a high-end location?
As we said earlier, the location has to identify with the high-end before a house can share the same image and reputation. Most towns or districts, in any state, do not fit the standards we described. That’s perfectly all right. They perform very well anyway based on a bigger volume of supply & demand. The high-end stamp is obviously not a must to do well.
A high-end area location is always a “destination” for the wealthy, whether for business reasons or pleasure, or both. Depending on the use, as a primary residence or a vacation home, most of such desirable locations share many of the same attributes and benefits, in addition to the non-optional beauty/charm/style/proper zoning… The most important ones are: price homogeneity, security, good schools, access to business centers, high-paid jobs, convenient to transportation, etc.
By Tom Tognoli
COO & Founder
Intero Real Estate Services, Inc.
Yes…that’s what I said…your feelings are screwing you. If you listen to how you feel when it comes to getting what you want you will never get it, because you will never feel like doing what you need to do to have the life, business, relationships, money, etc that you want in life.
Think about the things you really want in life. Most of the time the activities required to get those things aren’t all that complicated and candidly are pretty simple. Unfortunately, they are incredibly difficult to force ourselves to do. Here are some examples:
I want to lose 20 pounds, but that means I need to get up at 5am instead of 6:30 so I can hit the gym before work…I don’t really feel like doing that.
I want to make some extra money but that requires me to work an extra hour or two a day, or a Saturday and/or Sunday…I don’t really feel like doing that.
I want to start prospecting for business on a consistent basis so my business is predictable and successful…I don’t feel like doing that.
I want to spend more QUALITY time with my wife and kids, but I am too tired when I get home from work. I just don’t have the energy because I eat terrible and never exercise and God knows I don’t feel like doing that.
I want to start eating healthier, but I don’t feel like doing that.
I want to start saving a little bit more money for my future, but I love my $5 Lattes at Starbucks every morning and I don’t feel like giving that up.
I want to start going to church and having a closer relationship with God, but I don’t feel like doing that on my Sunday mornings.
Do you get it? The gap between what we want and what we currently have is typically not that wide. However in that gap lies your feelings and the only way you will ever get it is by FORCING yourself to do it even though you don’t feel like it.
Here is the good news…if you will force yourself to do it, the first few seconds or minutes are typically the only really hard part. For example… the alarm goes off at 5am and all we feel like doing is hitting the snooze bar and going back to sleep…can you relate? But if we force ourselves to get out of bed and get past those first few seconds when our feet hit the floor that totally suck, we feel great that we are up and did it. But to get that good feeling we need to force ourselves to get through that feeling of “I don’t really want to” and just do it!!!
Gang, I love you, but I don’t really care how you feel…I only care about what you want. And if you are really serious about getting what you want in life, you have to FORCE yourself to do it because you will never feel like it. Let’s face it…it won’t just happen…you have to get out and make it happen.
Have a kick butt week!!!!!!
Tom Tognoli, COO
Intero Real Estate
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View past issues
By Jonny Evans
“We know what happens to people who stay in the middle of the road. They get run over.” – Ambrose Bierce
The Apple [AAPL] versus Samsung story takes a new twist next month when the Korean firm attempts to undermine September 10’s iPhone launch with its own earlier special event, but has the anti-Apple lost the power to innovate?
You only need to scratch the surface to see signs Samsung has lost its way. In isolation, perhaps, they mean too little to pronounce a death sentence, but together they suggest difficult times ahead.
Samsung has hitchhiked its way into a leading place in the smartphone industry on the back of an operating system someone else develops.
What’s challenging about this decision is that the OS is also available to other vendors, depriving Samsung of any unique selling point and instantly transforming it into a commodity player, rather than a premium marque.
Meanwhile, the company’s attempts to develop its own operating systems have failed to gain any significant traction.
Samsung is embroiled in litigation worldwide, and while it has prevailed on a few occasions it has failed to secure any outright victory by which it can claim complete ownership of its products.
The way its products are designed and their user interface have both seen negative judgments against the firm in the courts — might this mean it has lost its edge when it comes to creating cutting edge consumer solutions?
The problem the company faces is that many consumers now consider Samsung as little more than a “cheap” alternative that imitates the features and design of other (more expensive) market leading devices.
Can the company sustain this consumer-perception-driven slow but steady descent into being regarded as mundane?
The way it is used
This problem isn’t unique to Samsung, but the consistent pattern of most (if not all) mobile device usage surveys shows the Korean firm’s devices aren’t as widely used as those made by its nearest big competitor.
This means that while many consumers own a Samsung device, few make use of the Web browser, apps, or other features they have available on their systems — though its users do seem to consume rather a lot of advertising.
This lack of usage impacts Samsung’s brand loyalty. While other platforms and devices offer consumers solutions they use frequently as they become ever more loyal to the product experience, Samsung’s customers seem slow to develop a Galaxy addiction.
The direct consequence of this failure is that Samsung’s customers are far more prepared to abandon the platform in favor of the nearest competing platform. Many consumers simply settle on a Samsung on their journey to a better-regarded smartphone.
Can Samsung maintain its current popularity if it remains unable to improve user engagement and loyalty levels among its customers?
Security and software upgrades
Samsung does offer one of the most secure Android implementations in the form of its enterprise-focused Knox-branded range; unfortunately those premium smartphones aren’t its most popular devices, meaning most of its customers remain exposed to the malware threats that characterize the Android experience.
These malware threats mean the US Department of Justice and the Department of Homeland Security last year warned that 79 percent of malware is designed to attack Android. This figure should logically be seen in contrast to the 0.7 percent of malware designed to attack Samsung’s biggest competitor.
The agencies published a memo to police, fire and other emergency personnel in which they warned the two most common malware types include bogus SMS messages and malware pretending to be legitimate apps. It is noteworthy that the Android malware scourge has intensified across the last year — recent data suggests 92 percent of new malware threats now target Android.
Any responsible vendor would protect against such threats with fast and immediate software upgrades to protect their platform. Unfortunately, Samsung’s wide product ranges as well as the lackadaisical approach to security shown by mobile carriers mean most Samsung owners remain exposed to such vulnerabilities, as software updates are not easily made available to them.
With this in mind, is Samsung in position to deal with the PR disaster of any future major malware attack on its Android-based devices? Worse, in the event of such an attack would the company be able to reassure its customers they were protected, given it cannot easily patch the diverse systems that constitute its installed base?
Samsung has been reticent when it comes to addressing critics of the way it does business.
When it comes to working practices, for example, while other vendors now choose a public and fairly transparent manner in which to attempt to improve the lot of workers, Samsung management has preferred to remain relatively silent in response to such criticism. It also operated a “no union” policy in its factories until relatively recently, though it did identify shortcomings in elements of its supply chain in 2012.
This is a problem of identity. Samsung has executed a strategy of defining itself as the nemesis of its nearest competitor by focusing on the perceived weak points of that competitor within its marketing, but the company has so far failed to deliver a positive message in which it defines its own identity without reference to competitors.
This lack of identity in conjunction with the secretive way in which the company transacts its business inevitably impacts consumer perception as to the integrity of the brand. Can Samsung remain dominant in the world’s most vibrant technology sector if it fails to define itself as an entity people can believe in.
Samsung has also damaged its own reputation with a series of widely publicized poor practices, including:
Refusal to guarantee flagship features of its products;
Cheating benchmark scores to achieve better results;
Paying students to publish fake Web reviews.
These poor practices inevitably impact Samsung’s corporate credibility, despite its attempts to mitigate the damage such revelations cause.
It has been a long, long time since Samsung hit the smartphone market with a product that matches the visceral, life-changing appeal of an Apple iPod.
This failure to innovate is becoming a continuous pattern, and while Samsung is expected to introduce its notions of products the design of which were themselves inspired by months of rumors regarding the plans of its nearest competitor, the company hasn’t yet delivered on expectation to change the paradigm.
For a company with the resources and scale of Samsung it would be easy to assume it would be able to develop features more innovative than simply a range of different sized displays — the firm isn’t even developing its own OS, after all.
Unfortunately Samsung hasn’t yet matched the level of innovation we once expected from its closest competitor. Has innovation died at the company? Only time will tell.
Meanwhile Samsung continues to lack the kind of articulate and charismatic leadership its closest competitor previously enjoyed.
Samsung has become the world’s biggest smartphone vendor, but its position is insecure, given that its biggest competitor continues to win customers across while its corporate identity leaves something to be desired.
Naturally Samsung hopes to make up for its vulnerabilities by making huge investments in marketing, but given Google’s support for Motorola it is open to question how long the Korean firm will be permitted to top the Android smartphone tree, given it does not develop the OS.