Grupo Modelo Craft Beer


Grupo Modelo offer three craft beers BC

By Luis Levar

Anheuser-Busch InBev owner Grupo Modelo has an offer for craft brewers in Baja California: Cucapá, Mexicali and Tijuana in an operation that would close this year.

According to information from a senior executive of Modelo, the company wants to operate in new areas and because the business of selling craft beer over the Internet has been successful is looking to enter this market with greater participation.

According to the Brewers Association of Mexico (Acermex) for the closing of 2014, 10 million 500.000 liters of beer and general industry (producers, distributors, brewers and suppliers among others) grew 40% were sold, what It led to a market share of 0.16% artisanal and at this rate the association aims to reach 1% market share by 2016.

After major breweries in Mexico, Grupo Modelo and Cuauhtemoc Moctezuma, agreed in 2013 refine their exclusive contracts for the distribution of beer, craft beers had greater access to restaurants, bars and pubs in the country.

However, Grupo Modelo launched in March last Beerhouse.mx in place that not only offers well-known brands from Europe, United States and the classic Mexican beer company, opened a space for craft beers.

Minerva (Guadalajara), Malafacha and Bocanegra (Monterrey), Agua Mala (Ensenada), Mexicali Dark, Primus, Ideal, Ramuri (Los Cabos) and Cucapá Mexicali (Baja California) are some of the Mexican brewers present in this new platform, which allowed the approach to this sector and also opened a new business options.

Terms of the deal were not disclosed but speaks of a generous amount considering that the market value of craft has grown significantly, exceeding 100 million pesos and according to estimates Acermex, at the end 2015 would have doubled.

The three marks by which is betting Model are well recognized and accepted and according to the executive, the investment includes go beyond the acquisition of names, driving an infrastructure to strengthen these products without losing their essence.

In Mexicali Gratianne Mario Garcia, who runs the Cucapá beer, could not be reached for details of the offer and their position.

Meanwhile, yesterday the president of the Tourism Commission of the XXI Legislature, deputy Marco Antonio Novelo Osuna, proposed to amend the Law for the sale, storage and consumption of State Liquor order to encourage the establishment of craft beer factories in the state.

Novelo Osuna said at the forum that craft brewers do not enjoy the same financial leeway that the big companies, so that the excise tax on goods and services is entirely borne by the consumer, according to the reform of September 13 2012 to the Law on Special Tax on Production and Services.

Therefore he pointed out that the Legislature is required to work on a draft amendment to the Law on Sale of Alcohol and alcoholic beverages of the State to regulate the production, distribution and sale of craft beer and municipal authorities, within the scope of their competition implement special permission to build factories Brew “and delete the current archaic system to manage permissions to control the sale of alcohol and alcoholic beverages”.

Uber Drives San Diego Airport?


 

  Terminal Two at the San Diego International Airport.

Bajadock:  “Dinosaur” is the term we used in technology sales for old school businesses that partnered with governments to keep competition out.  The internet allows disintermediation of these ancient service providers.  As the comments sections shows, despite the “illegality” Uber does provide service to SD Airport.

With summer fast approaching, airport officials and representatives for ridesharing companies are hammering out changes to a permit application that would officially allow travelers to hitch a ride with companies such as Uber and Lyft when leaving San Diego International Airport.

As it stands, drivers for the most popular transportation network companies (TNCs) — as app-based ridesharing companies are called in business parlance — are not permitted to make airport pickups. They risk citation if they route around the airport’s regulations.

In other words, good luck getting an Uber home from your next trip.

But that could change. And soon.

After months of back-and-forth on terms of the permit, staff at the Airport Authority believe Uber and Lyft could sign the permit within a couple of weeks, said Angela Shafer-Payne, the agency’s vice president of operations.

The Airport Authority first introduced an official TNC permit application on April 6. The permit lets approved TNCs pick up passengers from the airport through a pilot program that runs through June 30, 2016. Its terms were rejected by the largest ridesharing companies, however, as they’ve taken issue with some of the stipulations — like no curbside pickups and a steep application fee to cover the airport’s costs to implement the new system.

“The proposal contains some outdated and redundant provisions that we believe fail to keep up with technology, ” said Michael Amodeo, a spokesperson for Uber.

After all, is Uber still Uber if drivers are required to manually fill out paperwork? In the permit application given to TNCs in April, drivers were beholden to such a requirement. That particular provision is going away, however, as the airport plans to purchase third-party software to electronically track TNC drivers’ trips to and from the airport.

“Let’s just get to a permit — and make it legal,” Shafer-Payne said.

photo

Unfortunately at least one road block still lies ahead. The parties remain at odds over the designated pick up area. The permit application requires TNC drivers to pick up passengers in the short-term parking lots of Terminal 1 and Terminal 2. It’s a much less convenient location than curbside, where Uber and Lyft want to do business.

The passenger pickup area in the parking lot is Lyft’s biggest concern said Lyft Public Policy Communications Manager Chelsea Wilson. “The permit has come a long way since the [draft] introduced in February … but passengers would have to cross the road and go to the short-term parking lot,” she said.

Curbside pickup, however, doesn’t appear negotiable — at least not for Terminal 1. “We don’t see that as a viable option,” Shafer-Panye said, citing traffic and passenger safety as the primary reasons.

While San Diego labors over the particulars of its ridesharing permit, airports such as San Francisco International Airport, Austin–Bergstrom International Airport and Portland International Airport have updated their policies to embrace ridesharing options. The lag is not lost on TNCs. Uber in particular.

At the beginning of the month, Uber joined forces with the Internet Association to promote a cause dubbed “Yes2SAN.” The companies used social media and in-app directives to encourage ridesharing customers to sign an electronic petition to bring ridesharing to San Diego International Airport. To date, the petition has received 35,000 signatures.

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Birthday Bungee Jump


OK, this was last week in Queenstown, NZ.  But. it was the beginning of my May birthday celebrations.  SALUD

nzbungpan

nzbungdive

 

It was approx 48F degrees and a howling wind.  The boys working the bungee jump this day earned their pay in the cold and rain.

nzbungropeend

 

 

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AT T Mexico Expansion


According to company data, the current penetration of AT & T around 70% of Mexico, so that by 2017 its coverage reach just over 83% of the population.

MEXICO, DF The company of origin US AT & T plans “substantial” investments to expand its coverage in Mexico to 100 million people over the next two years, after the acquisition of Iusacell and Nextel said Thaddeus Arroyo, CEO of the company.

“We will use the spectrum that we have with the purchase of Iusacell and Nextel to complement our vision and bring coverage to a population of 100 million people in Mexico and we are always looking at whether there will be more available spectrum,” said the director at a press conference.

According to company data, the current penetration of AT & T around 70% of Mexico, so that by 2017 its coverage reach just over 83% of the population.

“We will need time to deploy the network and this will bring substantial investment, but do not talk about numbers at this time, in the next two years will advance the strategy to the point of coverage for most of the population, we will advance our strategy very fast, “he added.

On the next tender and the possibility of offering quadruple play, Arroyo stressed that will watch for upcoming auctions to determine their actions and added that the company has the experience to offer more than one service in the United States, but in the next 18 months They will focus on its mobile offer in Mexico.he point of coverage for most of the population, we will advance our strategy very fast, “he added.

On the next tender and the possibility of offering quadruple play, Arroyo stressed that will watch for upcoming auctions to determine their actions and added that the company has the experience to offer more than one service in the United States, but in the next 18 months They will focus on its mobile offer in Mexico.

California Thirsty Politics


Israel has made the desert bloom, but the task hasn’t always been an easy one. For decades, the country suffered chronic water shortages brought on by intermittent droughts amid rapid population growth—a problem only partly ameliorated by aggressive water pricing and conservation. In 2009, after five consecutive dry winters, the government water authority restricted outdoor gardening and agricultural irrigation.

By the end of this year, Israel will have completed three massive desalination plants in Ashdod, Hadera and Sorek that combined are capable of producing 100 billion gallons of potable water each year from the sea. More such projects are in the works. Next year desalination will provide about half of Israel’s water—not including the roughly 80% of recycled wastewater that goes mainly to agriculture—up from zero in 2004 and about 10% in 2009. The drought ended in 2012, and Israel doesn’t need to worry much about the next one. In a mere five years, desalination has turned a scarce resource into a commodity that may soon be exportable.

On the far side of the world, in another state often portrayed as a promised land of milk and honey, Californians are suffering perhaps the worst drought in a millennium. Desalination to the rescue? Carlos Riva, the CEO of Boston-based Poseidon Water, hopes so. But the same political and regulatory forces that have already exacerbated the state’s water shortage are standing in the way. Mr. Riva’s diplomatic way of putting it: “Water is a simple molecule, but a complex commodity.”

Most of the bureaucratic effort in California is going into cutting consumption. The U.S. Bureau of Reclamation has turned off the spigot of water trickling from the Sierra Nevadas to farmers in the Central Valley. Gov. Jerry Brown last month ordered urban water agencies to cut usage by 6% to 36% (based on per capita consumption) and threatened $10,000 fines against noncompliant residents and businesses. All this while the untapped Pacific Ocean glitters nearby.

Desalination technology that is “mainstream outside the U.S.,” Mr. Riva says, is proving exasperatingly difficult to bring to thirsty California.

“The water industry is probably one of the last industries that is still held in traditional municipal hands,” Mr. Riva notes. As a result, the “market is ultraconservative because there’s nobody in the municipalities that has any motivation to take the risk with new technology.”

Poseidon does have a $1 billion desalination plant slated to open this fall in Carlsbad, north of San Diego. Upon completion it will be the largest in North America, capable of producing 54 million gallons of water each day. Construction began in 2013, but first Poseidon spent six years battling 14 environmental lawsuits.

For instance, the Surfrider Foundation charged that the plant’s open-ocean intakes might harm marine life, though a judge ruled that Poseidon had reasonably mitigated the threat. Mr. Riva says the intakes “entrain two to three fish eggs or larvae” for every thousand gallons of water sucked in. “Not to make value judgments about fish, but these aren’t from any protected species,” Mr. Riva says. “They’re anchovies and things like that.” He adds that environmentalists believe that “all fish life is precious, and you have to do everything to save it.”

Obtaining the dozen or so permits required to build the plant was vexing as well, since regulatory authority over water in California is spread among state, federal and local agencies—the Bureau of Reclamation, the State Water Resource Control Board and the California Coastal Commission, to name a few.

“Because there are multiple agencies,” says Mr. Riva, there are “multiple opportunities for intervenors to delay.” The CEO is careful in his choice of words to avoid giving offense. However, what he appears to mean is that environmental obstructionists waged war on numerous fronts. Not totally without success, either: To obtain final approval from the Coastal Commission, Poseidon had to agree to restore 66 acres of wetlands and buy renewable energy credits—green indulgences.

Urged on by the Surfriders, the Coastal Commission is now gumming up Poseidon’s plans to build a second plant, which has been in the planning stages for 15 years, south of Los Angeles in Huntington Beach. Though Poseidon had obtained almost all required government permits by 2012, Mr. Riva says, the commission’s approval is pending the results of an independent panel convened to study alternatives to open intakes that would better protect fish eggs and larvae. Poseidon has proposed adding one-millimeter screens, which seems to be the simplest and most cost-effective strategy.

The panel concluded after its first phase, Mr. Riva says, that the only other option is what’s called a seabed infiltration gallery, built about 1,000 feet offshore. He explains: “You build these copper dams, then excavate the seabed, put in these drains and pipes, and put other filters on top of that, and then pipe the water back to shore.” While technically feasible, it’s a complicated engineering feat, so now the panel is examining the environmental impact and economic practicability.

Building an infiltration gallery, Mr. Riva says, would take five to seven years and cost multiple times the price of the rest of the facility—so he expects the review will show it isn’t doable. But could the commission be using this process to deal the Huntington Beach project death by regulatory review? “If people just don’t want it, put us out of misery,” he quips.

Environmentalists are also howling that desalination is too energy-intensive. Mr. Riva thinks these complaints are bogus: “We use less energy than one of the data centers that are being built, and nobody claims that they are somehow immoral.” Plus, as he points out, the only reason anybody is even discussing desalination in California now is because it is becoming so much more efficient, thanks to technological breakthroughs like energy-recovery systems, which conserve energy the way hybrid cars do. The Carlsbad plant will use less than half as much electricity per unit of water produced as desalination plants did in the 1980s.

Such improvements are fueled by the free market. “The operators are driven to find ways to reduce the energy because that increases the profitability of these projects,” Mr. Riva says, adding that Poseidon has a profit motive to implement more-efficient filters, pumps and control systems that will reduce the cost of water—an incentive the government doesn’t have.

Mr. Riva, who used to run a biofuels company, says he considers himself an environmentalist. “But I think the concept of environmentalism has been hijacked by extreme views,” he says. “We’re bending over backwards to protect the environment here.”

Meantime, local residents and politicians in San Diego and Orange County have voiced ostensibly more justifiable concerns about desalination’s high costs. Poseidon is a closely held private company but specializes in public-private partnerships. As Mr. Riva explains, “our model is to say: We will take on the risk of development, financing, building and operation, and in exchange you take the market risk of buying our water.” This isn’t too different from how public utilities contract for electric generation.

Under the terms of the purchase agreement, the desalinated water will cost San Diegans between $2,014 and $2,257 per acre foot (roughly 0.6 to 0.7 cents per gallon), or about twice as much as importing water from, say, the Sierra Nevadas. “We have a 30-year contract,” Mr. Riva rejoins. “Depending on escalation rates of the imported water and CPI [consumer-price index], then the expectation is that sometime in the middle of the first decade, our water will be less expensive. There will be a crossover point.”

Even so, desalinated water from Carlsbad will cost more than twice as much per unit as it does in Israel. There are multiple reasons for this. Electricity is more expensive in California than in Israel and most of the rest of the U.S. because of a state mandate requiring that pricey renewables make up a third of electric generation by 2020. Labor is more expensive in California, too. Cumbersome regulatory requirements jack up construction costs. Israel’s Sorek plant will produce about three times as much water as the Carlsbad facility yet cost half as much to build. Both plants were designed by the same company: Israel Desalination Enterprises (IDE) Technologies.

Poseidon’s Carlsbad desalination plant will augment the San Diego region’s water supply by about 7% while increasing customers’ bills by $5 to $7 a month. Although residents will have to pay for the additional supply even when they don’t need it, Mr. Riva asserts that the “reliability justifies a premium.” That is, many San Diegans may consider it worth paying a bit more per month to keep their verdant yards during droughts—or have a backup water supply if an earthquake destroys canals or aqueducts that import water from the north.

‘We’re talking about one of the only things that is really necessary for life. Your kids may think their phone is, but it’s not,” he says. “This is an absolute necessity in San Diego, which is a desert for life.”

The same is true of California as a whole. More than a dozen desalination projects have been proposed along the coast, but prospective developers are waiting for Poseidon to run the regulatory gantlet before moving ahead. Meanwhile, Mr. Riva says Poseidon is considering developing projects in Texas where water is also scarce—and, one presumes, where the governmental burden is lighter and environmentalists are fewer. If Poseidon can make desalination work in California, it can work anywhere.

New Splash Restaurant


Amtrak Dinosaur


amtrakwebsite

Bajadock: As I attempt to change my Amtrak reservation, it is obvious that the Amtrak website was not designed with a user friendly experience in mind, aaarrrgh!  

Love the bold highlighted paragraph below comparing Amtrak’s cost to bus and air competition. The romantic illusion of  national rail travel obscures the financial realities.  But, emotional ploys to funnel money define politics, eh?  Que le vaya bien, amigos.  

David Stockman’s Corner May 16, 2015
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The tragic accident in Philadelphia should be a reminder. The real train wreck is Amtrak itself—–a colossal waste of taxpayer money and the very embodiment of what is wrong with state intervention in the free market economy. Worse still, the pork barrel politics which drive its handouts from Uncle Sam virtually guarantee that as time goes on it will become an increasing hazard to public safety, as well.

It seems like only yesterday, but one of my first assignments as a junior staffer on Capitol Hill was to analyze the enabling legislation that created Amtrak in the early 1970s. I was working for an old fashioned conservative Congressman and his first question was “how will it ever make a profit when we are running the trains from the Rayburn Building?”.

He couldn’t have been more clairvoyant. While it sponsors claimed Amtrak would be spewing black ink by 1974, the answer to my boss’ question was simple: never!

But you didn’t need to wait 43 years to prove it. There is not even a remote case that subsidizing intercity rail travel is a proper or necessary function of the state. Amtrak accounts for well less than 1% of intercity passenger miles. On every one of its 44 routes there are bus and air travel alternatives, and that is to say nothing of automobile travel—–whether in cars with drivers today or in the driverless kind tomorrow.

Moreover, the evidence overwhelmingly shows that passenger trains will never be economically competitive outside of a handful of densely populated corridors. By contrast, what was absolutely guaranteed from day one back in 1970 is that a government controlled passenger rail system crisscrossing the United States would become a monumental Congressional pork barrel—–an endless rebuke to rational economics.

And that it has. The cumulative taxpayer subsidy since 1972 totals more than $75 billion in dollars of today’s purchasing power. During the span of nearly a half century, Amtrak has operated upwards of 40 routes that have never, ever made even an “operating profit”.

Yet the operating profit test is itself a red herring. Like its aviation competitor, Amtrak is massively capital intensive. It maintains 21,000 miles of track, 100 rail stations, operates around 2,500 locomotives and passenger cars, and requires an extensive, costly infrastructure of communications and signaling systems, electric traction networks and a huge array of bridges, tunnels, switching yards, repair facilities, fencing and other right-of-way improvements and ancillary buildings. On a replacement basis, its entire capital asset base would easily amount to $50 billion (about $40 billion of track and infrastructure and $10 billion of rolling stock).

And that giant figure underscores the economic part of the Amtrak hazard. Even with a generous assumption that the useful lives of its equipment, rolling stock and infrastructure would average 25 years, Amtrak’s economic depreciation would amount to $2.0 billion per year. Since it generates roughly 8 billion passenger miles annually, this means that its capital consumption expense amounts to about 25 cents per passenger mile.

So here’s the thing. The average airline fare in the US is about 15 cents per passenger mile and the average bus fare is about 11 cents per mile. Now how in the world does it make sense to operate a lumbering passenger rail system in which the true economic cost of its capital assets alone is 65% to 130% higher than the profitable fares charged by the perfectly adequate and available alternative modes of transportation?

Stated differently, you are deep in the hole before you start even one Acela train on its route between Washington and Boston or one long distance train, for example, on its 1,750 mile route between Chicago and Los Angeles. But in the operations department it goes without saying that Amtrak—–burdened as it is with its endless array of Congressional mandates and directives—– is not exactly a model of efficiency or financial discipline.

Thus, Amtrak’s annual fully loaded wage and benefits tab is about $2 billion spread over 20,000 employees. Needless to say, at $100,000 per employee Amtrak’s costs are not even in the same zip code as its far more efficient for-profit competitors in the airline and bus transit industries.

On top of its massively bloated and featherbedded payroll, Amtrak also generates another $1.3 billion of expense for fuel, power, utilities, supplies, repair parts and operational and management overheads. Accordingly, its total operating budget at $3.3 billion amounts to about 40 cents of expense per passenger mile. That is, its operating costs are 3-4X the ticket price of its air and bus competitors!

The economic arithmetic is thus insuperable. On a system-wide basis, Amtrak’s combined capital and operating expense would amount to about 65 cents per passenger mile. That is, in the absence of Federal and state subsidies and the implicit subsidies that private railroad companies transfer to Amtrak via deeply below-market fees for utilization of their tracks and facilities. Indeed, 95% of Amtrak’s routes and 70% of its passenger miles are generated on lines leased from freight railroads, which—-owing to regulatory mandates—-Amtrak pays a trivial 2 cents per passenger mile—-a figure not remotely reflective of the real economic costs.

By contrast, Amtrak’s ticket revenues amount to hardly 30 cents per passenger mile. So contrary to Amtrak’s claim that it has nearly reached break-even, its true economics reflect the very opposite. Namely, a giant political pork barrel in which system revenues cover less than 45% of its all-in economic costs to society.

Nor can this disability be remedied by reforming the system and paring back its routes to just the profitable corridors. Even the northeast corridor generates only 10 cents of operating profits per passenger mile. Throw-in the capital costs and even Amtrak’s so-called profitable lines are still deeply underwater.

To wit, a recent inspector general report estimated that the replacement cost of the northeast corridor infrastructure alone was about $15 billion, which would amount to $400 million per year on an amortized basis or 20 cents per passenger mile. Add in another 5 cents per mile for locomotives and passenger cars and you have 25 cents of capital costs.

So there is a reason why even the northeast corridor has never been privatized. It would lose at least 15 cents on each of the 2 billion passenger miles that Amtrak/northeast corridor generates annually in the absence of much higher fares.

And those are the baleful facts regarding the Acela and regional routes in the Washington-Boston corridor. The rest of the system embodies just plain economic waste. The aforementioned Chicago-Los Angeles route, for example, has operating costs of 35 cents per passenger mile; and total costs with capital consumption would be at least 50 cents per mile–even giving allowance for the lower capital intensity of long distance routes.

The problem is that you can get a airline coach fare today between the Chicago-Los Angeles pair for $200 or 11 cents per mile. And you don’t need to spend 22 hours on the train, either.

As it is, Amtrak’s current fare on this route is about 15 cents per passenger mile and apparently it cannot go much higher if it wishes to remain competitive with air. Yet why in the world should bus drivers in Minneapolis pay Federal taxes in order to provide what amounts to a $600 subsidy per ticket on the 180,000 tickets that are sold annually on the Chicago-Los Angeles route? And the latter is only typical of most of the other routes outside the northeast corrdidor.

Obviously, there is no means test to get a $600 subsidy from Amtrak, or any other plausible criterion of public need. Like so much else which emanates from Washington, these Amtrak subsidies are distributed willy-nilly——in this case to retirees with enough time and money to see the country at leisure or to people with fear of flying who don’t wish to drive.

So Amtrak is a white elephant as a matter of economics, but when it comes to public safety it is actually a wounded one. That’s because when push comes to shove and Congress is faced with limited budget headroom, it always elects to short change the capital budget rather than reduce the scope of Amtrak’s far-flung operations and eliminate any of the 44 routes which crisscross the nation’s congressional district.

I actually learned that lesson during the so-called Reagan Revolution. My original plan was to eliminate Amtrak entirely, and it would have saved upwards of $60 billion in the decades to come. At the get-go, the Gipper was all for it. Not a proper function of government, he averred.

Then his Secretary of Transportation and previously chief GOP fundraiser and governor of Pennsylvania explained that the Gipper was right—but not quite. The northeast corridor (NEC) routes provided a valuable economic function——so by paring the system back to these high density routes the Amtrak budget could be cut in half. Moreover, after some up-front capital spending, the NEC could be transformed into a profitable business and eventually sold to the private sector in an IPO. That’s just the thing, said the President.

Then it got to Capitol Hill and the Republican politicians said we are all for cutting the Amtrak budget by 50%, but to get the votes we need to do it our way. Upon which the Gipper replied, yes, we are here first and foremost to shrink the runaway Federal budget, so do what you must to get those savings.

They did. They drastically pared back the capital budget and kept virtually all of the routes and operating subsidy costs in place. When Uncle Sam came up short, capital investment could be deferred, but the pork barrel had to be feed.

In the bye and bye, of course, Amtrak’s budget was restored all the way back to Jimmy Carter’s “wasteful” levels and actually hit record amounts during the Republican government of 2001-2008. But even then there was never enough appropriations to keep this giant white elephant properly fed——so capital investment was perennially short-changed and the system’s fixed assets steadily deteriorated.

Whether this week’s disaster was human error or not, the larger certainty is that the system has been chronically starved of capital. But the solution is not for a bankrupt government in Washington to pour more money down the Amtrak rat hole in the name of “infrastructure investment”, as the big spenders are now braying in the wake of this week’s disaster in Philadelphia.

Instead, Amtrak should be put out of its misery once and for all. Otherwise its longstanding hazard to the taxpayers is likely to be compounded by even more public safety disasters like this week’s tragic event.

Reprinted with permission from David Stockman’s Corner.

Gastronomy and Grapes Development


Bajadock:  “Work to create synergies” sounds like one of those 1980s MBA talking points.  “Strategies” were also presented.  Wowzers, this is GRANDE!  /sarc
El Mexicano
ENSENADA.- order to shore up the cuisine, wine tourism and wine industry, the State Governor, Francisco Kiko Vega de Lamadrid, the Ministry of Tourism, Claudia Ruiz Massieu and the Secretary of Agriculture, Livestock, Rural Development , Fisheries and Food (SAGARPA), Enrique Martinez and Martinez led the first worktable Gastronomic National Policy and Wine, in which different strategies were presented and the strengths, challenges and opportunities in the sector in Baja California met and other states of the country.“We are in the best situation precisely to act together the three levels of government and the private sector, to establish strategies for the development, promotion and momentum to the entire value chain involved in gastronomy and viticulture, achieving consolidation and economic and tourist development of the country, “said the state governor.

In this context, to Federal, State and business of winemaking in six states of Mexico, several important for the strengthening of the wine region as a tourist destination issues were addressed.

In this regard, the President said that in Ensenada will have a civil airport, which after the revisions made by the Secretariat of Communications and Transportation at various points was determined as the location area Ojos Negros, which are recorded significant progress to crystallize this vital project to Ensenada as a tourist destination.

For its part, the Federal Secretary of Tourism, Claudia Ruiz Massieu, said the information disclosed in this meeting will coordinate efforts and make reality-based strategies and challenges of the sector, seeking topics such as the tax structure, financing, building consumption, modernization and technology, so he stressed that the Federal Government has a vision of regional development, as in the case of Baja California has worked with the State Government, and as an example cited the actions to consolidate Ensenada not only as a cruise port of call, but those attributes that represent an attractive tourism, such as the Wine Route.

He announced that this year will be invested 4 million pesos for tourist signage in the wine route as well as resources for the Caracol Museum and the improvement of La Bufadora also requested FONATUR update the master of Baja California plan, which provides an upper vision to 30 years.

On the other hand, the Governor did mention that the food and the wine route, are one of the main lines of promotion of Baja California, it is estimated that at least 10% of visitors to our state do so primarily to meet and enjoy the cuisine, which in 2014 was named heritage and material culture of the state, based on the name of Mexican cuisine as an intangible cultural heritage of humanity by UNESCO, while on the other side the wine route has received national recognition in recent years as a tourist route of Mexico.

The State Executive said through SECTURE, and efforts were spearheaded efforts to position the cuisine of the region as one of the largest in the world, achieving a publication of 231 articles and reports in specialized publications nationally and in the United States as well as the publication of 330 thousand positive notes on Baja California in the national and international press, all with an estimated value of nearly 13 million pesos.

He further stressed that in 2015 has coordinated the presence of 37 journalists and tour operators from other states of Mexico and other countries, while also invested a budget of nearly 1 million pesos for the participation of events and food fairs to promote regional cuisine.

The State Governor said the food tourism leaves a significant economic benefit in Baja California, contributed by national and international visitors; also noteworthy that 90% of Mexico’s wine is produced in Baja California, wines that have more than 100 medals at international level.

At the national level it was reported that food industry generates one million 350 thousand direct jobs, accounting for 1.05 of GDP and 15 of the Tourism GDP in Mexico while the value of this industry in the country is 190 billion pesos.

For his part, head of SAGARPA, Enrique Martinez y Martinez, said work together to create synergies and to detonate the important activities as are tourism and the food of our country, sectors that make the Mexican economy grow.

The event was attended by businessmen of winemaking of Baja California, Guanajuato, Aguascalientes, Coahuila, Mexico City and Chihuahua. Also Francisco González, Director General of PROMÉXICO; Enrique Jacob Rocha, President, National Institute of Entrepreneurship; Rodolfo Lopez Negrete, Director General Tourism Board of Mexico; Hector Martin Barraza Gómez, Director General of the National Fund for Tourism Development (FONATUR).

By the state cabinet they accompanied the president, Oscar Escobedo Carignan, State Tourism Secretary;Manuel Valladolid Seamanduras, Secretary of Agricultural Development; Bonfante Olache Carlo, Secretary of Economic Development of the State; Rydalch and Matias Arjona, Secretary of State Fisheries and Aquaculture.

San Quintin Labor Agreement


Foto por:(EL UNIVERSAL)
Ensenada, BC.- Residents of San Quintin and hullabaloo welcomed the 13 agreements reached by their spokesmen between Wednesday afternoon and Thursday morning, having to do, among other things, with the release of four arrested on Saturday past and set for next June 4 payments mechanism 200 pesos for at least eight hours of work.With applause, hugs each other and shouts of “Yes we did, yes he could,” inhabitants of San Quentin were concentrated in the San Juan Copala for a rally where they were released, one by one, the thirteen points established with the state governor, Francisco Vega, and federal officials, including Undersecretary of Labor, Rafael Abas, and the owner of the unit of government of the Ministry of Interior, David Garay.

At the end of the meeting where they established not let their guard down and that this “is the first battle that we won,” he said the spokesperson, a dance was held in the main avenue to celebrate their achievements.

Representatives of day laborers wait for next June 4 to finalize the mechanisms for salary increase.

On this point we read in the agreement, “the state and federal governments and the and the guards make the necessary arrangements with agricultural employers to ensure that the proposal will result in an increase as close as possible to the proposed alliance 200 weights and is retroactive to May 24.

“The federal government where appropriate, may provide the differential to achieve the proposed alliance.”

Tacos in New Zealand


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We had only 3 nights in Queenstown New Zealand.  But, Taco Medic , #1 restaurant in Queenstown Trip Advisor, eluded us for 2 days.

We drove out to their supposed location on Gorge Rd, just north of downtown Queenstown.  The truck, an ambulance style van(to pump up the Medic theme) was not available on our first taco hunting mission.  We got directions at a gas station and one of the attendants there spoke out that the Taco Medic boys were her mates.

Round two, after our bungee jump, we road past that location again, but no taco ambulance was available for our wounds.

On our way to Harry’s Bar for some beer and games of table pool, my mate shouts out, “HEY!  Look what I found!”.  The Taco Medics were hanging on the corner of Shotover and Brecon.  After some rusty eight ball and beers, we were introduced to Robbie and Anthony, aka Taco Medicos.  Those are their mugs above.

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My serving of beef left, pork right.  Nice portions and compare with anything we have had in Mexico.  My mate,  Mexican born and bred, says the tortillas are just like her mom used to make.  !!!  After all, it was Taco Toozday, right?

We let them know we were from Mexico and were in charge of a quality control exercise this cold evening.  It night was our last in Queenstown.  We ordered a fish, a beef and a pork taco.  WOWZERS, the tortillas were perfectly fresh, the meats were all seasoned and marinated with care and the toppings made for lots of fun.

These boys know what they are doing.  Taco Medic has only been open 5 months and have attracted a following of tourists as well as locals.  In a pricey tourist city, like Queenstown, good and affordable food can be a challenging find.  Taco Medic has the fix for that illness.

From Baja tacos to Queenstown tacos is a mere 7,000 miles.  But, the masa, meat, spicing and love by Robbie and Anthony let you know they are carrying on a mexican taco tradition.  Salud a mis amigos nuevos en Queenstown ,  They are friendly guys with a huge mission to spread Taco health throughout Kiwi land.  ¡SALUD!

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TACOMEDIC | Fish Taco

The Fisherman:

The Taco Medic is passionate about his fresh fish tacos, getting out on his boat every morning to drop a line for the day ahead.

In New Zealand he uses the local fisherman who pulls catch off the coast of Dunedin daily.

The fish taco is brought together with a lively tartare – bursting with citrus and then finished with fresh coriander and chilli.

TACOMEDIC | Pork Taco

The Bushman: (Unbeatable)

After arriving on the shores of the West Coast of New Zealand the Taco Medic met some interesting characters on his journey to Queenstown, one being a local pig hunter, AKA “The Bushman”, who introduced him to New Zealand’s own suckling sweet pork. Out of this was born the succulent free farmed pork-belly taco.

The belly is slow-roasted for seven hours and then brilliantly matched with a sweet onion reduction, only to be topped-off with a dusting of pork crackling for an unbeatable, melt in your mouth experience.

TACOMEDIC | Vegetarian Taco

The Producer:

New Zealand is an incredible place for fresh organic produce, and the Taco Medic was quick in discovering this. After having spent some time in Central Otago, he realised how blessed Kiwis are with what grows out of the ground here.

The “Producer” is a special taco which took time to bring together in order to achieve  perfection.

Starting out with a classic Mexican black bean spread that has hints of fresh garlic and thyme, combined with a strip of roasted pumpkin and finished with goat feta. This one could potentially turn a carnivore.

TACOMEDIC | Beef Taco

The Stockman:

Traditionally in Mexico, beef is marinated in citrus and slow-cooked for almost an entire day to give it a beautifully tender texture.

After meeting a local stockman and discovering the quality of New Zealand beef, the Taco Medic combined the traditional way of preparation using New Zealand’s best quality brisket and created a masterpiece. Chillies and spices are a large part of authentic Mexican cuisine, and for this particular taco the beef is flavoured with one of Mexico’s favourites – the ‘Chipotle pepper’. Finished with some real chipotle crème fraiche and cooled with crisp coriander, this one is a real fire-starter.

TACOMEDIC | Queenstown, New Zealand

 

 

How it all began…

 

Since the ancient Mayan’s discovery of corn Masa Tortillas over 8,000 years ago, Mexicans have made the preparation of true traditional tacos a labour of love to the people, and their roots run deep into the soil of Mexican culture.

The story of the Taco Medic began in the small fishing village of Puerto Escondido in the Mexican state of Oaxaca. Here, he was considered a legend as he made the best tacos through catching the freshest fish and using only the best quality produce.

He selflessly spent time with the village people, passing on his knowledge of his beloved tacos.
He helped them improve their taco making abilities and from time to time, was even known to repair the occasional broken tortilla shell with fresh masa.
Through this he was aptly labelled ‘Taco Medico’ ; in English, ‘Taco Medic’, a doctor of tacos.
Renowned for his fresh fish tacos, he spent a lot of his time out on his boat bringing in fish for that day’s tacos.

One early morning while fishing, the sky darkened and a great Pacific storm rolled in. Lucky not to capsize, he was taken on an uncontrolled month long journey across the mighty Pacific. When the storm finally cleared, he drifted with a current for many days, eventually washing up on an unfamiliar coast line. Very tired and weak, he desperately searched for a Taqueria to replenish himself.

Approaching the nearest eatery, he realised he was no longer in Mexico. He had landed on the shores of New Zealand, where there was no Taqueria. Deeply saddened by this realisation, he took it upon himself to introduce his beloved way of eating to New Zealand. Through meeting the generous local people of the land, who introduced him to its vast and abundant fresh food, the Taco Medic came up with an idea of blending the best of the two food cultures. With this glorious epiphany, a menu was born. He began his journey of introducing tacos to New Zealanders, then on to the rest of the world through the Taco Medic truck.

It just so happens, that he has started this revolution in the majestic town of Queenstown. It also just so happens, that his tacos are indeed off the charts epic.

TacoMedic.co.nz

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