Odds are that if you’re reading this, you are new to Casago, so allow us to start off by welcoming you to the family. We are always thrilled to have new people join our evergrowing community.
Know that our success stems from yours, and that we are committed to providing the tools and knowledge you need in order to thrive.
At Casago, we believe that our culture is the foundation of our success. It defines who we are, how we work, and what we stand for. That’s why every new team member, regardless of their position or department, goes through a comprehensive culture training course.
This course introduces them to our vision, mission, values, and the core principles that guide our actions and decisions. We want every member of our team to understand and embrace our culture, because it helps us align our goals, collaborate effectively, and deliver exceptional service to our customers. Our culture is not just a set of words or slogans;
it’s a way of living and working that makes us proud to be part of casago.
Casago’s History
We’ll start off this course by having you learn about the history of Casago and how we grew from a small startup to a successful franchise model being represented in 40+ cities across the United States and Mexico. Knowing the history of our company will help you understand our vision, values and culture, as well as our strengths and challenges in the industry. We hope this introduction will inspire you to join us in our mission to provide exceptional service and memorable experiences to our guests and owners.
If we are to talk about the history of the company, it’s imperative that we start from the beginning. This takes us back to the year 1996 in the small idyllic town of Rocky Point (Puerto Peñasco), Mexico. At the time, the push to make Rocky Point a major tourist destination was still in its infancy. Resort and large hotel development was still merely an idea. For those seeking a beach vacation, rental homes were the way to go.
Naturally, where you’ll find vacation rental homes, you’ll also find vacation rental management companies. Cindy’s Beach Home Rentals was one of these companies. Run by Cindy herself and her husband Bruce, they were a small local business. One day, Bruce was at a bar telling a friend how he needed help fixing some A/C units in the homes he managed. He was unable to get on the roof to do the work himself. As fate would have it, Steve Schwab, a young man with a knack for handy work, overheard the conversation and offered to help.
The two men began working together, building a close relationship and tackling various projects. One day, Steve stopped hearing from Bruce. It turned out that Bruce’s long battle with cancer, the reason why he needed Steve’s help in the first place, had come to an end. As a result of Bruce’s passing, Cindy was no longer willing to stay in Rocky Point, much less manage the business on her own. Cindy contacted Steve and told him what was going on. “You know, Steve,” she said, “Bruce thought you’d be pretty good at this”. And so, Steve stepped up, taking the reins of Cindy’s Beach Home Rentals.
Steve’s introduction to the business was a short, one hour “training” session with Cindy. And though Cindy promised to provide more detailed training later, he never saw her again. A broken chair and a series of power outages seemed to conspire against him, testing his resolve at every turn. It was a rocky start, but Steve was up to the challenge.
In 2001, Cyndi’s Beach Home Rentals rebranded to Seaside Beach Home Rentals, a name that reflected its location on Mexico’s coast and at the time, still reflected on the company’s main focus, which was vacation beach homes. The company also acquired a small office that was located at the entrance of town. This was convenient to guests as they had to pick up their keys at the office before being able to check-in to their vacation home.
The office location made for a simple process of entering town, spotting the (only) orange building in sight, picking up their keys, and finally going off to enjoy their vacation rental. Even to this day, we still run and manage our beach home operations from this office.
Years later, the company – now known as Seaside Reservations – had regained its footing. One of the first lessons that Steve learned was that if he were to be successful in anything, he first needed to find people that had strengths he did not. He was fortunate to find the right team early on. Despite Seaside’s success, they faced competition from other management companies in the region. However, Christmas season 2003 brought them the edge they needed.
On a trip back from the US, Steve saw a couple of vans from, what was at that time, the largest management company, Rocky Point Management (RPM) speed past him. The strangeness of the scene became clear when Steve learned that RPM was declared bankrupt. As a result, they took owner funds that should have been in escrow and made a run for it, leaving homeowners with unpaid bills and many employees now suddenly without a job. Once Steve caught wind of this, he took action.
If there was ever a time to be left without a job, it’s certainly not a few weeks before Christmas. Especially considering the fact that many locals live from paycheck to paycheck. So Steve hired as many of them as he could. He then took over the RPM account, which was quite frankly a mess. With hundreds of dollars of unpaid bills and many owners that Steve was still unable to contact, he had to decide. He took his own funds and paid every one of those bills. Like any small town, word traveled fast in Rocky Point and so Seaside’s reputation grew.
There are always lessons to be learned with every experience one goes through and this was no different. It was clear to us that going forward we needed to have total transparency with our homeowners. We never wanted them to question what we were doing or why we were doing it. To meet that standard would take two things: better and more interactive technology and employees who embraced our commitment to the homeowner.
As you might remember, 2007-2008 was hardly a good year for anyone. Millions of people lost their jobs, homes, and savings in what turned out to be the biggest worldwide financial crisis since the great depression. Seaside was by no means an exception to what was going on.
Seaside was hit hard. Revenue dropped by a staggering 87%. Naturally, a vacation getaway wasn’t exactly on too many people’s minds in the midst of such uncertain times. With around 200 employees on payroll, we would be lucky to make it through the months ahead.
Our first stroke of luck arrived in the form of a hail storm. Steve had been looking to sell his personal plane and feed the funds into the company. Something that seemed even less likely with each passing day. Then the hail storm arrived. The plane took irreparable damage and was no longer airworthy. Steve had the plane insured so he took the money from the insurance claim and used the funds for Seaside. But it still wasn’t enough.
Despite the uncertainty, homeowners kept faith in us, but we knew we had to do more. Employees were willing to make sacrifices. Everyone willingly gave up a day’s worth of payment each week in hopes that the company would stay alive and everyone would
have a job once the financial crisis eased.
Steve desperately tried to sell his last two properties in order to stay afloat. Despite his best efforts, he was only able to sell one. His accountant told him that there was no way Seaside would survive past the end of the month, and the weight of this news seemed to crush Steve’s spirit. All hope seemed lost until he received a phone call from a realtor, offering him an unexpected lifeline.
The realtor told Steve that he had an offer for the last property he was trying to sell, and to Steve’s delight, the offer was exactly what he was asking for. Steve asked if they could close the deal within two weeks, and to his relief, the realtor said yes.
The deal closed just in time, and the money from the sale was just enough to get Seaside past the tough times. Thanks to the resilience and determination of the entire Seaside team, “Seaside Reservations” was able to weather the storm and come out on the other side.
With the financial crisis behind, Seaside would now look towards the future. It was time to create a more stable financial situation for everybody. The biggest obstacle to be tackled was the dryness of Rocky Point’s off season. While Spring and Summer were filled with hundreds and thousands of tourists coming in every week, once that Winter season came in it was hard to make ends meet. We set our sights to the state up north, Arizona, whose high season just so happened to be the Winter season.
Late 2009, we made the decision to start Signature Vacation Rentals in the city of Scottsdale. With the goal of expanding to other vacation destinations throughout the United States, we were able to balance our revenue over the year and establish a strong foundation for growth.
The company continued to grow as the years went on. Seaside continued to grow in Mexico and Signature Vacation Rentals was flourishing in new cities across the western side of the United States. If we were to become a single unified international company it would make sense to rebrand. We rebranded to Casago in early 2018. The change was drastic and it was met with mixed reactions from both customers and employees. However, this rebranding has already paid off as it helped to expand all throughout Mexico and USA.
Casago had a passion for helping people enjoy memorable vacations in beautiful
destinations. Casago’s love for helping people eventually extended to other vacation
rental companies as well, resulting in the birth of the franchise system that we know
today . Post-covid pandemic, Casago has continued to grow at an incredible rate, attracting motivated and qualified professionals who share its vision and values. Today, Casago is proud to be represented in over 40+ cities across the United States and Mexico, delivering unforgettable service and results to its clients.
YouTube Video Casago Branch and Franchises
Our Vision and Mission
The following are the company’s vision and mission. It’s incredibly important that you know and understand these as they guide everything you will do. They reflect the core values of integrity, excellence, innovation and teamwork. They inspire to achieve your goals and exceed your expectations. By sharing the vision and mission with you, we hope to build trust and loyalty with you as our valued customer.
Vision
“To help every team member to be better off than the day they started. To be indispensable to our homeowners while they are away. To care for guests with genuine hospitality.”
Mission
“To enable property owners, guests and our team to realize their dreams by providing exceptional property stewardship and remarkable guest experiences.”
The 4 Steps of ORANGE Hospitality
1. Greet immediately with a warm welcome
2. Own the relationship
3. Anticipate unexpressed needs
4. End with a fond farewell
These four steps should be applied when we are having face to face interaction with either the guest or the owner or a coworker, during a phone call and when sending an email.
Culture
“The set of shared attitudes, values, goals, and practices that characterizes an institution or organization”
For this next part of the course, we’ll be talking about Culture. Not just culture in the work environment but in it’s general form. Why? Well, because culture transcends the work environment. Culture is the beating heart of any society. It is the foundation upon which we build our identities, shaping our beliefs and guiding our actions. Whether it be the shared experiences of a religious group, the commonalities of an ethnic community, or the bonds of a social organization, culture brings us together, uniting us in purpose and shaping the very essence of who we are. It is the thread that runs through the tapestry of our lives, informing our choices and shaping our future. It is the glue that holds us together and gives us our unique identity.
From the ancient rituals of the Egyptians to the modern traditions of the Japanese, culture has always been the beating heart of humanity. Different cultures can be found all around the world, in every country, every region and every group of people. Each culture has its own unique characteristics, customs, traditions, and values, which are shaped by its history, geography, and the influences of its neighbors and the wider world.
Take Japan, whose culture is shaped by its social norms and values, which include a strong emphasis on respect, politeness, and honor. These values are evident in many aspects of Japanese life, such as the way people greet each other, the importance placed on hierarchy and social roles, and the emphasis on group harmony and avoiding conflict.
Let’s set our sights on a culture that transcends geography, let’s talk football or “soccer” as you may know it. “The beautiful game” as many people call it, is a major part of daily life all around the world, with millions of people playing and watching the sport at all levels. For many people, football is more than just a game – it is a passion that unites people from all walks of life and transcends socio-economic and cultural barriers. Football can provide a source of pride, unity, and cultural expression for millions of people across the globe.
It doesn’t take the entire world or country to create a culture. Take colleges as an example. Each college or university has its own unique culture, which is shaped by a variety of factors such as the institution’s mission, history, values, and the characteristics of its students, faculty, and staff.
One example of college culture is Harvard University’s “Ivy League” culture, which is often associated with a sense of exclusivity, academic excellence, and a focus on extracurricular activities and athletics. Harvard has a long history dating back to the late 1700s and has a reputation for attracting highly competitive and academically talented students. This culture is reflected in the competitive admissions process, the prestigious academic programs and faculty, and the emphasis on extracurricular activities such as sports, clubs, and student organizations.
Let’s narrow it down even further, let’s talk about culture within the family. A small family can have their own unique culture through their shared experiences, values, beliefs, and traditions. For example, a family may have a tradition of eating dinner together every night, which becomes a central part of their family culture. They may also value education and place a high emphasis on academic achievement. They may also have certain traditions or rituals that are unique to their family, such as a special way of celebrating birthdays or holidays. These shared experiences and values can create a sense of unity and belonging within the family, and shape the identities of each family member.
As you can see, cultures can be found in many different places and among many different groups of people, and they play a central role in shaping the identities, values, and traditions of those who belong to them. So, how do we build or create a culture?
The Schwab Pyramid
The Schwab Pyramid was created to showcase how to build a positive culture and the benefits it has on your team members. Like any pyramid graph it illustrates the importance of each level in a hierarchical structure. Without one, you cannot have the other. The next part of the course takes a deeper dive into each one of its levels.
Needs
The first level of the Schwab pyramid is “Needs”. It is important for leaders to make sure that their followers’ needs are met. Before we go more into detail on needs, ask yourself; What is your “Why”? Why are you here? Why do you work? What motivates you? Of all places you decided to be here. Why is that?
When we say that a person’s needs need to be met we like to quote Maslow’s hierarchy of needs. This is a theory in psychology that was developed by Abraham Maslow that proposes that human beings have a hierarchy of needs, which must be met in a specific order in order for an individual to achieve self-actualization, or the highest level of personal growth and development. The hierarchy of needs consists of five levels:
When an individual’s needs are not met, it can lead to a range of negative outcomes. It is possible that an individual may compromise their values if their needs are not met, particularly if they are struggling to meet their basic physiological needs or if they feel threatened or unsafe in their environment. In these situations, an individual may feel that they have no other choice but to compromise their values.
Values
Values are important because they serve as guiding principles that help individuals to make decisions, set goals, and live a fulfilling life. Values are the things that are most important to an individual, and they help to define who a person is and what they stand for.
• Personal: Personal values are the things that are most important to an individual, and
they serve as guiding principles that help an individual to make decisions and set goals.
Personal values are unique to each individual and can vary widely from person to person.
Personal values are often formed and shaped by an individual’s upbringing, experiences,
and cultural influences. They can change over time as an individual grows and
experiences new things, and they may also be influenced by the values of the people
and organizations with whom an individual interacts.
• Professional: These are the values that we try to ingrain in Casago team members. Professional values may include things like integrity, honesty, professionalism, respect, fairness, and responsibility. These values can help to shape an individual’s work ethic and the way they interact with others in the workplace. Professional values are often shaped by an individual’s personal values yet can oftentimes be completely different. They may also be influenced by industry norms and standards, as well as legal and ethical considerations.
• Obituary: These are the values that we want to be remembered by. This might include things like family, friendship, community, hard work, dedication, and integrity. These values could be reflected in the way each person lived their life and, in the memories, and stories that will be shared about them.
Take a moment to think about these. Think about what your personal, professional and obituary values are. Once you’ve identified these, write them down. This is for you and for you only. No need to share with your trainer or anyone around you. Now that you’ve written down your own values, let’s talk about Casago’s values. It would be very easy for Casago University, Steve or anyone else to sit down and write a bunch of values that we assume are the values of our entire organization. Instead we’ve opted to ask the community.
At the 2022 edition of our annual Saber event, during his welcome speech, Steve brought up a QR code on the two screens behind him. He then asked everyone to scan the code which would take you to a survey that asked “What are Casago’s values?”. Everyone was given a couple of minutes to write down the values that they thought Casago held. Once time was up, Steve brought up the following:
These are the values that every person wrote down. The bigger the word, the more people that wrote down that value. These are the values that were chosen, not by one or two people, but the entire community.
Do your values coincide with those of the company?
At this point, we make our first mention of ORANGE, which was created with a base of values that help guide us on the decisions we make. It is a set of principles for a behavior or chain of reasoning that align with said values.
Principles
“Definition: Values are qualities or standards that govern the behavior of a person and
principles are rules or beliefs that govern our actions.”
Principles are your values but expressed in a series of rules or laws. Values are the beliefs and ideals that guide your decisions and actions in life. Principles are the specific and concrete ways that you apply your values to different situations and contexts. For example, if you value honesty, one of your principles might be to always tell the truth, even when it is difficult or inconvenient. Principles help you to align your behavior with your values and to act consistently and ethically in various circumstances.
Having a group adopt your principles is no easy feat, therefore we’ve determined 3 “musts” in order to help with said task:
• Practice:
To practice principles means to actively apply and adhere to a set of guiding beliefs or ideals in one’s behavior and decision-making. To be true to one’s word follow through on your commitments and promises. By consistently practicing and upholding their principles, individuals and organizations can demonstrate integrity and build trust with those around them.
• Promote:
To promote principles means to actively encourage and support the adoption and adherence to certain principles or values. This can involve sharing information about the importance of these principles and encouraging others to adopt and follow them, and more importantly setting a good example by consistently demonstrating adherence to these principles oneself. If you show that you are committed to upholding certain values and principles, and that you are willing to work hard and make sacrifices to achieve your goals, it is more likely that others will follow your lead and adopt a similar mindset and work ethic.
• Permit:
It is important for a leader to make sure that their team is adhering to your set principles and to hold them accountable for following them. However, it is also important for a leader to be flexible and open to listening to their team members’ ideas and suggestions. It is a balance between setting clear boundaries and being open to discussion and negotiation. Ultimately, how much the leader should permit will depend on the specific circumstances and the impact that the action has on the team and the company. A leader should be willing to listen to their team members and consider their perspective, but they should also be firm in enforcing the established principles.
When you as a leader practice, promote and permit your principles with your team, you’ll be able to move from compliance (do things by command) to conviction (firmly held belief). That is when you’ve been successful in creating a culture.
Culture
“Definition: The set of shared attitudes, values, goals, and practices that characterizes
an institution or organization”
When your team’s needs are being met, when they adopt your values, when they start practicing your principles, you’ve achieved in building a positive culture. Building it was hardly the toughest part though. Now you have to maintain and nurture the culture you’ve managed to create.
During the early days at Casago, maintaining the culture that Steve Schwab created was relatively easier than it is now. This was primarily due to the fact that it was a rather small team back then. At the time, Steve was able to connect on a personal level with every employee and made sure that the person’s values aligned with his own. As Casago started to grow, new offices were being built and as a result, new employees were to be hired. We were growing at such a rate where it was borderline impossible for Steve to meet with every new person that was coming in.
At first it really wasn’t a big issue until one day, Steve received a complaint from a homeowner. She claimed that Casago had done something that to Steve seemed impossible, so much so that he went into denial. The thought of someone from his company doing such a thing was bewildering. How could someone go completely against Casago’s owner-centric ideals? Naturally, Steve had to investigate. It came as a shock when he found out that the homeowner’s allegations were indeed true.
What could be done? The company was growing so fast that it was no longer possible for Steve to personally screen every person to make sure they understood and took on our values. This was when Steve had the idea for ORANGE. Our six letter word credo where each one of these letters stood for one of our values or principles. As we start to talk about the ORANGE you should know that it has changed quite a bit over the years. It’s fitting though because, well, so has the company. It’s not intended to be a static phrase for hundreds of employees to blindly obey. It’s a living-breathing credo that grows and evolves along our company.
As you read each letter, think back and identify situations where you’ve already applied each one. Think about the hundreds if not thousands of decisions you have yet to make, and how the credo can help guide you when the time comes to make them.
Every single company has values and culture. The question is, are you the one that’s driving them forward? Or are you allowing anyone to dictate them and build those social norms? Without a clear understanding of your principles and a commitment to consistently communicate and embody them, you risk constant conflict with those who may seek to alter them. Do not let your values and culture be subject to the whims of others – take charge and lead with conviction.
When you have created a culture where the social norms and expectations are set, where you have a group of people with the same values, beliefs and behavior, when you are constantly communicating them, your team will start having a different perspective of the company as a whole. Which brings us to the next level on the Schwab Pyramid: Trust.
Trust
“Definition: Firm belief in the reliability, truth, ability, or strength of someone or
something.”
Trust is a fundamental component of any successful relationship, be it personal or professional. A positive and supportive culture helps to create a sense of belonging and connection among team members. This sense of connection can foster a feeling of trust, as team members feel that they are part of a community and that their colleagues have their best interests at heart. Without trust, there is no foundation upon which to build a strong, healthy bond. When trust is absent, fear and uncertainty take hold, leading to mistrust, conflict, and ultimately, the disintegration of the relationship.
When trust is present, team members are more likely to be engaged and committed to their work, which leads to higher levels of productivity and success. Without trust, a team is doomed to failure, as the absence of trust creates a toxic atmosphere that is not conducive to growth and development. Without trust, a company is like a ship adrift on the sea, buffeted by every wave and unable to navigate the storms of change. But with trust, a company can weather any tempest, and emerge stronger and more resilient on the other side.
As the leader of a team, trust is crucial. Without it, you will be constantly fighting an uphill battle, trying to convince your team to follow your vision and direction. But with trust, you can inspire and empower your team to work together towards a common goal, leveraging the strengths and talents of each individual to achieve success. Empowerment, just so happens to be the next and final level of the Schwab Pyramid.
Empowerment
” Definition: To make (someone) stronger and more confident, especially in controlling
their life and claiming their rights. “
Empowerment is a force to be reckoned with. It is the fuel that drives a company to greatness, allowing its employees to soar to new heights and achieve their full potential. Without it, a company is doomed to mediocrity, its employees held back by their own lack of confidence and fear of failure. But with empowerment, anything is possible. It gives team members the freedom and authority to take charge of their own destiny, to innovate and create, and to push the boundaries of what is possible. Empowerment is the key to unlocking the full potential of a company, and any leader worth their salt knows that it is essential to the success and growth of their organization.
In a company, empowerment is crucial for several reasons. Firstly, it fosters a sense of ownership and responsibility within the team, encouraging them to take initiative and make a difference. It allows for creativity and innovation to flourish, as team members are given the freedom to think outside the box and come up with new ideas.
Secondly, empowerment leads to increased motivation and engagement, as team members feel valued and trusted, and are given the opportunity to make a meaningful contribution.
When your team feels empowered and is doing everything that was previously mentioned, you can rest assured your business is in good hands. But, what if, just what if, they don’t feel the Empowerment? Then there is a lack of Trust. Why? Because the Culture you have built doesn’t stimulate it. It doesn’t stimulate it because your Principles aren’t being practiced, promoted, and permitted. Before long,
your Values will be taken for granted. If that’s the case, then odds are, you’re not looking out for the Needs of your team. And honestly, at this point, we might as well close up shop.
The future of your business rests on the shoulders of your team. Only with their trust, with their sense of purpose and ownership in the success of the company, can you conquer any challenge. Ignite the passion of your team, nurture their talents and skills, and watch as they rise to greatness. Empowerment is not just a word, it is the key to unlocking the true potential of your team and the future of your company.
Employees Experiences
Casago is a great company, formed by great people; our goals are accomplished by hardworking people.
That´s why we work every day to offer them a pleasant and friendly atmosphere.
You Tube video “How do you apply CREDO” – By Camacho
You Tube video “How do you apply CREDO” – By Viviana
Badge ID Chart
The badge color represents the number of years a team member has worked for the company.
Silver: New employee and up to 2 years
Gold: 3 years
Blue: 5 years
Orange: 10 years
Orange with a blue stripe: 15 years and up.
All badges mention the position as steward, which means:
stew·ard (Stigweard).
1. One who manages another’s property, finances, or other affairs.
2. One who is in charge of the household affairs of a large estate, club, hotel, or resort.
In conclusion, company culture plays a pivotal role in fostering a thriving and successful organization.
It is rooted in the alignment of values between individuals and the company, empowering teams to achieve their full potential. By embracing a culture that values and respects its employees, encourages collaboration, and provides opportunities for growth, we create an environment where individuals can flourish, resulting in collective success. A strong company culture serves as a guiding force, steering our team towards excellence, innovation, and shared accomplishments. It forms the bedrock of our organization, driving us forward on the path to success.