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I learned a LOT from this reply. Thanks for your patience in writing it out; it seems to mirror what I witnessed elsewhere e.g Australia, and it's starkly diffe
by eganist 5y ago
I learned a LOT from this reply. Thanks for your patience in writing it out; it seems to mirror what I witnessed elsewhere e.g Australia, and it's starkly different from our situation in the US.
Given the context, I can't blame you for assigning significance to a car.
What indicators are you looking for to avoid making the partnerships you described?
- muzani 5y agoWe actually would buy cars in Australia as students and ship it to Malaysia. Even with the weaker currency and shipping costs, it was a good deal. That's how bad it is in Malaysia. The long story was that Malaysia invested a lot in car manufacturing to become a high tech industrial country, which failed, so the gov taxed foreign cars and stunted public transport. I think the best model is personality + incentive. It's probably worth a couple chapters to discuss. But basically incentive is the time domain - can you continually incentivize them on such a slope to act in your interest? Personality is what kind of incentive they expect. Some people would lose their jobs for an affair. Some just want to appear successful. I know a guy whose life was changed by meditation, so he gave up his whole career and traveled the world helping people with stress. Everyone is a mix of things and place different weights on different things. So you want to model people and see that they align with whatever your specific venture is. Someone suited to one venture may not be suited for another. And there's a time component too, so someone great 5 years ago may be unsuitable now.