투자계에서 가장 경계해야할 것이,
고작 1~2년 해본 특수한 경험이,
무적의 투자법으로 둔갑하는 것입니다.
무작정 따라하다가 홀라당 날리기 일쑤죠.
그 1~2년한 투자법이,
계절을 몇바퀴 돌아도,
여전히 시장에서 생존할 수 있다면,
추종할 법도하지만,
그때쯤이면,
따라하다 망한사람은
시장을 떠나 자취를 감추고,
별로 재미못본 이들은
또 다른 무적의 투자법을 찾아
거친 투자 정글로 탐험을 떠납니다.
투자는 남이 알려준 길로 쉽게가는게 아닌,
스스고 체득한 길로 어렵게 가는것이거든요.
역설적이게도 그 어려운 길이,
돌아보면 가장 쉬운 길입니다.
Think of $UBER not just as a ride-hailing app, but as a powerful supply-and-demand aggregator across many industries—rides, restaurants, hotels, and more.
It helps businesses fill unused capacity. For example, a hotel with 30 rooms booked could easily add 10 more through $UBER’s platform. Even if the extra rooms come at a slightly lower rate, they’re now full—generating extra revenue that wouldn’t exist otherwise. $UBER’s massive on-demand network makes this optimization possible across many sectors.
The market currently prices $UBER like a big taxi company. But in reality, it’s a low-cost, high-margin network business—and those margins keep improving every quarter.
I also believe the fear of AV disruption is overblown. Building autonomous vehicles isn’t an impossible technical challenge anymore. Multiple players are already doing it successfully: Waymo, Zoox, other robotaxi companies, and even traditional fleet operators using NVIDIA-powered vehicles.
All of these vehicles will still need a customer-acquisition and matching platform. That’s exactly what $UBER provides. $UBER is positioned to aggregate rides from all these AV sources and connect them with riders through its existing network.