Awaken* newsletter

May 30, 2024

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Welcome to another edition of AHN awaken*! Apart from our guest, I’m excited to introduce a new member of our team, Han Yue Yin! Han Yue is a current Stanford GSB student and was my fellow jazz bandmate in college. Although this article was written by me (Edwin), Han Yue co-interviewed with me and will be taking the lead on writing some great articles in the future. Everyone, please welcome Han Yue!

Our guest for this edition is Larry Liu, co-founder and CEO of Weee! (exclamation mark included). Weee! is the leading online Asian supermarket in America, think Amazon but for Asian groceries. Larry is an exceptional founder, and his journey of immigrating to America without any connections into founding a company worth $4.1 billion truly exemplifies the American dream. As an aside, Han Yue and I were especially excited about this interview as avid users of Weee! ourselves. Without further ado:

The Origins of Weee!

Our first question for Larry was how the idea for Weee! first came about:

Originally, we started as a WeChat (Chinese messaging app popular with the American diaspora) group-buying company. I believe it was really an opportunity we observed around the 2014-2015 time frame. This was when WeChat became extremely popular among Chinese immigrants and many people formed WeChat groups to buy food together, among other things. We found this to be a very interesting business model. As you may know, I was an eBay seller for more than 10 years and was familiar with the traditional e-commerce model, which is search-based. So, when I saw the group buys, I thought it was a completely new model, not search-based, but recommendation-based. I believed it was very promising. That’s when we decided to quit our jobs and start the business. However, it turned out not to be the right model. We pivoted in 2017 because social buying was not what we thought it was. It was not the ultimate solution to solve the lack of service experienced by Asian Americans for their food needs. The delivery-to-home model is a much better model. So, we pivoted in 2017. I believe it’s one of the greatest pivots in history.

The reason we pivoted was because we couldn’t grow the original group buy model. We couldn’t raise money because we didn’t grow. This forced us to think very hard about the fundamentals. That’s when we realized that the reason most people used group buys was actually because they didn’t have easy, affordable access to the food they love. It wasn’t apparent in the beginning because people were group buying all kinds of things. But those were only distractions. When we thought deeper, it was about the food. That’s why we had to pivot. 

Following up, we asked Larry what lessons they were able to port over from their group-buying stage into their current business model:

We learned a lot during the group buying stage. We had already built some warehousing and delivery capability during the group buy era. Many vendors didn’t want to sell to the group leaders directly, so we had to build a warehouse to buy a lot of products from the vendors. We acted as the supplier to many of the group leaders. This already made us into the warehousing and delivery side of things. We also learned that people were willing to wait for great products that were hard to find. This gave us the confidence to not do same-day delivery or on-demand.

Obviously, we had to ask what were these products that people were willing to wait for:

It’s usually the products that are hard to find even at Asian supermarkets. For example, super fresh fish, very fresh produce, and fruits. In the early days of group buying, the Pacific Black Cod was very popular. People were buying pork bellies together because they were not easy to find in mainstream supermarkets. During winter time, a lot of Chinese immigrants make sausages themselves, so they buy a lot of pork bellies. 

One of our most popular items was Kyoho grapes. Kyoho grapes are not always available in Asian supermarkets. Additionally, Asian supermarkets have issues with consistent quality, the range of products, and the fact that a lot of people live far away from those supermarkets. That’s why those kinds of products were very attractive. During the group buy days, we would never do tofu, soy sauce, or green onions. Those kinds of products were not considered exciting for group buys. So we only would do, like I said, super fresh seafood or produce or restaurant food or things not so readily available.

The Business of Weee!

One of the big ongoing initiatives at Weee! is adding storefronts for more ethnicities, complete with their own goods. We asked Larry what opportunities and challenges they’ve experienced expanding into more ethnicities:

All of them are very underserved, which makes our business very attractive to all these ethnicities. If you look at U.S. history, there was a very important piece of legislation passed by Congress called the Immigration Act of 1965. It really started this whole demographic shift in this country. It’s a once-in-a-century shift. That’s when the Asian and Latino populations started to grow in the U.S. Right now, if you look at the Chinese population, five to six million people in the U.S., this group is still quite small, less than two percent of the U.S. population, so it’s very hard for mainstream supermarkets to try to serve the specific needs of Chinese Americans. It doesn’t make sense for them to focus on this two percent of the population and try to bring in thousands of products to serve them. That gave opportunities for offline Chinese supermarkets, but the offline model is not the ideal model to serve low-density populations. That’s why there aren’t that many such stores. 

Ranch 99 is the biggest Chinese supermarket chain. The biggest Korean chain is H Mart. It took them more than 40 years to build less than 100 stores. The reason is that the population density is not high enough for them to build thousands of stores. All the mainstream supermarkets have thousands of stores. But these ethnic ones can never achieve that, which means they will always be more inconvenient to access. And that’s physics. You just can’t have that many stores when the population is so low. The good thing for our business is that our model is a better model. You don’t have to drive to us, we deliver to you. We have very large warehouses and we can cover a very wide range. Another big advantage for us is that we can be authentic to multiple ethnicities. An offline Chinese supermarket can never be an Indian supermarket at the same time. An offline Korean supermarket can never be a Filipino supermarket at the same time. No matter how you design this, it’s impossible. But online, you go to us, the first thing we ask you to do is choose the store. You choose the Filipino store, it’s all Filipino. You choose the Vietnamese store, it’s all Vietnamese. We can really be authentic to multiple ethnicities, and that can only be done online.

One thing that caught our attention was Larry’s point about how sparse populations inhibit additional stores which inhibit accessible stores, which would make more people turn to online stores such as Weee! We were curious if the converse was true, whether or not customers use Weee! less in Asian-dense areas where there are accessible in-person stores, like in cities such as Cupertino, CA:

That’s actually not the case. We actually have a lot of customers in Cupertino. Here’s the reason: our assortment is not the same as offline Asian supermarkets. A lot of things we carry, they don’t carry, and a lot of things we carry consistently, they don’t carry consistently. The assortment of items is differentiated. We also have a third-party marketplace. Right now, we have more than 50,000 third-party marketplace products on Weee!, these are all products that brick-and-mortar stores don’t carry. We have sellers in Japan, Korea, and China. Some other sellers are local restaurants and local bakeries. For example, on Weee! you can buy a local bakery product at the same price you would pay in the local bakery, and that is just not available in other apps. You can go to DoorDash, you buy the same product, you pay 40 percent more, 50 percent more depending on what’s your total order value. We have a lot of products that actually aren’t available from Asian supermarkets. In fact, we have slightly better prices than Asian supermarkets because our supply chain is more efficient. Even if you live in Cupertino, we have a better selection and prices. Plus, you don’t have to go out. You don’t have to spend your entire Saturday afternoon grocery shopping. You have better things to do. I’m not saying offline supermarkets shouldn’t exist. That’s not what I mean. We actually don’t see them as competitors. I think that they will exist for a long time and a lot of people like shopping offline. That’s totally fine. We just try to serve underserved communities and we believe we have better products and services than anyone in the marketplace.

A common customer behavior in Asia that hasn’t quite made it to the US is browsing online stores. For instance, most people who go on Amazon already know what they want to buy and only search for that, you generally don’t wander a disparate tab and scroll through those listings. Given that Weee! targets people from Asia, we asked if Larry has noticed such behavior on Weee!

Our customers tend to browse more. With our design, we actually want people to browse more. There’s a common belief that grocery shopping is boring and repetitive. Almost every single website prominently features a ‘buy again’ option. Amazon does that because it makes sense. If you think of shopping as a chore, then it’s logical. However, we see grocery shopping, especially for immigrants, as an opportunity to discover exciting new things that they may not even know exist in the U.S. We always try to create that excitement. That’s why we want people to browse. These exciting products are also important for our user acquisition strategy. People tend to tell their friends about the exciting things they find on our site. If you buy things from Amazon or Safeway, you probably won’t tell your friends about it because it’s the same old thing. But our customers actually tell their friends a lot after they buy something from us because we offer a lot of exciting products.

For our readers (and ourselves!), we asked Larry for examples of some of these exciting products on Weee!:

Nowadays, we’re really strong at seasonal fruits. We really care about flavor because our customers do too. We carry things like the Ori Mandarin from Israel, which is very tasty. Our dragon fruits and coconuts are super popular. In fact, we’re America’s largest retailer of fresh coconuts.

It’s fascinating because this ties in with our multi-ethnicity strategy. We have a lot of customers from different ethnicities. People from Vietnam, China, the Philippines, Southeast Asia, and India all consume coconuts. We are the only place that aggregates so much demand for coconuts and our price is unbeatable. For instance, if you go to Whole Foods, a coconut costs $4.99 each. If you buy on Weee!, it’s $14 for nine. It’s the best price on the market and our volume is really big. We’re also strong in fruits, vegetables, and hot pot-related products. We have all kinds of sliced meat, lamb, beef, pork, and different sauces and vegetables.

Larry’s Personal Growth

Although Weee! is not Larry’s first venture (he did some dropshipping previously), it is the first business he has scaled. As such, we asked him about his process of learning how to be a leader:

It was not very natural. It was a very steep learning curve for me. I managed like two people before I started Weee! at my previous company where I worked in finance. So I had very limited management experience, but as a founder CEO, you just have to learn everything on the fly. Not just managing people, but also how to raise money, how to come up with business strategies, and how to communicate the strategies to your team. 

I read a lot of books. I like to read. So I guess I had some knowledge on paper. This was my opportunity to apply that knowledge to the real world. I also reflect a lot. I’m a huge believer in deliberate practice. So I think I approached the job as something I need to really break down into different areas. For each area, I try to have some mechanism to get feedback and to check whether I did well or not so well. One of the reasons I was really attracted to retail is because retail gives you a very fast feedback loop. If you do a B2B business or pharmaceutical, it can take years for you to get the feedback. But in retail, if you do something right, you can literally see the results in minutes.

Also, I later realized that my finance background gave me an unusual habit. I try to forecast everything. For a lot of people, if you ask them about their strategy, they can’t tell you the impact of that strategy. I think forecasting is important because it requires understanding the mechanism between the input and the output. It also gives you the chance to constantly compare your expectations to the actuals, allowing you to fine-tune your understanding of the business. That feedback is very beneficial for improvement. 

I also hired really good people and learned from them. Our COO is very experienced. When she joined us, she managed teams with hundreds of people. I learned a lot from her. A lot of our management practice is what she brought to us. It’s really a combination of learning from experienced leaders and your own curiosity to constantly get better, to seek feedback, and just a lot of hard work.

We followed up by asking Larry if wished that he had done anything differently in his journey:

I think everything that happened was necessary. If I went back and told myself 10 years ago the things I know today, I still wouldn’t learn from my own advice. There are so many management books, and so many wise people out there. They give talks. Can you really learn from that? Even this conversation, can you really learn from this? I don’t think so. I think it’s just one piece of information. When I read a book now, I see it as one data point, one piece of information. I have to actually do it or be in the process of doing it, then revisit the concept I learned on paper and try to connect that concept to my real experience to make it part of my own. But without the doing part, the information is just a piece of information, nothing more. I could go back and tell myself a lot of things, but it wouldn’t help me 10 years before.

I have the habit of reading certain books over and over again at different stages of my life. For example, one of my favorite books is Sam Walton’s autobiography, “Made in America”. It’s very interesting. Throughout my journey, every time I read it, I pick up different things. The book didn’t change, I changed. A lot of things I didn’t understand before, but now I can understand because my experience grew. Sam Walton, I think when he wrote the book, he was diagnosed with cancer already. He probably gave everything he knew and put it in the book, but unfortunately, most people don’t understand all those things. They have to experience it and then they can relate to that. That’s why I think reading a really good book over and over again is a good idea.

I had heard Larry talk about Sam Walton in other interviews before so I figured that Walton must be one of Larry’s favorite entrepreneurs. We asked Larry what draws him to Sam Walton:

There are a few things I really admire about him. Firstly, in his whole life, he only did this one thing. He started Walmart and then he just stuck to it. He spent his whole life working on that. I’m attracted to that kind of entrepreneur. I’m not attracted to so-called serial entrepreneurs. I admire people who just try to do one thing super well, the best in the world. Also, he’s kind of an underdog. He was in Arkansas, a Midwest town. For a long time, Walmart only served towns with less than 5,000 people. It’s like how we at Weee! focus on serving minorities.  But he, as an underdog, built a business against all the odds. He started in the late 40s, and early 50s. His company went public around 1980. It took him 30 years to bring the company public. But even going public was just the beginning. In the next 20 years, I think Walmart’s stock price grew like a thousand times. Now, I think it has the most revenue out of any U.S. company. He was the richest man in America, but he lived a very simple life. His values very much match my values. So, I do see the parallels with us. If you read his book, you will love him. He’s very simple. I like a simple life. I don’t want things to be so complicated. Just figure out one thing you want to do, and then go for it and spend the rest of your life pursuing it. 

Asian Representation and Identity

Given that Weee! is the largest platform selling ethnic foods, we asked Larry how he sees Weee!’s role in enhancing the representation of ethnic food in the broader American landscape: 

We actually have a lot of mainstream users, and they’re growing very rapidly. We are the top seller on TikTok Shop in the U.S. in the food and beverage category. Almost all our customers on TikTok are mainstream Americans. I think it’s a less intimidating way to shop for products from another ethnicity if you do it online. Let’s say it’s a Middle Eastern store. You just want this one thing, you really like the lamb, what do you have to do? You have to drive to the store, go in, and it’s very unfamiliar. The barrier for mainstream Americans to try Asian supermarkets is a lot higher if they try to do it offline. It’s a lot lower if they do it online.

Personally, I found this extremely insightful as I had never thought of that. When you go to ethnic grocers such as Ranch 99, the store employees sometimes don’t speak very much English. I never thought much of it since I can speak the language, but I can see how the experience could be a lot more intimidating than buying online. For our next question, we asked Larry how being an Asian immigrant has impacted your founder journey:

I’m a first-generation immigrant. I came to the U.S. 20 years ago. My experience really put me in the position to do this business. That’s why I want to be like Sam Walton. I think this is almost a perfect business for me, and I want to keep doing it for as long as I can. There are so many smart people in the world, but what you can accomplish has a lot to do with what position you are in to see and recognize a great opportunity. I just felt like I was at the right place at the right time and I had the right experience and I met the right people. I owe everything to my background as an Asian immigrant to do this business. There were a lot of challenges in the early days. It was very difficult to raise money because people in the VC industry, the mainstream investors, didn’t really understand this opportunity. They couldn’t relate to it. But we were lucky enough to find Asian partners from those investment firms in every round of financing. I think I counted eight or nine rounds. In every single round, there was at least one Asian partner in the deal. They understood what we were trying to do.

Shoutouts

If you ever find yourself looking for Asian groceries, please consider joining millions of other users and trying out Weee! You can order on the web at https://www.sayweee.com/en or through the app, which you can download from all major app stores.

Weee! is also looking to grow their exceptional team across all functions. If you would like to work at the fastest-growing ethnic e-grocer, please check out their available job openings at https://www.sayweee.com/company/careers.

Thank you Larry for joining us!

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Tariffs and Trade Shifts: The Ripple Effect on Asian and Global Economies

The Ascension to Power

As Trump is re-elected, new reforms and policies are taking shape. Among them is his threat to impose a 25% tariff on Mexico and Canada, alongside a 10% tariff on China—claiming these countries allegedly failed to address illegal immigration and co-conspirators for illegal fentanyl distribution in the United States (US). 

Yet the article is not to stir political debate but to explore the ramifications of these tariffs on consumers and Asian countries. While many news outlets have focused on the potential setbacks in the affected countries, few have explored how others might either suffer or benefit from the situation. Hence, this piece shall highlight how Trump’s ascension to power might become the best opportunity for some Asian economies.

The Price of Tariffs

The Guardian defines a tariff as a tax imposed on foreign goods entering a country. As the world’s largest importer, the US brought in $3.2 trillion worth of goods in 2022, with imports from Canada, Mexico, and China totaling $1.2 trillion in 2023. Trump takes pride in this idea, believing the US government would receive more revenue through these tariffs, coining tariffs as the “most beautiful word in the dictionary” in an interview with Bloomberg. 

Brown University Professor of Economics Şebnem Kalemli-Özcan disagrees by arguing, “For many economists, tariff is actually the worst word in the dictionary.” She explains that ultimately American consumers and businesses will pay the price. As a trade-deficit nation, the US imports more than its exports. According to the Tax Policy Center, a 60% levy on Chinese goods accompanied by a 20% worldwide tariff could raise the costs for the average US household to up to $3,000 in 2025.

As companies face higher costs for goods, they often transfer those expenses to consumers through price increases. This can reduce consumer spending, which in turn lowers business investment and may lead to job losses.

Jason Miller, a professor of supply chain management at Michigan State University reaffirms such claims stating, “Because of the combination of these three countries, it’s going to be difficult to go down an aisle of a grocery store and not see some sort of inflationary effect.” Capital Economics projected that the newly announced tariffs could drive annual inflation up from 2.9% to as much as 4%.

Products affected by Trump’s Tariffs (Image source: BBC)

Nevertheless, Trump’s tariff threats carry weight, as they could impose significant economic pressure on targeted countries, prompting businesses to relocate. According to the BBC, Chinese factories with 500 workers have shrunk to just 200 employees, while American buyers are already exploring alternative manufacturing hubs in neighboring regions outside of China.

Business owner Huang Zhaodong, who recently relocated his factory, told the BBC that customers had pressured him to move production overseas. He agrees with their concerns, estimating that a 10% tariff increase could cost him an additional $800,000 in earnings. “Manufacturing clothes in China under these tariff conditions is simply unsustainable,” he said.

A Victor Emerges

Cases like Mr. Huang’s have proved the challenges that Trump’s tariff has imposed on countries like China. The beginning of the Trump trade war has led businesses to flee to Southeast Asian nations, most notably Vietnam. 

While other Southeast Asian nations also benefit from shifting supply chains, Vietnam has emerged as a top destination due to its growing industrial capacity and strategic location. The country recently rose to become the Association of Southeast Asian Nations (ASEAN) champion with an estimated 40% of all ASEAN exports to North America being from the country alone. Though it is difficult to quantify how many businesses have relocated from China, BBC reports that major brands like Puma, Nike, and Adidas have already moved production to Vietnam. Sources from Vietnam Briefing indicate Intel and Samsung have rapidly ramped up their investment in Vietnam and are projected to reach $100 billion in revenue by 2050. Propelled by robust exports and foreign investments, Vietnam’s economy has recently grown by 7.09%, reaching $476.3 billion—outpacing the 5.05% expansion seen in 2023.

It is debatable whether Trump’s glare will graze upon this nation. Experts debate whether he will target Vietnam with tariffs, as his trade policies often focus on countries with a trade surplus. In 2024, Vietnam held the third-largest trade surplus with the United States at $104.6 billion, accounting for nearly 30% of its total exports. This substantial trade imbalance makes Vietnam a potential target for Trump’s tariff threats. In this scheme, the nation might experience radical changes due to trade balances, exchange rates, supply chains, and foreign direct investment (FDI). However, Vietnam is more likely to benefit from US-imposed tariffs. This prediction is supported by trends from Trump’s first term when the country experienced significant economic growth due to an influx of manufacturers and factories relocating to Vietnam. 

Despite lingering skepticism, Trump has maintained a favorable view of Vietnam. As early as 1980, Trump publicly opposed the Vietnam War and visited the country twice during his first term. His business ventures have also extended to Vietnam, with his organization partnering with Kinh Bac City Development Holding Corporation (KBC) to develop a $1.5 billion complex in Hung Yen Province. Meanwhile, his new confidante, Elon Musk, has positioned Vietnam a key production hub for SpaceX’s Starlink satellite internet project, shifting suppliers and manufacturing from Taiwan to Vietnam to reduce geopolitical risks.

Reversing these investments may be impractical or simply too late. The confidence that both Trump and Musk have placed in Vietnam highlights the country’s growing role in global supply chains. Amid rising geopolitical tensions, Vietnam’s diplomatic strategy—often referred to as the “bamboo policy” for its balance of resilience and adaptability—has strengthened its international position. As long as the country continues to wisely navigate political and diplomatic negotiations and steer clear of populist pitfalls, Vietnam is well-positioned to sustain its economic growth and global influence.

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News

How a Cambodian American Entrepreneur Founded a Long-Term Care Platform

Most people often overlook long-term care until they are older or faced with no other choice. Unfortunately, by that point, it may already be too late. Lily Vittayarukskul was pursuing a degree in aerospace engineering when she witnessed both her oldest brother and mother battle with an illness that required extensive long-term care. The situation became even more challenging when her aunt was later diagnosed with terminal colon cancer. The seek for quality care became daunting, even for those fortunate enough to have some form of insurance.

As a member of a Cambodian immigrant family, Lily experienced the challenges of caregiving firsthand, but the financial burden became unbearable. In a recent interview with TechCrunch, she exclaimed,  “It wiped us out financially.” The profound emotional and financial impact of the experience ultimately led her to shift her focus to genetic and data science.

Finally, in December 2021, she decided to take action by founding Waterlily, a San Francisco-based startup aimed at helping individuals and financial advisors navigate long-term care planning through cost modeling and funding strategies. Using artificial intelligence (AI) to forecast a family’s future long-term care needs and expenses, Waterlily predicts a family’s future long-term care needs and expenses, guides them in creating a care plan, and identifies the most suitable ways to finance it. Options may include purchasing life insurance with a long-term care rider, investing in a dedicated LTC policy, utilizing annuities, or self-funding.

Lily explains, “Most people begin thinking about long-term care between the ages of 65 and 70, or only when they need it, but by then, it can be too late.”

Leveraging more than 500 million data points and machine learning algorithms, Waterlily delivers highly personalized care and cost predictions. The platform forecasts when long-term care may be required, how it will unfold, and the potential expenses involved. Lily proudly states, “We have formal data-sharing agreements with long-term care providers, government databases, academic research studies, and individual users.”

Waterlily’s vision is undeniably compelling, and Lily isn’t the only one who sees its potential. She initially launched the company as a solo founder, but it soon caught the attention of angel investor Evan Ehrenberg, the former founder of Clara Health. Evan became intrigued by Waterlily’s early research and the industry’s reaction. Curious, he tested the platform himself and was stunned by its long-term care predictions—so much so that he hired a personal trainer, adjusted his diet, and revised his financial plans. Impressed by its impact, Evan, who became MIT’s youngest neuroscience PhD, officially joined Waterlily as a co-founder.

Evan Ehrenberg [left] and Lily Vittayarukskul [right] together (Image Source: Evan Ehrenberg)

Lily believes Waterlily differentiates itself from competitors by providing a more personalized experience through deep predictive modeling integrated into a user-friendly platform. Although it only launched in March 2024, the company’s monthly recurring revenue (MRR) has already grown to more than 22 times its initial level. Waterlily now serves eight major clients, including several Fortune 100 insurance carriers and Prudential.

Looking ahead, Waterlily aims to expand its services to include disability, critical illness, hospital indemnity, and Medicare planning, enabling families to make more informed health coverage decisions. Additionally, the company is exploring opportunities for international growth, with plans to enter markets in Asia, Canada, and the U.K.

John Kim, former president of New York Life and investor of Waterlily, sees the platform as the first AI-native guidance tool addressing one of the most pressing challenges of an aging American population.

Kim concluded, “Long-term care insurance is a growing and largely underserved need among trusted advisors today. Waterlily’s guidance tool stands alone in its ability to provide customized, personalized recommendations for long-term care needs. I believe it will be a game changer for the LTC insurance marketplace.”

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News

Do Western Holidays Have a Place in Asian Cultures? A Debate on Globalization and Cultural Identity

In San Fernando, the Philippines, thousands of locals and foreigners flock to the streets to celebrate Christmas. The town, adorned with giant and intricate star lanterns, symbolizes hope and the victory of light over darkness. 

Star Lanterns in San Fernando, the Philippines (Image Source: Dico Calingal)

But how did a holiday rooted in Western tradition become celebrated in an Asian country, and what about the reverse? This raises an intriguing question about hybrid holidays and their influence on a nation’s cultural identity, particularly in Asian countries. Truth be told, nothing is perplexing about an Asian country celebrating a Western holiday and vice versa—who doesn’t want more holidays to celebrate? However, hybrid holidays allow for the exploration of whether these celebrations diversify the identity of Asian countries or act as a catalyst for eroding their traditions and heritage.

As one of the largest diaspora populations on Earth, the Filipino diasporic communities provide a valuable lens through which to examine the rise of hybrid holidays and their impact on national cultural identity. According to Dr. Anthony C. Ocampo’s interview with NBC, the Philippines underwent a dramatic transformation during its three-and-a-half-century Spanish colonial period. Similar to the Philippines, many Asian nations also endured decades of colonization, imperialism, and the imposition of Orientalist ideologies. For example, countries like Vietnam have adopted numerous terms from Latin, such as Noel, festival, flan, and vin (the Vietnamese term for wine, rượu vang, is pronounced vin). Scholars widely acknowledge that colonizers employed various tools—religion, education, and language—to assert control. Thus, it’s debatable whether exposure to foreign holidays and customs serves as another subtle form of maintaining dominance.

Yet, both nations, like many other Asian countries, have become uniquely distinct. More interestingly, many countries under foreign rule experienced a period of hesitation in adapting to these foreign changes. Only in the modern era did we see these holidays being adopted. Globalization and social media have accelerated cultural exposure and sparked a desire to assimilate among individuals. As a result, we see holidays becoming more homogeneous and embraced regardless of ethnicity. For instance, Vietnam celebrates both New Year and Lunar New Year with fireworks and live events aimed at captivating both international and local audiences. In contrast, states like California in the U.S. not only celebrate the Lunar New Year but declare it a state holiday to promote diversity and honor the traditions of its Asian community.

People celebrating Lunar New Year at Santa Monica, California (Image Source: Santa Monica)

For many, globalization represents homogeneity and modernization, but the challenge of rapid development lies in balancing it with cultural identity. On this precipice, an argument emerges that cultural hybridity is unattainable without conflict. While the topic of immigration might seem like a digression from the discussion of hybrid holidays, it provides insight into why such holidays may disadvantage Asian communities. The upcoming article on The Broken Dream delves deeper into the harsh realities faced by Asian immigrants, addressing the barriers to cultural assimilation. Upon arriving in a new country, many immigrants face language barriers that hinder their ability to engage in daily life. Additionally, being in a foreign land creates a disconnect from cultural practices once shared back home. This amalgamation has contributed to the erosion of cultural identity within the Asian diasporic community and, ultimately, a lack of representation and recognition of Asian holidays in Western nations. Thus, despite both Western and Asian countries experiencing globalization, the lack of representation and centuries of influence have made Asian communities more likely to accept Western holidays rather than maintain their own.

Understanding the significance of hybrid holidays on a nation’s cultural identity requires accepting that not all nations are the same. Globalization offers vast development, but it also poses the risk of diluting cultural identity, particularly for Asian communities across the globe. However, the growth opportunities outweigh the risks, as seen in the increasing recognition of holidays like Diwali and the growing acknowledgment of the Lunar New Year by international brands seeking to connect with consumers. Hybrid holidays provide an intriguing perspective on how Asian cultural identities have evolved, influenced, and grown. Through globalization, the world has come to recognize and appreciate the profound impact of the Asian community. This opportunity to celebrate and embrace holidays from diverse backgrounds has enriched Asian cultures, making them more accessible to people from different parts of the world. 

The implications of this insight are vast. As members of the Asian community, we must understand that representation matters. The holidays we celebrate reflect our individual and collective identity, showing that we are adaptable to change while remaining true to our roots. This adaptability is one of the reasons why the cultural identity of Asian countries is so idiosyncratic. Now, the only question for us as readers is how we can represent our identity in a way that makes us proud while staying true to our heritage.

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News

Asia’s Negative Mindset & Crab Mentality

Japan has an old proverb: “The nail that sticks up gets hammered down.” 

While in China, there is a saying, “The higher the tree, the stronger the wind.”

In a critical lens, both idioms illustrate harmony and unity – a vital essence of Asian culture and heritage. Nevertheless, the proverbs also shed light on a contrasting school of thought: conformity and crab mentality. 

Crab mentality refers to the situation one can explore by placing a crab or a collective of crabs in a bucket. A lone crab can inevitably crawl out of the bucket, however, a peculiar scenario would arise if one situates a group of crabs in a bucket. As a crab tries to crawl out, the other crabs will pull it back down. If it tries again, the others will rip its claws off to ensure it can never do so again. Ultimately, no crabs can go anywhere besides the stew pot you are brewing. 

Crab in a bucket scenario (Image source: Microsoft Designer)

Crab in a bucket scenario (Image source: Microsoft Designer)

It is naivety to assume human beings are a unified collective group. History, wars, and jealous conflicts are testaments to human being’s selfishness. Hence, it is arguable that we are inclined to place ourselves above others, even if it means at the expense of our peers. Despite being a precarious thought, this insight opens new dimensions to understanding crab mentality in the human context. 

“Remember your cousin Timmy in China? He has 15 years of experience. He’s nine!” 

Steven He’s dad (played by Steven He) exclaimed.

Terms like “Asian-level difficulty,” “Tiger Moms,” and “Asian parents” have become widely recognized through memes, movies, and other mainstream media, serving as a lens for global audiences to understand and appreciate aspects of Asian culture. Yet, one community still paints a negative view of the Asian community, even discriminating against its individuals – and the answer is ironically the Asian community itself.

The purpose of this work is not to discriminate or criticize any peculiar group but to foster intellectual discourse and encourage reflection on societal dynamics and individual perspectives. The chosen quote embodies this intention, capturing four intertwined facets.

Understanding the concept of face is crucial when discussing Asian culture and heritage. Face serves as a societal construct that governs social interactions and determines one’s standing within a social hierarchy. It is a dynamic measure that can be given, earned, taken away, or lost, often extending beyond the individual to include family and friends. For those unfamiliar with this concept, here’s a simplified explanation:

  • A wife who earns a promotion gains face for herself in front of her boss, while also bringing face to her husband and parents through her achievement. 
  • Conversely, a student who performs poorly on an exam loses face among peers, and their parents, in turn, lose face within their social and familial circles.

Despite being debatable, visualizing face as a form of currency provides an interesting lens through which to examine crab mentality in Asian communities. Much like any valuable asset, currency must be earned, safeguarded, and strategically utilized. Losses, even those meant for long-term gains, are approached with caution and calculation. Consequently, individuals strive to enhance their reputation while using criticism to diminish the face of others.

The concept of face is deeply tied to education and parenting, playing a role in fostering crab mentality. Asian children are often raised to prioritize self-achievement above personal aspirations, adhering to predetermined paths for the “greater good” of the family. This emphasis on collective reputation often comes at the cost of individual dreams, reinforcing a mindset where personal success is weighed against familial expectations.

Parenting can affect mindsets, a reflection on Tiger Moms (Image source: Mims On The Move)

Parenting can affect mindsets, a reflection on Tiger Moms (Image source: Mims On The Move)

Indeed this is a generalized claim that leaves certain minorities for speculation, but the interplay between face and sacrifice is crucial in understanding the environment Asian children grow up. Literary works like Truyện Kiều (Tales of Kieu), a renowned Vietnamese poem, highlight traditional ideals through terms like cầm-kỳ-thi-họa—the four virtues defining a successful woman. Similarly, the stereotype of Asian children being expected to become doctors or lawyers has become a familiar cultural reference in contemporary discourse.

No parents want their children to grow up as bad people. Hence, it would be injudicious to blame parents and the system for a negative societal mentality. Yet, there are certain repercussions to sacrificing a child’s dream in return for a destined path to greatness. This leads to the third facet of crab mentality in Asian communities: A ramification for every child following the same success path means comparison and competition. 

Let’s revisit Steven He’s joke: Timmy is used as a benchmark for comparison. The only way for Steven to save face is by climbing the same ladder and offering Timmy a similar spiteful insult. This vicious cycle of comparison fuels crab mentality within families, peers, and the broader community. True to reality, Asian students often spend countless hours in extra classes and clubs to meet rigorous expectations. Tiger moms push their children to excel in every class as if their lives depend on it. There is no middle ground—you’re either a winner or a failure.

This brings us to the final facet: the absence of praise and apologies. Ironically, according to BBC and Vocal Media, Asia is home to some of the politest people in the world, with countries like Japan and Thailand leading the way. Despite this, hierarchy plays a pivotal role in relationship dynamics. To save face, many Asian parents rarely offer praise to their children. Astonishingly, when it comes to apologies, parents often go to great lengths to defend their actions rather than acknowledge their mistakes. 

A similar response can be seen in Asian workplaces, where higher-ups are more inclined to criticize and are far out of reach from their team members. Individuals will praise their peers and colleagues in hopes of receiving similar treatment instead of actual commemoration. Workers often segregate themselves into teams of interest to promote one another instead of collaborating as a group. These groups create outcasts who, despite their talents, are looked down upon and have their accomplishments taken or snuffed out by negative criticisms. This reluctance to give praise and apologize reinforces a mindset of self-achievement above all else. At first glance, mentality such as these are not wrong, but they leave cracks for detrimental thoughts of arrogance and selfishness – ultimately sustaining the crab mentality.

While this article explores the crab mentality within the Asian community, it is important to recognize that this negative mindset is not exclusive to any one group—it exists everywhere. The concepts of face, self-achievement, competitiveness, community, and sacrifice are what make Asian heritage unique and beautiful. This work argues that these cultural elements are not the root cause of the crab mentality, but rather, insights into why such a mindset may emerge.