But as far as I know there are already interactive maps showing this same info out there, New York just make it slightly easier to access.
Which is why it was so begging to be made into an app for a smartphone.
Because that strategy works! As long as everyone else is doing the same thing. If the entire market is made up of average-to-bad products, everyone winds up competing on price, and the way to win on price is to cut as many corners as you can possibly get away with, which leads to more average-to-bad products.
Moreover, in many cases like that, one competitor will try to break away from the pack with a superior product, only to find that in most cases people will not pay more for a superior product.
It's not just cutting corners to save money. In many cases it's refusing to move to a different technology because the profit comes from something the technology consumes (which the end-user must continue to purchase). Vacuum cleaner bags, ink cartridges, proprietary laptop batteries, etc.
Dyson's marketing frequently tells the story of how James Dyson couldn't sell his invention because companies manufacturing vacuums didn't want to introduce a bagless vacuum and lose the revenue to be had selling bags. (I'd include a link to a mention on the official Dyson site, but the damn thing is all Flash.)
Every Dyson vacuum owner I know of (including myself) is something of a Dyson fanboi, and Dyson employs very Apple-like tactics selling its products: They are more expensive, but they actually perform better than all the competition, they are well-designed, arguably "sexy," and, most importantly, they tend to perform so much better than the other available products that the end-user winds up with an emotional attachment to the product or brand because the product met or exceeded their expectations and experience. Part of convincing people to pay more for a better product is making the product so good that the people who bought it without needing to be convinced can help you convince the next batch of consumers. It's making products that can turn customers into fanbois.
I'm annoyed by Apple fanboism like many other people here, and there are manifestations of it that are not rational at all, but at the core a lot of it is exactly like my Dyson fanboism: I wanted a product that did X in the most elegant and useful way possible, and holy shit does this product ever do X! I'll never buy anything else to do X again!
3) Low tolerance for shit.
3) Refuses to adequately punish the trouble-makers or under-performers, to the detriment of the rest of the class.
I agree with both short lists of elements, but I think this pair (for good and bad teachers, respectively) needs to be expanded because there's more to it than the Iron vs Lenient Fists that it implies.
Which is to say that all of my best teachers were adept at being approachable and friendly while also maintaining the authority to be taken seriously by (all but the most deliquent) students.
The worst teachers erred on one side or the other. Some created an atmosphere where they could be treated as peers (and were often charismatic or generally thought of as "cool" by students) which undermined their authority when they finally did have to lay down any law, be it punishment, reward, policy, whatever. The rest were nothing but authority figures which made them less effective with most students because they were just another incarnation of "The Man."
My assessment of my own best and worst teachers is of course subjective, but it does include plenty of adult reflection after the fact, and the general observations apply to several teachers I had between 4th grade through undergraduate college. (I graduated from college in 1996. I recognize that the abililty to have "adult reflection" doesn't necessarily coincide with any age or event.)
"Most of us, when all is said and done, like what we like and make up reasons for it afterwards." -- Soren F. Petersen