D1 Brands

d1brands

This paper is available on arxiv under CC 4.0 license. Authors: (1)Eason Chen, Carnegie Mellon University; (2) Justa Liang, Bucket Protocol; (3) Ray Huang, Bucket Protocol; (4) Pierce Hung, Bucket Protocol; (5) Damien Chen, Bucket Protocol; (6) Ashley Hsu, Bucket Protocol; (7) Konstantinos Chalkias, Mysten Labs; (8) Stefanos Pleros Mysten Labs. TABLE OF LINKS Abstract and Introduction Background Randomness Practice in Blockchain System Development Transaction Fee Comparison Discussion Conclusion and References 4. SYSTEM DEVELOPMENT In this section, we will begin by describing the implementation of the most basic raffle system, explaining its limitations, and introducing solutions. Then, we will gradually iterate our design to an advanced and production-ready raffle system. Source codes of different designs are at https://github.com/Bucket-Protocol/raffle-paper. 4.1 Basic Raffle System with DRAND The goal of Basic Raffle is to enable the host to randomly select a winner from a group of participants and send the prize to that winner. The design of the Basic Raffle is intuitive and straightforward. As shown in Figure 1, to initiate the random raffle, the host calls the Move smart contract’s create_coin_raffle, which includes three key parameters: Clock, Participants and Prize. Clock is an object on the Sui platform that allows smart contracts to obtain the current time. Participants is an array containing all participants’ addresses. Prize is an object about the reward for the raffle winner The function then performs the following: create_coin_raffle (1) Calculate the DRAND round: The function calculates the current DRAND round according to the current time. (2) Initiate: The function creates a Raffle Object. Raffle Object includes an array of participants, “current DRAND round + N” as the target DRAND round and the prize. N can be set to any number greater than 2, depending on when the creator wants to know the results. (3) : If the prize is a fungible coin, the function converts the prize object to balance and saves it in a field of the Raffle. If the prize is not fungible, the function saves the prize as a sub-object. Lock the prize Then, when the signature of the current DRAND round + N is revealed, anyone can settle the raffle by calling which perform the following steps: settle_coin_raffle, (1) : The function checks the input DRAND signature is valid. Verify (2) : The function first computes a random value based on the DRAND signature and subsequently uses this random value to pick a winner from the participants’ array. It then proceeds to transfer the prize to the selected winner. Execute (3) : The function emits events about the raffle result. Then, clear the participants’ array to release space. Settle The creation and settlement process is illustrated at the first and second in Figure 1. Transaction Block . The has three advantages. Firstly, it fully utilizes DRAND’s capabilities, ensuring that the Raffle’s outcome remains unknown initially while allowing anyone to settle and verify the results. Additionally, the rewards are securely locked within the contract once the Raffle is created, preventing organizers from running multiple Raffles and picking the favorable result, thereby guaranteeing fairness in the process. Lastly, the settlement process involves data clearance and offers a Storage Rebate, creating a strong incentive for anyone to settle the raffle. 4.1.1 Advantages Basic Raffle . However, there are several limitations when considering Basic Raffle for production use. First, Sui limits the size of transaction blocks, permitting an array size input of approximately 400 addresses. Consequently, the creation process will encounter errors if the host intends to include more than 400 participants in the Raffle. Furthermore, there is a size restriction of 250 KB for Sui Objects. Even if the host manages to input a sufficient number of addresses, the Raffle object cannot accommodate more than 7500 addresses. Therefore, it becomes necessary to leverage other features of Sui to accommodate more addresses. 4.1.2 Limitations 4.2 Raffle with Object Table The Object Table feature within Sui enables a parent object to own other objects. functioning in a manner akin to Mapping in Solidity or a Dictionary in Python. As depicted in Figure 2, Object Table empowers a Raffle Object to possess multiple sub-objects, such as several Prize Objects and Participant Address Objects. Under these circumstances, we can establish a mechanism that automatically splits participants and prize addresses into separate sub-objects according to size. When the size surpasses 7,500, a fresh sub-object can be created and put under the Object Table, with its corresponding key added to the Object Table key list. In the case of using a single-tier Object Table, this strategic setup allows a Raffle to accommodate an impressive 7, 500 2 , which equals 56, 250, 000 addresses, a capacity more than sufficient for most practical scenarios. Additionally, it is possible to implement multiple levels of Object Table if even larger quantities are needed. Through the use of Object Table, we have addressed the issue of the number of addresses that an Object can accommodate. This type of Raffle is suitable for situations where users actively join by paying for themselves, such as a lottery. An example scenario is as follows: 4.2.1 . Advantages (1) : The host initiates the raffle by locking the prizes within the contract, setting the entry fee, and establishing a deadline using DRAND’s Round. Initiate (2) : Participants submit their entry fees to the contract. The smart contract verifies that the deadline has not been exceeded and the fees are valid. Then, it adds the users’ address to the Address Object within the Object Table fields of the Raffle Object. If the Address Object is full, a new Address Object is created under the Object Table. Participants Join (3) : When the designated time arrives, anyone can settle using DRAND Signatures, and the prizes are sent to the winner’s wallet while the entry fees are transferred to the host’s wallet. Settle . In the above case of the raffle, the block size won’t be an issue as users enter one address at a time. However, if we wish to input many addresses at once, we still have to deal with the block size limitation of only being able to enter 400 addresses in a single attempt. This limitation becomes particularly cumbersome when, for example, users who want to create a raffle with 2000 addresses must go through the signing process five times. This problem can be resolved using the Delegate Object Creation or Zero-Knowledge Proof approach. 4.2.2 Limitations 4.3 Raffle with Delegate Object Creation aims to streamline the process for users with the help of a Delegate Host, enabling them to efficiently input numerous addresses into Raffle Object at the Sui Network with just one wallet operation. The steps of Delegate Object Creation are depicted in Figure 3 and described in the following: Delegate Object Creation (1) When a user wants to create a Raffle, he first sends all addresses to the backend of the Delegate Host. (2) The Delegate Host then batches these addresses and writes them into an Delegated Object using its backend’s Private Key while paying the storage fee. The fee will reflected as a usage fee in the field of Delegated Object. (3) Then, the user can initiate the raffle with the address table in Delegated Object in a single transaction. Moreover, when using the Address Object, the user pays the storage fee and transaction fees to the Delegate Host. When users settle a raffle, they can rebate the storage fee by clearing their data to reclaim most usage fees. Additionally, if users do not use the Delegated Object for certain times, the Delegate Host can proactively remove data from the Delegated Object to rebate the storage fee. The advantage of Delegate Object Creation is that users only need to open their wallet and perform the signature once to create a Raffle with lots of participant addresses. By doing so, all participants’ addresses are stored on the transaction history of Sui Network, allowing every participant to verify their inclusion in the Raffle. 4.3.1 . Advantages The limitation of Delegate Object Creation is the waiting time. At the backend, it typically takes 1 second per transaction to upload 400 addresses. If there are 20,000 addresses, users will experience approximately a 50-second waiting time. Moreover, if users only need to select a few winners from many addresses, this method of writing and clearing addresses is inefficient. Consequently, we have developed another approach using Zero-Knowledge Proofs to quickly create a raffle with many addresses. 4.3.2 . Limitations 4.4 Raffle with Zero-Knowledge Proof Zero-knowledge proof (ZKP) is a cryptography and mathematical technique [13] employed within the realm of blockchain to verify the authenticity of a statement while preserving the confidentiality of the statement’s details. The uses of ZKP in blockchain now extend beyond safeguarding privacy [24] but also encompass optimization in on-chain data storage to enhance efficiency [11]. The most renowned use of ZKP for storage optimization is Ethereum’s Zero-Knowledge rollups (ZK-rollups) [11] with Merkle Tree. Merkle Tree is a cryptography binary tree structure used for data validation [15]. Merkle Tree ensures data integrity and facilitates efficient verification, making it particularly advantageous when handling extensive data while optimizing bandwidth and computational resources. Illustrated in the right side of Figure 4, in Merkle Tree, each leaf node corresponds to a data block within this structure, whereas each non-leaf node stores the hash of its child nodes. The uppermost node above all the leaves is called the Merkle Root. The number of data blocks that a Merkle Tree can accommodate is related to its number of layers. A Merkle Tree with 𝑁 layers can accommodate 2 𝑁 data blocks. To confirm the authenticity of a target data leaf, one only needs to calculate the hash of the target leaf and hash it with the hashes of intermediate Merkle nodes (referred to as the Merkle Proof), then compare the outcome with the Merkle Root to ensure they match. With the implementation of Merkle Tree, ZK-rollups can handle many transactions with a low transaction fee as it only publishes the Merkle Root of these transactions to the Mainnet. A similar mechanism, as illustrated in Figure 4, can also be applied to optimize data storage for the raffle system. The steps for using Merkle Tree to handle participants’ addresses in a ZK-raffle include the following: (1) : Collect and organize the addresses of all participants. Prepare (2) : Generate the Merkle Tree and store it in the backend database. Generate (3) : Create the ZK-raffle by incorporating the Merkle root, prizes, and the count of Merkle leaves. The smart contract then calculates the DRAND round based on the current time. Initiate (4) Employ the DRAND Signature to determine the raffle’s outcome and identify the list of IDs for winners. Settle Raffle: (5) Anyone can use the ID, participant’s address, and Merkle Proofs to claim the prize. The smart contract will check the ID is in the winner list and that the hash of the ID and address with Merkle Proofs is aligned with the Merkle root. After claiming, the ID will be removed from the winner array to avoid double-claiming. Claim Reward: The ZK-raffle offers four notable advantages. Firstly, thanks to the lightweight nature of ZKP, the host can launch a ZK-raffle with lots of participants with low transaction fees since the host only needs to store the Merkle Root on the smart contract to represent numerous addresses. Additionally, because the Merkle Tree generation takes place in the backend, the ZK-raffle can be computed and prepared in an extremely short amount of time. Furthermore, this method eliminates the need for Storage Rebates, reducing the financial burden for the raffle creation and the load on the network 4.4.1 . Advantages ZK-raffle has two limitations. First is its complicated prize distribution process. Each prize distribution involves multiple rounds of hashing calculations with Merkle Proofs, which can be costly when there are many winners. Second, the Merkle Tree’s storage tends to be centralized with a database containing all Merkle Tree and Proofs data. This database is essential for users to confirm and claim their rewards or verify their raffle participation. If the database encounters data custody issues resulting in the loss of Merkle Proofs, all rewards may become locked within the smart contract. 4.4.2 . Limitations 4.5 ZK-raffle with single-key VRF In addition to DRAND Randomness, employing a ZK-raffle with the host’s VRF outputs is a wise choice because they share common limitations, necessitating a centralized host to provide Merkle Proof or single-key VRF to settle the raffle. Moreover, since the Merkle root won’t be cleared after the raffle is settled, it is possible to use the same raffle multiple times. Therefore, they can be integrated to create a fair web3 raffle system, allowing users to draw random prizes fairly Illustrated in Figure 5, implementing a ZK-raffle with Signature Randomness includes the following steps: (1) The host initiates the ZK-raffle smart contract, providing essential parameters such as the Merkle Root, prize count, and public key, while setting the entrance fee at 10 Sui. (2) A user enters the raffle by paying the 10 Sui entrance fee. Subsequently, the raffle smart contract generates a raffle ticket that includes the fee and forwards it to the host. (3) The host settles the raffle ticket by verifying the VRF output (i.e., BLS signature) and computing a random result through the signature. Afterward, by validating the Merkle Proof to confirm that the random result indeed corresponds to the Prize NFT provided by the host, the host received the 10 Sui Entrance Fee while the user received the Prize NFT. A ZK-raffle with host’s VRF offers three significant advantages. Firstly, it is highly lightweight, avoiding data storage issues commonly associated with other versions of raffles. Secondly, it ensures that the host cannot manipulate the probabilities, as anyone can calculate the Merkle Proof to determine their chances of winning the overall prize, making it ideal for prize raffles such as gaming loot-box. Thirdly, it strikes a good balance between centralization and decentralization. While both Merkle Proofs and Signatures require centralized resources, the host must provide these resources to claim the entrance fees from users. Consequently, the host is strongly incentivized to settle the raffle. 4.5.1 . Advantages On the other hand, there exist two limitations. Firstly, since the randomness is generated from a single private key, the owner of that key (typically the host) can produce beacons at their discretion, granting them the ability to manipulate the raffle result in their favor. In the hands of a malicious host or a host 4.5.2 . Limitations compromised by hackers, this private key can be used to exploit this vulnerability, resulting in the drawing of numerous grand prizes and undermining the distribution of prizes. Secondly, if the host refuses to settle the raffle, the users’ entrance fee remains locked within the contract. Nevertheless, this limitation can be mitigated by leveraging the transparent nature of blockchain. We can ensure that the host acts fairly by monitoring the number of unsettled raffle tickets and even giving penalties accordingly. For instance, if the host deliberately avoids settling a particular raffle ticket, it may indicate dishonest behavior, and users can claim their winning once a predetermined time period has passed. This paper is under CC 1.0 license. available on arxiv

Designing Fair and Efficient Blockchain Games: System Development

This paper is available on arxiv under CC 4.0 license. Authors: (1)Eason Chen, Carnegie Mellon University; (2) Justa Liang, Bucket Protocol; (3) Ray Huang, Bucket Protocol; (4) Pierce Hung, Bucket Protocol; (5) Damien Chen, Bucket Protocol; (6) Ashley Hsu, Bucket Protocol; (7) Konstantinos Chalkias, Mysten Labs; (8) Stefanos Pleros Mysten Labs. TABLE OF LINKS Abstract and Introduction Background Randomness Practice in Blockchain System Development Transaction Fee Comparison Discussion Conclusion and References 3. RANDOMNESS PRACTICE IN BLOCKCHAIN In general, the implementation of verifiable random functions (VRF) on blockchain can be broken down into the following two steps: (1) : Define validation criteria and operational logic through a smart contract for an unknown and unpredictable random number. Initiate (2) and Execute: Once the random value is known, validate it against the specified criteria. If it meets the conditions, execute subsequent logic using this random number. Verify The following sub-sections explain various practical methods of implementing randomness. 3.1 Block-Hash Randomness In the early days of the Proof-of-Work (PoW) blockchain, the block hash was one method for getting random values. At PoW, miners competed in computational works to be the first to create new valid Building Random, Fair, and Verifiable Games on Blockchain. Raffle smart contract designs on Sui Network blocks with hash matching certain criteria [16]. Since the block hash is randomly generated, it can achieve randomness by specifying a hash of a future block in the smart contract logic as the seed of randomness [2]. However, there are three to using the block’s hash as a random value. Firstly, miners may intentionally calculate hashes that meet randomness conditions if the reward for generating a hash that meets certain conditions exceeds the block generation reward [2]. Secondly, the concentration of mining power in a few groups in today’s PoW blockchain makes it susceptible to manipulation. Lastly, this method only applies to PoW blockchains, and as blockchain technology shifts towards more efficient methods of block production like Proof of Stake [10], in which a group of miners who are stakeholders takes turns producing blocks, block hash randomness is no longer applicable, as there is greater freedom for miners to manipulate block hashes when producing blocks. limitations 3.2 Oracle-based Randomness Committee-based Oracles are another common randomization[4]. Provided by third-party services, Oracles offer verifiable randomness for smart contracts, guaranteeing fairness in applications such as gaming and lotteries. When using Oracle-based random beacons, users first initiate a transaction and send it to the Oracle provider(s). Then, that provider sends a second transaction to input a committee-derived random value into the contract. However, an Oracle-based random beacon has two . Firstly, its usage requires costly fees (i.e. 3 USD per request on Ethereum). Moreover, Oracle lacks the decentralization levels of a Layer 1 blockchain, typically due to smaller committees and with different incentives or byzantine fault tolerance guarantees. If the Oracle provider experiences downtime or is compromised by hackers, it may result in service interruptions and potentially impact the integrity of the service. There is also another potential issue related to long range attacks and the fact that the Oracles can perform blind, untraceable attacks (i.e. produce a future beacon before anyone else knows, and hence win a lottery without leaving footprints) [5]. It is necessary to have a more cost-effective and decentralized approach to ensure the availability of randomness on a blockchain DApp. limitations 3.3 DRAND Some modern blockchains support functionality to verify random beacons from the League of Entropy’s DRAND, a distributed randomness beacon daemon [19]. The League of Entropy is a collaborative project that provides a verifiable, decentralized source of randomness accessible to anyone who needs public randomness. League members maintained the DRAND network by hosting nodes running the DRAND protocol. Note that although the DRAND network is also considered an Oracle service, we distinguish between paid Oracles, and a community transparent service like DRAND, cause use of it does not impose any paid services to the Oracle provider. Additionally, DRAND follows a standard cadence in producing publicly verifiable beacons, and it’s not per request, hence reused by everyone for free. The current DRAND mainnet network generates a random value every 30 seconds, called a "round"[1] . The generation process of a DRAND random value follows a specific set of steps [20]: (1) : To establish the network, each node is equipped with an identical private key by Distributed Private Key Generation [9] and agreed with a threshold. The threshold, typically set at 50% of the total node count, represents the minimum number of node signatures needed to reconstruct a complete signature. DRAND Network Setup (2) : For each new round, a node generates a partial signature by the current round number and the signature from the previous round. Then, broadcast it to the DRAND Network. Partial Beacon Creation and Broadcast (3) : For each incoming partial signature, a DRAND node first verifies it and then stores it in a temporary cache if it is valid. Once a minimum threshold of valid partial signature is reached, the node combines them according to the BLS12-381 protocol [8]. This combination involves mapping these partial signatures to points on an elliptic curve, producing the final signature. By design, BLS signatures are deterministic; hence the threshold-combined BLS signature bytes can be considered a VRF output. Final Signature Creation (4) : The node validates the new signature by public key and previous signatures, then saves the signature with the round number to the database. Validation and Storage The random value of a DRAND round can be obtained by hashing the signature of that round with SHA-256. When utilizing DRAND for generating randomness within a smart contract, it typically involves the following steps: (1) : When deployed, hardcode the threshold-combined public key of the DRAND network into the contract as a constant. Set Up (2) : Calculate the current DRAND round number and designate a future round with a number greater than the current one as the target random value. Then, write the logic in the smart contract that should be executed based on this random value. Initiate (3) : Wait until the future round is announced at DRAND, then input DRAND’s signature to the contract. The contract will first verify the legitimacy of the DRAND signature through the round number, public key, and the signature of the previous round. Following successful verification, it proceeds to hash the signature to derive the random beacon, subsequently executing the predefined logic with it. Verify and Execute The of DRAND are that it is free, well recognized, decentralized, and has been widely adopted by many projects [19]. Additionally, thanks to the open nature of the DRAND Protocol, anyone can retrieve signatures from a DRAND Node and use them to invoke smart contracts for verification and execution once the designated DRAND round time passed. advantages However, there is a fatal when using DRAND randomness: users need to wait at least 30 seconds to obtain results. Such a lengthy wait may influence the user experience in games. limitation 3.4 Single-key VRF beacons To enhance the immediacy of random outcomes, a more centralized but timely, unpredictable, and verifiable random technique has emerged, using a single entity VRF variation of the known commit-reveal schemes [3], which involves the following procedure: (1) : Write the host’s public key as a constant into the smart contract. Set up (2) : The user inputs a seed into the smart contract. Then, the smart contract saves it with a unique and uncontrollable variable, such as a timestamp or block hash (this is to avoid replay attacks). Initiate (3) Sign the seed: The host uses a private key to sign the seed and the unique variable at the backend and obtains the VRF output (i.e., BLS signature). (4) : The host calls the smart contract with the VRF output as a parameter. The smart contract verifies the validity of the signature using the host’s public key, seed, and unique variable. Then, after successful verification, the smart contract hashes the signature to obtain a random value and execute the random logic. Verify and Execute The of single-key VRF is its remarkable immediacy. After users initiate a transaction, the host can promptly sign and invoke the contract to complete the randomness. In products currently employing single-key VRF, users can receive the random result within five seconds after sending the initiated transaction, demonstrating low latency advantage However, this method has two notable . First, if a hacker compromised the VRF’s private key, it could jeopardize the randomness, potentially leading to the complete depletion of the contract’s assets. Moreover, only the host can Verify and Execute, as no one else can use the private key to create the signature / beacon. As a result, if the host encounters downtime, users may be unable to finish the execution and withdraw their assets from the contract. To circumvent the latter, solutions using time-locks have been proposed, by introducing penalties to VRF hosts who delay publishing their VRF outputs [5, 21]. limitations [1] As of Aug 3rd 2023, DRAND is also running a second mainnet with a 3-second random beacon cadence, and official developer docs are expected [22]. This paper is under CC 1.0 license. available on arxiv

Designing Fair and Efficient Blockchain Games: Randomness Practice in Blockchain

Mark Twain's Speeches by Mark Twain, is part of the HackerNoon Books Series. You can jump to any chapter in this book . INDEPENDENCE DAY here INDEPENDENCE DAY The American Society in London gave a banquet, July 4, 1907, at
          the Hotel Cecil.  Ambassador Choate called on Mr. Clemens to
          respond to the toast “The Day We Celebrate.” MR. CHAIRMAN, MY LORD, AND GENTLEMEN,—Once more it happens, as it has happened so often since I arrived in England a week or two ago, that instead of celebrating the Fourth of July properly as has been indicated, I have to first take care of my personal character. Sir Mortimer Durand still remains unconvinced. Well, I tried to convince these people from the beginning that I did not take the Ascot Cup; and as I have failed to convince anybody that I did not take the cup, I might as well confess I did take it and be done with it. I don’t see why this uncharitable feeling should follow me everywhere, and why I should have that crime thrown up to me on all occasions. The tears that I have wept over it ought to have created a different feeling than this—and, besides, I don’t think it is very right or fair that, considering England has been trying to take a cup of ours for forty years—I don’t see why they should take so much trouble when I tried to go into the business myself. Sir Mortimer Durand, too, has had trouble from going to a dinner here, and he has told you what he suffered in consequence. But what did he suffer? He only missed his train, and one night of discomfort, and he remembers it to this day. Oh! if you could only think what I have suffered from a similar circumstance. Two or three years ago, in New York, with that Society there which is made up of people from all British Colonies, and from Great Britain generally, who were educated in British colleges and British schools, I was there to respond to a toast of some kind or other, and I did then what I have been in the habit of doing, from a selfish motive, for a long time, and that is, I got myself placed No, 3 in the list of speakers—then you get home early. I had to go five miles up-river, and had to catch a particular train or not get there. But see the magnanimity which is born in me, which I have cultivated all my life. A very famous and very great British clergyman came to me presently, and he said: “I am away down in the list; I have got to catch a certain train this Saturday night; if I don’t catch that train I shall be carried beyond midnight and break the Sabbath. Won’t you change places with me?” I said: “Certainly I will.” I did it at once. Now, see what happened. Talk about Sir Mortimer Durand’s sufferings for a single night! I have suffered ever since because I saved that gentleman from breaking the Sabbath-yes, saved him. I took his place, but I lost my train, and it was I who broke the Sabbath. Up to that time I never had broken the Sabbath in my life, and from that day to this I never have kept it. Oh! I am learning much here to-night. I find I didn’t know anything about the American Society—that is, I didn’t know its chief virtue. I didn’t know its chief virtue until his Excellency our Ambassador revealed it—I may say, exposed it. I was intending to go home on the 13th of this month, but I look upon that in a different light now. I am going to stay here until the American Society pays my passage. Our Ambassador has spoken of our Fourth of July and the noise it makes. We have got a double Fourth of July—a daylight Fourth and a midnight Fourth. During the day in America, as our Ambassador has indicated, we keep the Fourth of July properly in a reverent spirit. We devote it to teaching our children patriotic things—reverence for the Declaration of Independence. We honor the day all through the daylight hours, and when night comes we dishonor it. Presently—before long—they are getting nearly ready to begin now—on the Atlantic coast, when night shuts down, that pandemonium will begin, and there will be noise, and noise, and noise—all night long—and there will be more than noise there will be people crippled, there will be people killed, there will be people who will lose their eyes, and all through that permission which we give to irresponsible boys to play with firearms and fire-crackers, and all sorts of dangerous things: We turn that Fourth of July, alas! over to rowdies to drink and get drunk and make the night hideous, and we cripple and kill more people than you would imagine. We probably began to celebrate our Fourth-of-July night in that way one hundred and twenty-five years ago, and on every Fourth-of-July night since these horrors have grown and grown, until now, in our five thousand towns of America, somebody gets killed or crippled on every Fourth-of-July night, besides those cases of sick persons whom we never hear of, who die as the result of the noise or the shock. They cripple and kill more people on the Fourth of July in America than they kill and cripple in our wars nowadays, and there are no pensions for these folk. And, too, we burn houses. Really we destroy more property on every Fourth-of-July night than the whole of the United States was worth one hundred and twenty-five years ago. Really our Fourth of July is our day of mourning, our day of sorrow. Fifty thousand people who have lost friends, or who have had friends crippled, receive that Fourth of July, when it comes, as a day of mourning for the losses they have sustained in their families. I have suffered in that way myself. I have had relatives killed in that way. One was in Chicago years ago—an uncle of mine, just as good an uncle as I have ever had, and I had lots of them—yes, uncles to burn, uncles to spare. This poor uncle, full of patriotism, opened his mouth to hurrah, and a rocket went down his throat. Before that man could ask for a drink of water to quench that thing, it blew up and scattered him all over the forty-five States, and—really, now, this is true—I know about it myself—twenty-four hours after that it was raining buttons, recognizable as his, on the Atlantic seaboard. A person cannot have a disaster like that and be entirely cheerful the rest of his life. I had another uncle, on an entirely different Fourth of July, who was blown up that way, and really it trimmed him as it would a tree. He had hardly a limb left on him anywhere. All we have left now is an expurgated edition of that uncle. But never mind about these things; they are merely passing matters. Don’t let me make you sad. Sir Mortimer Durand said that you, the English people, gave up your colonies over there—got tired of them—and did it with reluctance. Now I wish you just to consider that he was right about that, and that he had his reasons for saying that England did not look upon our Revolution as a foreign war, but as a civil war fought by Englishmen. Our Fourth of July which we honor so much, and which we love so much, and which we take so much pride in, is an English institution, not an American one, and it comes of a great ancestry. The first Fourth of July in that noble genealogy dates back seven centuries lacking eight years. That is the day of the Great Charter—the Magna Charta—which was born at Runnymede in the next to the last year of King John, and portions of the liberties secured thus by those hardy Barons from that reluctant King John are a part of our Declaration of Independence, of our Fourth of July, of our American liberties. And the second of those Fourths of July was not born until four centuries later, in, Charles the First’s time, in the Bill of Rights, and that is ours, that is part of our liberties. The next one was still English, in New England, where they established that principle which remains with us to this day, and will continue to remain with us—no taxation without representation. That is always going to stand, and that the English Colonies in New England gave us. The Fourth of July, and the one which you are celebrating now, born, in Philadelphia on the 4th of July, 1776—that is English, too. It is not American. Those were English colonists, subjects of King George III., Englishmen at heart, who protested against the oppressions of the Home Government. Though they proposed to cure those oppressions and remove them, still remaining under the Crown, they were not intending a revolution. The revolution was brought about by circumstances which they could not control. The Declaration of Independence was written by a British subject, every name signed to it was the name of a British subject. There was not the name of a single American attached to the Declaration of Independence—in fact, there was not an American in the country in that day except the Indians out on the plains. They were Englishmen, all Englishmen—Americans did not begin until seven years later, when that Fourth of July had become seven years old, and then, the American Republic was established. Since then, there have been Americans. So you see what we owe to England in the matter of liberties. We have, however, one Fourth of July which is absolutely our own, and that is that great proclamation issued forty years ago by that great American to whom Sir Mortimer Durand paid that just and beautiful tribute—Abraham Lincoln. Lincoln’s proclamation, which not only set the black slaves free, but set the white man free also. The owner was set free from the burden and offence, that sad condition of things where he was in so many instances a master and owner of slaves when he did not want to be. That proclamation set them all free. But even in this matter England suggested it, for England had set her slaves free thirty years before, and we followed her example. We always followed her example, whether it was good or bad. And it was an English judge that issued that other great proclamation, and established that great principle that, when a slave, let him belong to whom he may, and let him come whence he may, sets his foot upon English soil, his fetters by that act fall away and he is a free man before the world. We followed the example of 1833, and we freed our slaves as I have said. It is true, then, that all our Fourths of July, and we have five of them, England gave to us, except that one that I have mentioned—the Emancipation Proclamation, and, lest we forget, let us all remember that we owe these things to England. Let us be able to say to Old England, this great-hearted, venerable old mother of the race, you gave us our Fourths of July that we love and that we honor and revere, you gave us the Declaration of Independence, which is the Charter of our rights, you, the venerable Mother of Liberties, the Protector of Anglo-Saxon Freedom—you gave us these things, and we do most honestly thank you for them. About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Mark Twain (2004). Mark Twain's Speeches. Urbana, Illinois: Project Gutenberg. Retrieved October 2022 https://www.gutenberg.org/cache/epub/3188/pg3188-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at , located at . www.gutenberg.org https://www.gutenberg.org/policy/license.html

INDEPENDENCE DAY

THE CLOTHO SPIDER

(Should not be a question.) You may be wondering if branding is right for you and your company. If you’re at all skeptical, ask yourself these questions: Do people immediately understand your core value proposition? Are you getting the responses you want — from investors, consumers? Are you making decisions about how you look, sound and behave using a set criteria? Is your team wholly aligned on what you say, write and design? Is making content a breeze? If you answered to any of the above questions, Branding is right for your company. Read on to learn how Branding — and not Branding — will impact your company. NO WITH BRANDING You will have the clarity to express who you are to any audience, regardless of platform. Everyone who represents your company or creates your content will know your Brand Story. Your marketers, salespeople, writers, designers and developers will all have clarity around what you do, how you do it and most importantly why you do it. They will understand your core personality traits and how those traits translate to how you behave, how you look, and how you sound. The result — all the content your create will hang together as a strong and unified brand story across content, audience and platform. WITHOUT BRANDING Without brand guidance, making the right choices about how and what to communicate is fraught with complications. You may know who you are (and we believe most companies do) but without an actionable framework to guide your efforts, there will be time and money wasted launching inefficient, fragmented content that doesn’t communicate well together. Ready to get started with Branding? Let us help. In as little as two weeks, we can build a custom Brand Guide for your company and get you moving forward on the right path. Learn more here.

TO BRAND OR NOT TO BRAND

HackerNoon: What is your company in 2–5 words? Daniel Gorlovetsky: TLVTech is a tech partner for startups. Why is now the time for your company to exist? It's easier than ever to start a business in 2024. Starting a business (tech or non-tech) introduces many challenges to the founding team, we want to take a big chunk of challenges off them. What do you love about your team, and why are you the ones to solve this problem? Our team is based in the startup nation, we live innovation and take a business-first approach. Instead of you investing in deep R&D, we look for solutions. Instead of you building R&D processes, we focus on unlocking the company potential. If you weren’t building your startup, what would you be doing? Running a gym. At the moment, how do you measure success? What are your metrics? Our clients' success is our success. Our clients are thriving through these difficult years with our help, building products that reach millions of users and enterprises globally, showing great revenues and traction. In a few sentences, what do you offer to whom? We provide a full ownership of Product and R&D teams to companies that look to innovate, whether they are Seed round, or post-IPO. What’s most exciting about your traction to date? We've organically grown from 0 to 50 employees, without spending a single dollar on marketing. Where do you think your growth will be next year? We're doubling-down on AI, on multiple fronts. We expect to double our revenue in 2025. Tell us about your first paying customer and revenue expectations over the next year. Our first paying customer was a blockchain startup that needed our company to take ownership of the entire technology of their company. What’s your biggest threat? Our business is built on a great company culture and an amazing team. As long as we keep that - we'll continue to win. HackerNoon: What is your company in 2–5 words? HackerNoon: What is your company in 2–5 words? Daniel Gorlovetsky: TLVTech is a tech partner for startups. Daniel Gorlovetsky : Daniel Gorlovetsky TLVTech Why is now the time for your company to exist? Why is now the time for your company to exist? It's easier than ever to start a business in 2024. Starting a business (tech or non-tech) introduces many challenges to the founding team, we want to take a big chunk of challenges off them. What do you love about your team, and why are you the ones to solve this problem? What do you love about your team, and why are you the ones to solve this problem? Our team is based in the startup nation, we live innovation and take a business-first approach. Instead of you investing in deep R&D, we look for solutions. Instead of you building R&D processes, we focus on unlocking the company potential. If you weren’t building your startup, what would you be doing? If you weren’t building your startup, what would you be doing? Running a gym. At the moment, how do you measure success? What are your metrics? At the moment, how do you measure success? What are your metrics? Our clients' success is our success. Our clients are thriving through these difficult years with our help, building products that reach millions of users and enterprises globally, showing great revenues and traction. In a few sentences, what do you offer to whom? In a few sentences, what do you offer to whom? We provide a full ownership of Product and R&D teams to companies that look to innovate, whether they are Seed round, or post-IPO. What’s most exciting about your traction to date? What’s most exciting about your traction to date? We've organically grown from 0 to 50 employees, without spending a single dollar on marketing. Where do you think your growth will be next year? Where do you think your growth will be next year? We're doubling-down on AI, on multiple fronts. We expect to double our revenue in 2025. Tell us about your first paying customer and revenue expectations over the next year. Tell us about your first paying customer and revenue expectations over the next year. Our first paying customer was a blockchain startup that needed our company to take ownership of the entire technology of their company. What’s your biggest threat? What’s your biggest threat? Our business is built on a great company culture and an amazing team. As long as we keep that - we'll continue to win.

"We're doubling-down on AI, on multiple fronts" says Founder & CEO of TLVTech 

„Wir verstärken unsere Bemühungen im Bereich KI an mehreren Fronten“, sagt Gründer und CEO von TLVTech

"Estamos redoblando nuestra apuesta por la IA en múltiples frentes", afirma el fundador y director ejecutivo de TLVTech

«Մենք կրկնապատկվում ենք արհեստական ինտելեկտի վրա, մի քանի ուղղություններով», - ասում է TLVTech-ի հիմնադիր և գործադիր տնօրենը 

「私たちはAIに複数の面で注力しています」とTLVTechの創設者兼CEOは語る

TLVTech негізін қалаушы және бас директоры: «Біз AI-ны бірнеше бағытта екі есеге арттырамыз» дейді 

TLVTech компаниясынын негиздөөчүсү жана башкы директору: "Биз AI тармагын эки эсеге көбөйтүп жатабыз" дейт 

"Mitombo avo roa heny izahay amin'ny AI, amin'ny lafiny maro" hoy ny Mpanorina & Tale Jeneralin'ny TLVTech 

"We verdubbelen onze inzet op AI, op meerdere fronten", zegt oprichter en CEO van TLVTech

"Estamos dobrando a aposta na IA em várias frentes", diz o fundador e CEO da TLVTech

«Мы удваиваем ставку на ИИ на нескольких фронтах», — говорит основатель и генеральный директор TLVTech

Fondateri & CEO wa TLVTech agira ati: "Turimo kwikuba kabiri kuri AI, ku mpande nyinshi" 

"Waxaan ku labanlaabaynaa AI, dhinacyo badan" ayuu yiri aasaasaha & maamulaha TLVTech 

I was wrong. 18 months ago, I launched @storyarb to be the best content agency for founders & executives. My vision was a $10,000,000/year ghostwriting business. SPOILER: we pivoted. But the future has never looked brighter. Today, storyarb is a B2B company's outsourced Head of Content Marketing. We help our partners create high-quality, niche content for their ICP, while driving scalable demand & pipeline. Keep reading (below) for the full story... I launched storyarb to be the best content agency for founders & executives. I saw the acceleration of short-form video agencies (viralcuts, clipt, shortzy), but felt like there were no businesses supporting execs on text-based social (twitter & linkedin). From my own experience (and that of other founder friends), I knew that Twitter/Linkedin could be a magnet of opportunity. From my own experience (and that of other founder friends), I knew that Twitter/Linkedin could be a magnet of opportunity. It’s how I’ve met amazing entrepreneurs like @RomeenSheth , @jspujji , @alexisohanian.
It’s how I’ve gotten 8-figures worth of advertisers at @MorningBrew.
And it’s how I’ve worked through business ideas, company challenges, & thoughts on where the world is going. At the same time, I knew most founders didn’t have the chops or the time to create great content, solo on social. Which led to a literal shower thought. What if I pair founders with world-class strategists & copywriters. A strategist would pull unique insights from the founder & help set their social strategy. A copywriter would translate ideas into sharp content. Seems logical, right? Personal brand is a nice-to-have, not a need-to-have for founders. The result was 5-6 months of smooth sailing with a client followed by the gutpunch… “Can we catch up?” Churn for exec social became unpalatable. It was driven by: Founders becoming impatient & expecting results sooner.
Founders being pulled in 50 directions & lacking time for social content.
Founders feeling like their internet voice was slightly different from their real life voice. My cofounder, @AbbyMurray, and I knew that we had to get off the hamster wheel if we wanted to build a $10m biz. So we did two things: First, we asked ourselves: “What unfair advantages do we have as a business today?” “The best writers & strategists on the internet, period. We have better ideas & execution.” Second, we listened to our customers (and honestly, no one else). We reflected on past convos: A B2B HR Tech co asked if we could write their newsletter
An e-comm SaaS founder asked for help with e-books
A CMO wanted a company social revival We also interviewed the shit out of our customers. We asked them if they had any other content needs. We asked their marketing teams about their biggest current challenges. We asked “if you had access to world-class writers/content minds, how would you use them?” The answer (and our pivot) became clear. Founders kinda need content help. B2B companies reallyyyy need content help. Marketing teams are scrambling to stand out & grow their business today. Marketing costs are rising (adios cookies, bye zero interest rates, hello increased competition)
Product differentiation is narrowing (software + AI begets more software + AI)
Attribution has become religion, which forces marketers into a box of undifferentiated content
Most brands are living in a sea of sameness (groupthink + AI tooling)
Headcount is recalibrating (we no longer live in pre-COVID La La Land) Which means every marketer & every company is looking to stand out creatively & acquire customers cheaply & scalably. High-quality, high-value content that drives demand is one of the answers. But marketing orgs aren’t equipped to build & execute stand-out content strategies for 5 main reasons: They don’t know how to hire great content talent (copywriters, video creators, producers, strategists), because they’ve never had to do so.
They have marketers doing a lot of the content work, but are starting to realize it’s a completely different skill from most marketing responsibilities.
They have 1-2 team members creating content, but it feels flat & they have no idea what the hell to do now.
They do a poor job of tracking performance & connecting content to pipeline.
Content isn’t centralized...so it’s good in some places, fine in others, and f*cking atrocious elsewhere. Today, storyarb is your outsourced Head of Content Marketing, helping to resuscitate your company’s lifeless content (no matter which situation you’re in). It starts with us understanding the state of your content today. This includes a literal content colonoscopy up & down the org: Newsletters
Email marketing
Company social
Founder social
Ad creative
Website copy
Blog posts
Lead magnets
SOPs/technical docs
[FILL IN THE BLANK] Next, our strategists & writers work in lockstep to UNF*CK YOUR CONTENT by answering one crucial question: “What strategy (read: channels & ideas) will allow us to drive scalable customer demand without sacrificing the quality of our content?” That was the pivot. And it’s working in a big way. Series C tech startups to publicly traded multinationals trust us to be their Head of Content Marketing & we’re driving pipeline with high-quality, niche content built for our customers’ ICP. A few final notes as I reflect on the experience & journey building @storyarb alongside Abby over the last year. Pivots are basically inevitable. The odds that your day 1 product is your day 365 product is close to zero. It’s impossible to make perfect assumptions pre-launch & what’s most important is how you sift through info from your customers & make intuitive & informed decisions thereafter.


There is a business to build around founder social, it’s just not a recurring revenue agency. If I was to build a founder/exec social-only business again, it’d be a combo of courses (organized by platform & expertise), corporate workshops & paid community (accountability/engagement groups).


Building a great business is far more important than being right. As a first-time founder, you want to stay the course & protect your ego. As a second-time founder, you want to make adjustments & build a strong, dependable business.


Great talent creates great competencies. Great competencies create options. The only reason we’ve been able to evolve storyarb & crush it for our current clients is because the business was built on a foundation of exceptional talent. I hope this post made pivoting feel a little less like a failure to you. And if you’re a marketer, I hope this post made you feel like you don’t have to settle for mediocre content, while growing your business. I was wrong. 18 months ago, I launched @storyarb to be the best content agency for founders & executives. My vision was a $10,000,000/year ghostwriting business. @storyarb SPOILER: we pivoted. But the future has never looked brighter. Today, storyarb is a B2B company's outsourced Head of Content Marketing. We help our partners create high-quality, niche content for their ICP, while driving scalable demand & pipeline. Keep reading (below) for the full story... I launched storyarb to be the best content agency for founders & executives. I saw the acceleration of short-form video agencies (viralcuts, clipt, shortzy), but felt like there were no businesses supporting execs on text-based social (twitter & linkedin). From my own experience (and that of other founder friends), I knew that Twitter/Linkedin could be a magnet of opportunity. From my own experience (and that of other founder friends), I knew that Twitter/Linkedin could be a magnet of opportunity. It’s how I’ve met amazing entrepreneurs like @RomeenSheth , @jspujji , @alexisohanian. It’s how I’ve gotten 8-figures worth of advertisers at @MorningBrew. And it’s how I’ve worked through business ideas, company challenges, & thoughts on where the world is going. It’s how I’ve met amazing entrepreneurs like @RomeenSheth , @jspujji , @alexisohanian . @RomeenSheth @jspujji @alexisohanian It’s how I’ve gotten 8-figures worth of advertisers at @MorningBrew . @MorningBrew And it’s how I’ve worked through business ideas, company challenges, & thoughts on where the world is going. At the same time, I knew most founders didn’t have the chops or the time to create great content, solo on social. Which led to a literal shower thought. What if I pair founders with world-class strategists & copywriters. A strategist would pull unique insights from the founder & help set their social strategy. A copywriter would translate ideas into sharp content. Seems logical, right? Personal brand is a nice-to-have, not a need-to-have for founders. The result was 5-6 months of smooth sailing with a client followed by the gutpunch… “Can we catch up?” “Can we catch up?” Churn for exec social became unpalatable. It was driven by: Founders becoming impatient & expecting results sooner. Founders being pulled in 50 directions & lacking time for social content. Founders feeling like their internet voice was slightly different from their real life voice. Founders becoming impatient & expecting results sooner. Founders being pulled in 50 directions & lacking time for social content. Founders feeling like their internet voice was slightly different from their real life voice. My cofounder, @AbbyMurray , and I knew that we had to get off the hamster wheel if we wanted to build a $10m biz. So we did two things: @AbbyMurray First, we asked ourselves: “What unfair advantages do we have as a business today?” “The best writers & strategists on the internet, period. We have better ideas & execution.” Second, we listened to our customers (and honestly, no one else). We reflected on past convos: A B2B HR Tech co asked if we could write their newsletter An e-comm SaaS founder asked for help with e-books A CMO wanted a company social revival A B2B HR Tech co asked if we could write their newsletter An e-comm SaaS founder asked for help with e-books A CMO wanted a company social revival We also interviewed the shit out of our customers. We asked them if they had any other content needs. We asked their marketing teams about their biggest current challenges. We asked “if you had access to world-class writers/content minds, how would you use them?” The answer (and our pivot) became clear. Founders kinda need content help. B2B companies reallyyyy need content help. Marketing teams are scrambling to stand out & grow their business today. Marketing costs are rising (adios cookies, bye zero interest rates, hello increased competition) Product differentiation is narrowing (software + AI begets more software + AI) Attribution has become religion, which forces marketers into a box of undifferentiated content Most brands are living in a sea of sameness (groupthink + AI tooling) Headcount is recalibrating (we no longer live in pre-COVID La La Land) Marketing costs are rising (adios cookies, bye zero interest rates, hello increased competition) Product differentiation is narrowing (software + AI begets more software + AI) Attribution has become religion, which forces marketers into a box of undifferentiated content Most brands are living in a sea of sameness (groupthink + AI tooling) Headcount is recalibrating (we no longer live in pre-COVID La La Land) Which means every marketer & every company is looking to stand out creatively & acquire customers cheaply & scalably. High-quality, high-value content that drives demand is one of the answers. But marketing orgs aren’t equipped to build & execute stand-out content strategies for 5 main reasons: They don’t know how to hire great content talent (copywriters, video creators, producers, strategists), because they’ve never had to do so. They have marketers doing a lot of the content work, but are starting to realize it’s a completely different skill from most marketing responsibilities. They have 1-2 team members creating content, but it feels flat & they have no idea what the hell to do now. They do a poor job of tracking performance & connecting content to pipeline. Content isn’t centralized...so it’s good in some places, fine in others, and f*cking atrocious elsewhere. They don’t know how to hire great content talent (copywriters, video creators, producers, strategists), because they’ve never had to do so. They have marketers doing a lot of the content work, but are starting to realize it’s a completely different skill from most marketing responsibilities. They have 1-2 team members creating content, but it feels flat & they have no idea what the hell to do now. They do a poor job of tracking performance & connecting content to pipeline. Content isn’t centralized...so it’s good in some places, fine in others, and f*cking atrocious elsewhere. Today, storyarb is your outsourced Head of Content Marketing, helping to resuscitate your company’s lifeless content (no matter which situation you’re in). It starts with us understanding the state of your content today. This includes a literal content colonoscopy up & down the org: Newsletters Email marketing Company social Founder social Ad creative Website copy Blog posts Lead magnets SOPs/technical docs [FILL IN THE BLANK] Newsletters Email marketing Company social Founder social Ad creative Website copy Blog posts Lead magnets SOPs/technical docs [FILL IN THE BLANK] Next, our strategists & writers work in lockstep to UNF*CK YOUR CONTENT by answering one crucial question: “What strategy (read: channels & ideas) will allow us to drive scalable customer demand without sacrificing the quality of our content?” “What strategy (read: channels & ideas) will allow us to drive scalable customer demand without sacrificing the quality of our content?” That was the pivot. And it’s working in a big way. Series C tech startups to publicly traded multinationals trust us to be their Head of Content Marketing & we’re driving pipeline with high-quality, niche content built for our customers’ ICP. A few final notes as I reflect on the experience & journey building @storyarb alongside Abby over the last year. @storyarb Pivots are basically inevitable. The odds that your day 1 product is your day 365 product is close to zero. It’s impossible to make perfect assumptions pre-launch & what’s most important is how you sift through info from your customers & make intuitive & informed decisions thereafter. There is a business to build around founder social, it’s just not a recurring revenue agency. If I was to build a founder/exec social-only business again, it’d be a combo of courses (organized by platform & expertise), corporate workshops & paid community (accountability/engagement groups). Building a great business is far more important than being right. As a first-time founder, you want to stay the course & protect your ego. As a second-time founder, you want to make adjustments & build a strong, dependable business. Great talent creates great competencies. Great competencies create options. The only reason we’ve been able to evolve storyarb & crush it for our current clients is because the business was built on a foundation of exceptional talent. Pivots are basically inevitable. The odds that your day 1 product is your day 365 product is close to zero. It’s impossible to make perfect assumptions pre-launch & what’s most important is how you sift through info from your customers & make intuitive & informed decisions thereafter. Pivots are basically inevitable. The odds that your day 1 product is your day 365 product is close to zero. It’s impossible to make perfect assumptions pre-launch & what’s most important is how you sift through info from your customers & make intuitive & informed decisions thereafter. There is a business to build around founder social, it’s just not a recurring revenue agency. If I was to build a founder/exec social-only business again, it’d be a combo of courses (organized by platform & expertise), corporate workshops & paid community (accountability/engagement groups). There is a business to build around founder social, it’s just not a recurring revenue agency. If I was to build a founder/exec social-only business again, it’d be a combo of courses (organized by platform & expertise), corporate workshops & paid community (accountability/engagement groups). Building a great business is far more important than being right. As a first-time founder, you want to stay the course & protect your ego. As a second-time founder, you want to make adjustments & build a strong, dependable business. Building a great business is far more important than being right. As a first-time founder, you want to stay the course & protect your ego. As a second-time founder, you want to make adjustments & build a strong, dependable business. Great talent creates great competencies. Great competencies create options. The only reason we’ve been able to evolve storyarb & crush it for our current clients is because the business was built on a foundation of exceptional talent. Great talent creates great competencies. Great competencies create options. The only reason we’ve been able to evolve storyarb & crush it for our current clients is because the business was built on a foundation of exceptional talent. I hope this post made pivoting feel a little less like a failure to you. And if you’re a marketer, I hope this post made you feel like you don’t have to settle for mediocre content, while growing your business.

Why storyarb Pivoted From Ghostwriting for Founders to Producing Niche Content for Customers’ ICP

Proč storyarb přešel od Ghostwritingu pro zakladatele k vytváření specializovaného obsahu pro ICP zákazníků

Por qué Storyarb pasó de ser redactora fantasma para fundadores a producir contenido de nicho para el ICP de los clientes

Miksi storyarb siirtyi haamukirjoituksesta perustajille niche-sisällön tuottamiseen asiakkaiden ICP:lle

Mengapa storyarb Beralih Dari Ghostwriting untuk Pendiri ke Produksi Konten Niche untuk Pelanggan

storyarb が創業者向けのゴーストライター業務から顧客の ICP 向けニッチ コンテンツの制作に方向転換した理由

Storyarb가 창업자를 위한 고스트라이터에서 고객의 ICP를 위한 틈새 콘텐츠 제작으로 전환한 이유

Mpo na nini storyarb Pivoted De Ghostwriting mpo na ba Fondateurs mpo na kobimisa Niche Content mpo na Clients’ ICP

Nahoana ny storyarb no nivadika avy amin'ny Ghostwriting ho an'ny mpanorina mba hamokarana votoaty manokana ho an'ny ICP mpanjifa

Зошто storyarb се сврти од Ghostwriting за основачи до производство на ниша содржина за ICP на клиентите

किन स्टोरीआर्ब संस्थापकहरूको लागि भूतलेखनबाट ग्राहकहरूको आईसीपीको लागि आला सामग्री उत्पादन गर्न पिभोट गरियो

Чаро storyarb аз Ghostwriting барои муассисон ба истеҳсоли мундариҷаи нишеӣ барои ICP муштариён табдил ёфт

Чому storyarb перейшов від Ghostwriting для засновників до створення нішевого контенту для ICP клієнтів

One of the biggest developments among New Hollywood streaming services consists of the growth of advertising tiers, or ad-supported plans that cost less than ad-free options. The growth of ad-supported tiers in streaming services has been significant, with many platforms seeing a large portion of their new subscribers opting for these cheaper, ad-based plans. This trend is driven by rising subscription costs, making ad-supported plans an appealing alternative for consumers looking to save money. In 2024, the majority of new subscribers for several streaming platforms chose ad-supported plans. For instance, 74% of new Peacock subscribers chose the ad-supported tier, up from 70% in 2023, and 58% of new Disney+ subscribers opted for the ad-supported tier, a significant increase from earlier years. In November 2022, Netflix announced the launch of its own ad-supported tier, and Amazon did the same for Prime Video in January 2024. Both companies have taken very different approaches that speak volumes to their content monetization strategies. The Netflix Approach: Your Choice When Netflix introduced its ad-supported tier two years ago, the company gave subscribers a choice: keep the current tier with no ads, or switch to the ad-supported tier and pay less. Stay with the existing plan or trade it in for a more affordable option. Since then, Netflix reports that its ad-supported tier reaches more than 70 million monthly active users globally, and over 50% of new members are opting for the ads plan where available. Netflix expects its ad revenue to double in 2025, albeit from a relatively small base, and has already sold out its ad inventory for two Christmas Day NFL games set to air in 2024. Amazon: Level Up or Pay Up When Amazon launched ads on Prime Video in January 2024, it gave subscribers an unpleasant surprise: stick with the existing plan and experience ads or pay $2.99 more a month to go ad-free. This was especially contentious because Prime Video subscribers typically pay $139 per year for Amazon Prime, which includes access to Prime Video.The change prompted user backlash. But so far, Amazon reports that customer churn has been lower than expected and that only about 15% of users have opted to pay the additional $2.99 per month for an ad-free experience. __Hub Entertainment Research found__no measurable impact on overall subscription rates after the ad rollout, and Prime Video’s share of U.S. streaming customers increased from 55% in Q4 2023 to 57% in Q1 2024. Amazon recently decided to shut down the ad-supported Freevee channel and integrate ad-supported content directly into Prime Video rather than across multiple platforms. This reflects a competitive strategy to centralize efforts and focus investments, allowing Amazon to better compete with other streaming giants. Which Approach Works: Netflix’s or Amazon’s? One might conclude that it doesn’t matter whether you deliver a subpar user experience—people may tolerate being forced into a plan they did not ask for, similar to shoppers being directed to self-service lanes at retail stores. That might be true, but the bigger takeaway from Amazon’s perspective is the power of bundling services within the Prime membership. Prime Video subscribers are willing to tolerate some level of inconvenience because they are already invested in the broader Prime ecosystem. Netflix needs to grow subscribers to please advertisers. For Amazon, the end game is different: drive Prime membership. Prime members spend more than non-Prime members. Amazon figures, What’s an additional $2.99 a month to members who are already accustomed to paying more to get all the perks that come with a Prime membership? The Battleground for Netflix and Amazon: Live Sports The real battleground for all ad-supported tiers, including Netflix and Amazon, focuses on live sports. The live sports industry is the last bastion of linear TV viewing. But the world is changing fast. About half of U.S. audiences no longer pay for cable TV or other traditional pay TV services, according to Insider Intelligence. About four out of 10 viewers mainly consume sports content through ad-supported CTV platforms or social media, according to Trade Desk’s Future of TV Report. Streaming services have been gobbling up live sports content over the past few years, ranging from Amazon’s and Peacock’s deals to stream NFL games to Netflix acquiring rights for the WWE. And competition is heating up. Netflix is a relative newcomer to live sports but is catching up quickly, as shown in its NFL Christmas Day broadcasts. But the company is making strides. Only a few months after Netflix dipped its toes into live sports, the company signed a $5 billion deal to become the exclusive home of WWE’s Raw from January 2025 onward in the U.S., Canada, U.K. and Latin America. This means the WWE’s flagship show will leave traditional television for the first time in 31 years. Amazon, meanwhile, is flexing its retail and advertising strength by combining live sports with shoppable ads during NFL’s Thursday Night Football and Black Friday game that Amazon launched in 2023. On November 29, Amazon will stream its second annual Black Friday game featuring Super Bowl Champion Kansas City Chiefs against the Las Vegas Raiders. Beginning in 2025, Amazon will also stream NBA games on Black Friday, creating an NFL-NBA doubleheader. A Black Friday game in either the NFL or NBA is a particularly interesting gamble. Amazon’s inaugural Black Friday NFL game was not exactly a ratings bonanza on the biggest shopping day of the year. As the ratings for the 2023 game shows, there’s no guarantee a game will be engaging enough to hold viewers’ attention especially on a day when pro football and basketball have been traditionally absent. Still, Amazon is betting on success by integrating shoppable TV, enabling viewers to make purchases right from their screens. By merging entertainment and ecommerce, Amazon will offer exclusive deals on items like NFL gear during the games. This feature is designed to enhance the shopping experience, catering to viewers who are already hunting for deals. Additionally, the NFL will gain exposure to Prime’s 200 million global subscribers, along with corporate sponsors who opt to advertise during the broadcasts. But it’s not just about shopping. Amazon is using AI to create a richer, more interactive viewing experience. Its Prime Vision stream showcases advanced statistics and analytics powered by Next Gen Stats, allowing fans to access real-time player data and game strategies. This makes the broadcast more dynamic and engaging for sports fans. Netflix or Amazon? Considerations for Advertisers Of course, advertisers need to consider myriad factors when choosing any streaming platform, including costs, ad formats, and desired audiences. Here are some additional considerations to keep in mind based on Netflix’s and Amazon’s approaches to their ad tiers. Experiment with Contextual and Interactive Ads in Sports Content With live sports emerging as a key battleground, advertisers should tap into opportunities for shoppable, contextual, or interactive ads on platforms that feature sports. Amazon’s integration of shoppable ads in NFL games shows the potential for highly engaging ad formats in sports content, appealing to viewers who expect action and interaction. Assess Long-Term Brand Impact of Forced Ads The backlash Amazon faced suggests that a forced ad experience, without clear user choice, can erode brand perception. In the shor tun, advertisers should carefully weigh the potential benefits of reaching Prime Video’s vast audience against the potential for negative brand associations. For certain brands, aligning with Netflix’s user-friendly model may better protect brand sentiment. But in time, audiences will grow accustomed Amazon’s approach, and audiences won’t remember the initial user backlash. Align with Audience Expectations on Each Platform Since Amazon relies on its Prime bundle to retain viewers, advertisers could use it to reach a broader, more commercially engaged audience. However, this audience might be more tolerant of product-centered ads rather than disruptive or intrusive formats. Tailoring ad formats to match each platform's distinct user expectations will enhance brand effectiveness and avoid alienating viewers. Adapt to Consolidation in Streaming and Build Agile Campaigns With Amazon and other companies consolidating ad-supported content within a single platform, advertisers should remain agile, adapting campaigns quickly as platform strategies shift. Having flexible, cross-platform campaigns allows advertisers to reach users effectively, regardless of changes in streaming service structures. Amazon and Netflix are only two players (albeit big ones) in an increasingly crowded sea of streaming companies. The above recommendations, though, give you a sense of some of the factors involved in navigating different platforms with their own approaches. One of the biggest developments among New Hollywood streaming services consists of the growth of advertising tiers, or ad-supported plans that cost less than ad-free options. The growth of ad-supported tiers in streaming services has been significant, with many platforms seeing a large portion of their new subscribers opting for these cheaper, ad-based plans. This trend is driven by rising subscription costs, making ad-supported plans an appealing alternative for consumers looking to save money. In 2024, the majority of new subscribers for several streaming platforms chose ad-supported plans. For instance, 74% of new Peacock subscribers chose the ad-supported tier, up from 70% in 2023, and 58% of new Disney+ subscribers opted for the ad-supported tier, a significant increase from earlier years. 74% of new Peacock subscribers 74% of new Peacock subscribers 58% of new Disney+ subscribers 58% of new Disney+ subscribers In November 2022, Netflix announced the launch of its own ad-supported tier, and Amazon did the same for Prime Video in January 2024. Both companies have taken very different approaches that speak volumes to their content monetization strategies. The Netflix Approach: Your Choice When Netflix introduced its ad-supported tier two years ago, the company gave subscribers a choice: keep the current tier with no ads, or switch to the ad-supported tier and pay less. Stay with the existing plan or trade it in for a more affordable option. Since then, Netflix reports that its ad-supported tier reaches more than 70 million monthly active users globally , and over 50% of new members are opting for the ads plan where available. 70 million monthly active users globally 70 million monthly active users globally Netflix expects its ad revenue to double in 2025, albeit from a relatively small base, and has already sold out its ad inventory for two Christmas Day NFL games set to air in 2024 . two Christmas Day NFL games set to air in 2024 two Christmas Day NFL games set to air in 2024 Amazon: Level Up or Pay Up When Amazon launched ads on Prime Video in January 2024, it gave subscribers an unpleasant surprise: stick with the existing plan and experience ads or pay $2.99 more a month to go ad-free. This was especially contentious because Prime Video subscribers typically pay $139 per year for Amazon Prime, which includes access to Prime Video. The change prompted user backlash. But so far, Amazon reports that customer churn has been lower than expected and that only about 15% of users have opted to pay the additional $2.99 per month for an ad-free experience. __ Hub Entertainment Research found __no measurable impact on overall subscription rates after the ad rollout, and Prime Video’s share of U.S. streaming customers increased from 55% in Q4 2023 to 57% in Q1 2024. Hub Entertainment Research found Amazon recently decided to shut down the ad-supported Freevee channel and integrate ad-supported content directly into Prime Video rather than across multiple platforms. This reflects a competitive strategy to centralize efforts and focus investments, allowing Amazon to better compete with other streaming giants. shut down the ad-supported Freevee channel shut down the ad-supported Freevee channel Which Approach Works: Netflix’s or Amazon’s? One might conclude that it doesn’t matter whether you deliver a subpar user experience—people may tolerate being forced into a plan they did not ask for, similar to shoppers being directed to self-service lanes at retail stores. That might be true, but the bigger takeaway from Amazon’s perspective is the power of bundling services within the Prime membership. Prime Video subscribers are willing to tolerate some level of inconvenience because they are already invested in the broader Prime ecosystem. Netflix needs to grow subscribers to please advertisers. For Amazon, the end game is different: drive Prime membership. Prime members spend more than non-Prime members . Amazon figures, What’s an additional $2.99 a month to members who are already accustomed to paying more to get all the perks that come with a Prime membership? Prime members spend more than non-Prime members Prime members spend more than non-Prime members The Battleground for Netflix and Amazon: Live Sports The real battleground for all ad-supported tiers, including Netflix and Amazon, focuses on live sports. The live sports industry is the last bastion of linear TV viewing. But the world is changing fast. About half of U.S. audiences no longer pay for cable TV or other traditional pay TV services , according to Insider Intelligence. About four out of 10 viewers mainly consume sports content through ad-supported CTV platforms or social media , according to Trade Desk’s Future of TV Report. About half of U.S. audiences no longer pay for cable TV or other traditional pay TV services About half of U.S. audiences no longer pay for cable TV or other traditional pay TV services About four out of 10 viewers mainly consume sports content through ad-supported CTV platforms or social media About four out of 10 viewers mainly consume sports content through ad-supported CTV platforms or social media Streaming services have been gobbling up live sports content over the past few years, ranging from Amazon’s and Peacock’s deals to stream NFL games to Netflix acquiring rights for the WWE. And competition is heating up. Netflix is a relative newcomer to live sports but is catching up quickly, as shown in its NFL Christmas Day broadcasts. But the company is making strides. Only a few months after Netflix dipped its toes into live sports, the company signed a $5 billion deal to become the exclusive home of WWE’s Raw from January 2025 onward in the U.S., Canada, U.K. and Latin America. This means the WWE’s flagship show will leave traditional television for the first time in 31 years. signed a $5 billion deal signed a $5 billion deal Raw Amazon, meanwhile, is flexing its retail and advertising strength by combining live sports with shoppable ads during NFL’s Thursday Night Football and Black Friday game that Amazon launched in 2023. Thursday Night Football Thursday Night Football On November 29, Amazon will stream its second annual Black Friday game featuring Super Bowl Champion Kansas City Chiefs against the Las Vegas Raiders. Beginning in 2025, Amazon will also stream NBA games on Black Friday, creating an NFL-NBA doubleheader. A Black Friday game in either the NFL or NBA is a particularly interesting gamble. Amazon’s inaugural Black Friday NFL game was not exactly a ratings bonanza on the biggest shopping day of the year. As the ratings for the 2023 game shows, there’s no guarantee a game will be engaging enough to hold viewers’ attention especially on a day when pro football and basketball have been traditionally absent. Still, Amazon is betting on success by integrating shoppable TV, enabling viewers to make purchases right from their screens. By merging entertainment and ecommerce, Amazon will offer exclusive deals on items like NFL gear during the games. This feature is designed to enhance the shopping experience, catering to viewers who are already hunting for deals. Additionally, the NFL will gain exposure to Prime’s 200 million global subscribers, along with corporate sponsors who opt to advertise during the broadcasts. But it’s not just about shopping. Amazon is using AI to create a richer, more interactive viewing experience. Its Prime Vision stream showcases advanced statistics and analytics powered by Next Gen Stats, allowing fans to access real-time player data and game strategies. This makes the broadcast more dynamic and engaging for sports fans. Netflix or Amazon? Considerations for Advertisers Of course, advertisers need to consider myriad factors when choosing any streaming platform, including costs, ad formats, and desired audiences. Here are some additional considerations to keep in mind based on Netflix’s and Amazon’s approaches to their ad tiers. Experiment with Contextual and Interactive Ads in Sports Content Experiment with Contextual and Interactive Ads in Sports Content With live sports emerging as a key battleground, advertisers should tap into opportunities for shoppable, contextual, or interactive ads on platforms that feature sports. Amazon’s integration of shoppable ads in NFL games shows the potential for highly engaging ad formats in sports content, appealing to viewers who expect action and interaction. Assess Long-Term Brand Impact of Forced Ads Assess Long-Term Brand Impact of Forced Ads The backlash Amazon faced suggests that a forced ad experience, without clear user choice, can erode brand perception. In the shor tun, advertisers should carefully weigh the potential benefits of reaching Prime Video’s vast audience against the potential for negative brand associations. For certain brands, aligning with Netflix’s user-friendly model may better protect brand sentiment. But in time, audiences will grow accustomed Amazon’s approach, and audiences won’t remember the initial user backlash. Align with Audience Expectations on Each Platform Align with Audience Expectations on Each Platform Since Amazon relies on its Prime bundle to retain viewers, advertisers could use it to reach a broader, more commercially engaged audience. However, this audience might be more tolerant of product-centered ads rather than disruptive or intrusive formats. Tailoring ad formats to match each platform's distinct user expectations will enhance brand effectiveness and avoid alienating viewers. Adapt to Consolidation in Streaming and Build Agile Campaigns Adapt to Consolidation in Streaming and Build Agile Campaigns With Amazon and other companies consolidating ad-supported content within a single platform, advertisers should remain agile, adapting campaigns quickly as platform strategies shift. Having flexible, cross-platform campaigns allows advertisers to reach users effectively, regardless of changes in streaming service structures. Amazon and Netflix are only two players (albeit big ones) in an increasingly crowded sea of streaming companies. The above recommendations, though, give you a sense of some of the factors involved in navigating different platforms with their own approaches.

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Netflix va Amazon: Ikki reklama darajasi haqidagi ertak

I am pleased to invite Brilliantcrypto's Chief Executive Officer, Harai Yoshiaki, to this exclusive interview. Brilliantcrypto has grown remarkably since its June 2024 launch, hitting vital benchmarks in transaction volume and user engagement. Additionally, the platform has captured the attention of players all across the world with its unique combination of strategy, adventure, and real-world rewards. Harai Yoshiaki will go over the main elements of Brilliantcrypto's quick growth in this interview, including its innovative gaming features, long-term play-to-earn strategy, and future development plans. Let's dive in. — Ade: Could you tell us about the motivation for Brilliantcrypto and how it embodies the spirit of exploration and gem mining, similar to historical events like the Gold Rush? Harai Yoshiaki: Of course. Originally, the idea for Brilliantcrypto came from the founder’s interest in two particular forms of value: gemstones and Bitcoin. He is both a big gemstone collector and has also been watching and investing in Bitcoin for a long time, so he wanted to try to combine the two and create digital gemstones on the blockchain. The game is the vehicle for generating these new assets. In a sense, it is a digital gemstone rush. Once the project becomes mainstream, it will surely cause a big stir in the gaming community. Ade: What distinguishes Brilliantcrypto from other play-to-earn games, and could you explain how users go from being casual players to becoming profitable miners? Harai Yoshiaki: Brilliantcrypto is different in that it aims to be sustainable. Most play-to-earn games, or at least all of the games that made the genre popular, are known to have been similar to “ponzi” schemes. In order to earn the token, you must purchase the token, and the earnings of the early investors are powered by new investors - when new investors cease joining, the value collapses. \ Brilliantcrypto does this differently. The “earning” aspect exists through the sale of the NFT gemstones mined in the game, and the token, a separate entity, is the entry to this possibility (through the purchase of NFT pickaxes). Meanwhile, the gemstones are positioned for purchase from gemstone enthusiasts, NFT collectors, and those who intend to use them in digital worlds as NFT fashion in the future. Therefore, the value of the gemstones (the asset to be earned) is subject to outside investment, breaking the closed-circle economy and promoting sustainability. Ade: In what ways does Brilliantcrypto's decentralized gameplay model promote sustainability, fair play, and transparency? Additionally, what effect does the "Proof of Gaming" concept have on the game's economy? Harai Yoshiaki: The main decentralized concept of Brilliantcrypto is that the team is not responsible for the generation of the NFT gemstones - the players are. If the gemstones are not mined, then they will not be generated. Further, The aspects of each individual gemstone (Color, Clarity, Cut, and Carat Weight) are decided by an innovative open-source algorithm that uses the future unpredictability of blockchain transaction hashes as a key to randomize these factors. The team cannot predict if, when or where an extremely rare gemstone will appear. The team also has a strong relationship with its community and aims to be timely and transparent about updates or new developments surrounding the project. Ade: Could you provide more details on the BRIL token's benefits and mechanics, such as its listing on international cryptocurrency exchanges like Bit2Me, its utility within the game, and its potential impact on the game's user base expansion? Harai Yoshiaki: The BRIL token broke records in Japan, with its IEO reaching $212 million USD in application funds, the largest ever on the Coincheck IEO platform and, therefore, likely the largest in Japan. The token can be used for purchasing pickaxes and gemstones, repairing and upgrading pickaxes, and incentivizing scholars. It is typically stable as the token is the target of “earning” in the game, which is a benefit. It also trades in over 60 countries on the Bit2Me platform, which will promote the expansion of the game around the world. We plan to list the token on more and more exchanges to make it more available for potential players. Ade: How does the scholar system work in detail? What are the typical arrangements between mine owners and scholars, and how are rewards split? Harai Yoshiaki: The scholarship system is fully inbuilt, and pickaxe owners can choose how much BRIL is distributed to those who mine “Brilliantstones” in the game on their behalf. Gemstones and Treasure Capsules (containing items such as dynamite or costumes) are sent to the owner, while the Brilliantstones are split between the owner and the scholars who are mining in the mine. Ade: What enhancements or new features will be added to Brilliantcrypto Version 1.1.6, and are there any further releases planned for iOS? Harai Yoshiaki: The update will feature updates to the scholarship U.I, as well as marketplace features, such as a new “bulk sale” feature and the ability to change prices for items while they are on sale. Also, some other minor fixes will ship with the update. We will make announcements about future updates as soon as the information becomes available. Ade: Can you tell us more about Brilliantcrypto's experience at NFT Brazil 2024, including the reception of the Proof of Gaming concept? Are there any plans for similar events or expansions in other regions? Harai Yoshiaki: Brilliantcrypto has been at events around the world on many continents and has received a great response every time from the passionate web3 gamers that visit the booth. We have also been able to meet some great business partners through participating in these events. NFT Brazil 2024, in particular, was a great event with a greater ratio of gamers than usual, and we were able to connect with many community leaders to help us distribute the game in the country. Ade: Could you perhaps share more details about Brilliantcrypto's roadmap? What new features, collaborations, or expansions are planned for Q4 20224 and the foreseeable future? Harai Yoshiaki: We plan to start work on phase 2 of our roadmap, which is the feature that allows players to create NFT jewelry using their NFT gemstones. Following this, we hope to propagate this jewelry throughout the digital world through collaborations with large-scale metaverses and fashion brands alike. I am pleased to invite Brilliantcrypto's Chief Executive Officer, Harai Yoshiaki, to this exclusive interview. I am pleased to invite Brilliantcrypto's Chief Executive Officer, Harai Yoshiaki, to this exclusive interview. Brilliantcrypto has grown remarkably since its June 2024 launch, hitting vital benchmarks in transaction volume and user engagement. Additionally, the platform has captured the attention of players all across the world with its unique combination of strategy, adventure, and real-world rewards. Brilliantcrypto has grown remarkably since its June 2024 launch, hitting vital benchmarks in transaction volume and user engagement. Additionally, the platform has captured the attention of players all across the world with its unique combination of strategy, adventure, and real-world rewards. Brilliantcrypto Brilliantcrypto Harai Yoshiaki will go over the main elements of Brilliantcrypto's quick growth in this interview, including its innovative gaming features, long-term play-to-earn strategy, and future development plans. Let's dive in. — Ade: Could you tell us about the motivation for Brilliantcrypto and how it embodies the spirit of exploration and gem mining, similar to historical events like the Gold Rush? Ade: Could you tell us about the motivation for Brilliantcrypto and how it embodies the spirit of exploration and gem mining, similar to historical events like the Gold Rush? Could you tell us about the motivation for Brilliantcrypto and how it embodies the spirit of exploration and gem mining, similar to historical events like the Gold Rush? Harai Yoshiaki: Of course. Originally, the idea for Brilliantcrypto came from the founder’s interest in two particular forms of value: gemstones and Bitcoin. He is both a big gemstone collector and has also been watching and investing in Bitcoin for a long time, so he wanted to try to combine the two and create digital gemstones on the blockchain. The game is the vehicle for generating these new assets. Harai Yoshiaki: In a sense, it is a digital gemstone rush. Once the project becomes mainstream, it will surely cause a big stir in the gaming community. Ade: What distinguishes Brilliantcrypto from other play-to-earn games, and could you explain how users go from being casual players to becoming profitable miners? Ade: What distinguishes Brilliantcrypto from other play-to-earn games, and could you explain how users go from being casual players to becoming profitable miners? What distinguishes Brilliantcrypto from other play-to-earn games, and could you explain how users go from being casual players to becoming profitable miners? Harai Yoshiaki: Brilliantcrypto is different in that it aims to be sustainable. Most play-to-earn games, or at least all of the games that made the genre popular, are known to have been similar to “ponzi” schemes. In order to earn the token, you must purchase the token, and the earnings of the early investors are powered by new investors - when new investors cease joining, the value collapses. \ Harai Yoshiaki: Brilliantcrypto does this differently. The “earning” aspect exists through the sale of the NFT gemstones mined in the game, and the token, a separate entity, is the entry to this possibility (through the purchase of NFT pickaxes). Meanwhile, the gemstones are positioned for purchase from gemstone enthusiasts, NFT collectors, and those who intend to use them in digital worlds as NFT fashion in the future. Therefore, the value of the gemstones (the asset to be earned) is subject to outside investment, breaking the closed-circle economy and promoting sustainability. Ade: In what ways does Brilliantcrypto's decentralized gameplay model promote sustainability, fair play, and transparency? Additionally, what effect does the "Proof of Gaming" concept have on the game's economy? Ade: In what ways does Brilliantcrypto's decentralized gameplay model promote sustainability, fair play, and transparency? Additionally, what effect does the "Proof of Gaming" concept have on the game's economy? Ade: In what ways does Brilliantcrypto's decentralized gameplay model promote sustainability, fair play, and transparency? Additionally, what effect does the "Proof of Gaming" concept have on the game's economy? Harai Yoshiaki: The main decentralized concept of Brilliantcrypto is that the team is not responsible for the generation of the NFT gemstones - the players are. If the gemstones are not mined, then they will not be generated. Harai Yoshiaki: Further, The aspects of each individual gemstone (Color, Clarity, Cut, and Carat Weight) are decided by an innovative open-source algorithm that uses the future unpredictability of blockchain transaction hashes as a key to randomize these factors. The team cannot predict if, when or where an extremely rare gemstone will appear. The team also has a strong relationship with its community and aims to be timely and transparent about updates or new developments surrounding the project. Ade: Could you provide more details on the BRIL token's benefits and mechanics, such as its listing on international cryptocurrency exchanges like Bit2Me, its utility within the game, and its potential impact on the game's user base expansion? Ade: Could you provide more details on the BRIL token's benefits and mechanics, such as its listing on international cryptocurrency exchanges like Bit2Me, its utility within the game, and its potential impact on the game's user base expansion? Could you provide more details on the BRIL token's benefits and mechanics, such as its listing on international cryptocurrency exchanges like Bit2Me, its utility within the game, and its potential impact on the game's user base expansion? Harai Yoshiaki: The BRIL token broke records in Japan, with its IEO reaching $212 million USD in application funds, the largest ever on the Coincheck IEO platform and, therefore, likely the largest in Japan. Harai Yoshiaki: The token can be used for purchasing pickaxes and gemstones, repairing and upgrading pickaxes, and incentivizing scholars. It is typically stable as the token is the target of “earning” in the game, which is a benefit. It also trades in over 60 countries on the Bit2Me platform, which will promote the expansion of the game around the world. We plan to list the token on more and more exchanges to make it more available for potential players. Ade: How does the scholar system work in detail? What are the typical arrangements between mine owners and scholars, and how are rewards split? Ade: How does the scholar system work in detail? What are the typical arrangements between mine owners and scholars, and how are rewards split? How does the scholar system work in detail? What are the typical arrangements between mine owners and scholars, and how are rewards split? Harai Yoshiaki: The scholarship system is fully inbuilt, and pickaxe owners can choose how much BRIL is distributed to those who mine “Brilliantstones” in the game on their behalf. Gemstones and Treasure Capsules (containing items such as dynamite or costumes) are sent to the owner, while the Brilliantstones are split between the owner and the scholars who are mining in the mine. Harai Yoshiaki: Ade: What enhancements or new features will be added to Brilliantcrypto Version 1.1.6, and are there any further releases planned for iOS? Ade: What enhancements or new features will be added to Brilliantcrypto Version 1.1.6, and are there any further releases planned for iOS? Ade: What enhancements or new features will be added to Brilliantcrypto Version 1.1.6, and are there any further releases planned for iOS? Harai Yoshiaki: The update will feature updates to the scholarship U.I, as well as marketplace features, such as a new “bulk sale” feature and the ability to change prices for items while they are on sale. Also, some other minor fixes will ship with the update. Harai Yoshiaki: We will make announcements about future updates as soon as the information becomes available. Ade: Can you tell us more about Brilliantcrypto's experience at NFT Brazil 2024, including the reception of the Proof of Gaming concept? Are there any plans for similar events or expansions in other regions? Ade: Can you tell us more about Brilliantcrypto's experience at NFT Brazil 2024, including the reception of the Proof of Gaming concept? Are there any plans for similar events or expansions in other regions? Can you tell us more about Brilliantcrypto's experience at NFT Brazil 2024, including the reception of the Proof of Gaming concept? Are there any plans for similar events or expansions in other regions? Harai Yoshiaki: Brilliantcrypto has been at events around the world on many continents and has received a great response every time from the passionate web3 gamers that visit the booth. We have also been able to meet some great business partners through participating in these events. Harai Yoshiaki: NFT Brazil 2024, in particular, was a great event with a greater ratio of gamers than usual, and we were able to connect with many community leaders to help us distribute the game in the country. Ade: Could you perhaps share more details about Brilliantcrypto's roadmap? What new features, collaborations, or expansions are planned for Q4 20224 and the foreseeable future? Ade: Could you perhaps share more details about Brilliantcrypto's roadmap? What new features, collaborations, or expansions are planned for Q4 20224 and the foreseeable future? Could you perhaps share more details about Brilliantcrypto's roadmap? What new features, collaborations, or expansions are planned for Q4 20224 and the foreseeable future? Harai Yoshiaki: We plan to start work on phase 2 of our roadmap, which is the feature that allows players to create NFT jewelry using their NFT gemstones. Following this, we hope to propagate this jewelry throughout the digital world through collaborations with large-scale metaverses and fashion brands alike. Harai Yoshiaki:

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