正在加载视频...

视频加载失败

返回首页

This is where most projects get GROWTH HACKING WRONG. p.s. passive virality triumphs over forced shilling every damn time. The most effective viral product hooks aren’t the ones that demand users to promote a brand. They’re the ones that empower users to share something about themselves while naturally redirecting...

ruthybuilds's profile picture

Ruthy

52,220 subscribers

14,995 次观看 • 1 年前 •via X (Twitter)

教育财经科学技术
LIVE

Anya Rossi• Live Now

Private livecam show

12 条评论

Ruthy 的头像
Ruthy1 年前

Projects could build something innovative that has all the right elements to go viral but end up dead on arrival. Why are you dead on arrival? Well, you probably launched a viral product into a stagnant community. Your community is the initial amplifier of your campaign. Before launching any viral product, you need an engaged, warm, and highly active community ready to spread and endorse it the moment it drops. Put in the effort to serve your community. Don't be dead on arrival.

American Stories Network 的头像
American Stories Network1 年前

Tired of ads being skipped? At @AmericanStorie3, your brand is part of the story—literally. Our seamless TV integrations keep viewers engaged and your brand in the spotlight. See how we can elevate your marketing! #Advertising #TVAds #BrandVisibility

YOUSAF 的头像
YOUSAF1 年前

@surgence_io This is so true everyone hates when shills are pasted on their face. Especially when you’re forced to shill at the cost of your personal brand. This is why I hate when projects ask people to repost, no one really want to do it and majority people use alt accounts to do it.

Ruthy 的头像
Ruthy1 年前

@surgence_io I feel like 2025 is gonna have so many killer fun and novel launches that will leave the user with an empowering experience.

Leon Abboud 的头像
Leon Abboud1 年前

Dude I’m loving this type of content

grebster 的头像
grebster1 年前

Bro looking like a shoe model

Ruthy 的头像
Ruthy1 年前

😹 grebster you monstah

Ares🌱 的头像
Ares🌱1 年前

Blessing the timeline with gems!

Maki ⛩️ 的头像
Maki ⛩️1 年前

This really gets at the heart of modern growth. We've moved away from just pushing a brand, and now it's about crafting experiences people want to share about themselves. Simple as that. So, if your marketing plays into that, you're golden. 👌🏻

Ruthy 的头像
Ruthy1 年前

Followed back! Love your response. Right on it with placing the focus BACK onto the user.

Nino 的头像
Nino1 年前

LOVE

Ruthy 的头像
Ruthy1 年前

My man 🫶

相关视频

Q: How do you decide which customers to listen to? As Superhuman founder & CEO Rahul Vohra puts it: “In a world where you’re drowning in feedback—and most startups are drowning in feedback—you have to filter it down to only the stuff that’s going to increase the number of people who fall in love with your product.” Most startups will listen to all feedback from on-the-fence customers, but this isn’t targeted enough and will often lead to a muddled, incoherent product. As Rahul argues in the clip below, you need to identify the main benefit of your product—for Superhuman this was speed. And then focus on the feedback of on-the-fence users who also view this as the main benefit—there’s often something small holding them back. Users for whom your main benefit does not resonate (e.g. Superhuman users who value offline capabilities rather than speed), are unlikely to ever fall in love with your product. When Superhuman ran this analysis in 2015, they found that the main thing holding back users who viewed speed as the main benefit was their lack of a mobile app. Probing further, they found some less obvious and more interesting requests, such as integrations, attachment handling, calendering, unified inbox and read receipts. With a clear understanding of their main benefit and missing features, they were able to move this cohort of users from on-the-fence into the territory of enthusiastic advocates. As Rahul puts it in his Product Market Fit Engine article: “To increase your product/market fit score, spend half your time doubling down on what users already love and the other half on addressing what’s holding others back.” But make sure you’re focusing on users who love the main benefit of your product. Users who don’t are unlikely to ever fall in love with your product.
2:03

Q: How do you decide which customers to listen to? As Superhuman founder & CEO Rahul Vohra puts it: “In a world where you’re drowning in feedback—and most startups are drowning in feedback—you have to filter it down to only the stuff that’s going to increase the number of people who fall in love with your product.” Most startups will listen to all feedback from on-the-fence customers, but this isn’t targeted enough and will often lead to a muddled, incoherent product. As Rahul argues in the clip below, you need to identify the main benefit of your product—for Superhuman this was speed. And then focus on the feedback of on-the-fence users who also view this as the main benefit—there’s often something small holding them back. Users for whom your main benefit does not resonate (e.g. Superhuman users who value offline capabilities rather than speed), are unlikely to ever fall in love with your product. When Superhuman ran this analysis in 2015, they found that the main thing holding back users who viewed speed as the main benefit was their lack of a mobile app. Probing further, they found some less obvious and more interesting requests, such as integrations, attachment handling, calendering, unified inbox and read receipts. With a clear understanding of their main benefit and missing features, they were able to move this cohort of users from on-the-fence into the territory of enthusiastic advocates. As Rahul puts it in his Product Market Fit Engine article: “To increase your product/market fit score, spend half your time doubling down on what users already love and the other half on addressing what’s holding others back.” But make sure you’re focusing on users who love the main benefit of your product. Users who don’t are unlikely to ever fall in love with your product.

Michael McGuiness

89,853 次观看 • 2 年前

Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: 1. How do you get people in the front door? 2. How do you get them to an aha moment as quickly as possible? 3. How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state.
5:17

Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: 1. How do you get people in the front door? 2. How do you get them to an aha moment as quickly as possible? 3. How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state.

Startup Archive

156,031 次观看 • 5 个月前

What is auraHQ? 🔮 auraHQ is a mini app to send and receive aura points with other X users. These points are accumulated over time in the leaderboard. Users can connect their X to get an aura score based on their X activity. See the breakdown below:
0:48

What is auraHQ? 🔮 auraHQ is a mini app to send and receive aura points with other X users. These points are accumulated over time in the leaderboard. Users can connect their X to get an aura score based on their X activity. See the breakdown below:

aura

71,190 次观看 • 1 年前

Sam Altman on why you shouldn’t track absolute user growth in the early days of a startup “Nothing but a great product will save you; you can get everything else right and it still won’t work.” He points out that almost all startup founders get the following wrong: “It is more important to have a small number of users that love you than a lot of users that like you… Eventually what you want of course is a lot of users that really love your product, but that’s almost impossible to do.” In practice, you have two choices: Deep and Narrow: “You have a small number of users that really love you and then find out how to find more and more of those users and broaden the appeal of the product.” Shallow and Wide: “You can have a lot of people that sort of use the product once or twice and kind of like it and try to figure out how to get them more engaged over time.” “With high confidence, I can say that you want to start with a small number of users that really love you. Almost all great companies have products that start this way.” He argues that a good indicator of users loving your product is retention and frequency of use: “In fact, I think this is so important that you actually shouldn’t track absolute growth in number of users in the early days of a startup. You should just track how often they’re using it… That’s a good early indicator of users that love you—better still is them spontaneously telling their friends to buy your product.” Follow Startup Archive for more tactical startup advice!
1:41

Sam Altman on why you shouldn’t track absolute user growth in the early days of a startup “Nothing but a great product will save you; you can get everything else right and it still won’t work.” He points out that almost all startup founders get the following wrong: “It is more important to have a small number of users that love you than a lot of users that like you… Eventually what you want of course is a lot of users that really love your product, but that’s almost impossible to do.” In practice, you have two choices: Deep and Narrow: “You have a small number of users that really love you and then find out how to find more and more of those users and broaden the appeal of the product.” Shallow and Wide: “You can have a lot of people that sort of use the product once or twice and kind of like it and try to figure out how to get them more engaged over time.” “With high confidence, I can say that you want to start with a small number of users that really love you. Almost all great companies have products that start this way.” He argues that a good indicator of users loving your product is retention and frequency of use: “In fact, I think this is so important that you actually shouldn’t track absolute growth in number of users in the early days of a startup. You should just track how often they’re using it… That’s a good early indicator of users that love you—better still is them spontaneously telling their friends to buy your product.” Follow Startup Archive for more tactical startup advice!

Startup Archive

565,749 次观看 • 2 年前

This is so awesome! Social media users love to share negative videos. They tend to get the most hits. There has been a video circulating on X of people taking all of the candy from a candy bowl on Halloween. This is a much better video. It shows three kids in Sacramento, California finding an empty candy bowl on Halloween, and instead of acting childish or greedy, they decide to fill the bowl with their own candy. More videos like this need to go viral. What would you do? Would you fill the bowl?
0:34

This is so awesome! Social media users love to share negative videos. They tend to get the most hits. There has been a video circulating on X of people taking all of the candy from a candy bowl on Halloween. This is a much better video. It shows three kids in Sacramento, California finding an empty candy bowl on Halloween, and instead of acting childish or greedy, they decide to fill the bowl with their own candy. More videos like this need to go viral. What would you do? Would you fill the bowl?

Ed Krassenstein

929,018 次观看 • 2 年前

Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: • A public chat room to provide support to people integrating Stripe • For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird • All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead. Video source: Y Combinator (2018)
2:13

Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: • A public chat room to provide support to people integrating Stripe • For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird • All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead. Video source: Y Combinator (2018)

Startup Archive

45,642 次观看 • 4 个月前

Gaming → community → social network → ❓ . . . Mass adoption. In the world of #gaming, community is key. As the social network of the #gaming community grows, the network effect multiplies. That's why gaming is often seen as a great way to mass onboard #Web3 users!
0:46

Gaming → community → social network → ❓ . . . Mass adoption. In the world of #gaming, community is key. As the social network of the #gaming community grows, the network effect multiplies. That's why gaming is often seen as a great way to mass onboard #Web3 users!

Animoca Brands

21,213 次观看 • 1 年前

David Sacks on why founders get distribution wrong “The biggest mistake I see these days is brilliant founders who are brilliant product people, but they haven't thought about how they're going to make their product grow. They launch their product and it's like crickets chirping.” Having a technique that gets you to scale is very important. “If you're going to have a breakout startup, you've really got to think about how you're going to innovate on distribution, not just product.” What’s tricky about this is what he calls The Law of Distribution Arbitrage: “Successful distribution techniques are copied until they are no longer effective. Think about SEO. The first people to use that technique got a lot of traffic from Google. Then, a whole bunch of people started doing it and they started gaming the system. Eventually, Google did their notorious Panda release and everyone using SEO basically lost traffic.” Friend virality is another example: “If you look at Facebook, the friend virality was very powerful in the early days. Then people got sick of the spam and stopped paying attention… So the techniques that work initially to get distribution don't stay working because everyone copies them until the channels are spammed to death.” Video source: Draper University (2014)
3:48

David Sacks on why founders get distribution wrong “The biggest mistake I see these days is brilliant founders who are brilliant product people, but they haven't thought about how they're going to make their product grow. They launch their product and it's like crickets chirping.” Having a technique that gets you to scale is very important. “If you're going to have a breakout startup, you've really got to think about how you're going to innovate on distribution, not just product.” What’s tricky about this is what he calls The Law of Distribution Arbitrage: “Successful distribution techniques are copied until they are no longer effective. Think about SEO. The first people to use that technique got a lot of traffic from Google. Then, a whole bunch of people started doing it and they started gaming the system. Eventually, Google did their notorious Panda release and everyone using SEO basically lost traffic.” Friend virality is another example: “If you look at Facebook, the friend virality was very powerful in the early days. Then people got sick of the spam and stopped paying attention… So the techniques that work initially to get distribution don't stay working because everyone copies them until the channels are spammed to death.” Video source: Draper University (2014)

Startup Archive

56,468 次观看 • 9 个月前

Dropbox founder Drew Houston on why distribution is more important than product LinkedIn founder Reid Hoffman wrote in his book Blitzscaling: "Many people in Silicon Valley like to focus on building products that are, in the famous words of the late Steve Jobs, "insanely great." Great products are certainly a positive, but the cold and unromantic fact is that a good product with great distribution will almost always beat a great product with poor distribution." Dropbox is a great example of this. As Dropbox founder & CEO Drew Houston explains, great distribution is ultimately how they beat out dozens of competitors with similar product offerings. Drew believes that too many startups overlook the importance of great distribution. Dropbox had a great product, but it succeeded because of its great distribution. They used a combination of organic virality (users shared files with nonusers) and incentivized virality (Basic account holders get 500 MB of extra storage per user they refer; Pro account holders get 1 GB) to grow. Virality helped Dropbox double its 100,000 users at launch to 200,000 users just ten days later, then skyrocket to one million users just seven months after that. An important caveat though: if your distribution strategy focuses on virality, you have to make sure you solve retention first. Bringing new users in through the front door doesn't help you grow if they immediately turn around and leave. According to Drew, Dropbox discovered this truth the hard way, when activation rates revealed that only 40% of the people signing up were actually putting files in their Dropbox and linking them to their computers. As Drew partially explains in the clip, the early Dropbox team went on Craigslist and offered $40 to anyone who'd come in for a 30-minute usability test. They asked these people to go from a Dropbox e-mail invitation to sharing a file with another email address. Zero of the five people tested succeeded--they didn't even come close. This stunned the team. So they made a list of 80+ things in an Excel spreadsheet and sanded down all of the rough edges in the experience. They soon watched their activation rate climb and left the competition in the dust as they marched on to a $9+ billion market cap. Video source: Y Combinator (2017)
2:21

Dropbox founder Drew Houston on why distribution is more important than product LinkedIn founder Reid Hoffman wrote in his book Blitzscaling: "Many people in Silicon Valley like to focus on building products that are, in the famous words of the late Steve Jobs, "insanely great." Great products are certainly a positive, but the cold and unromantic fact is that a good product with great distribution will almost always beat a great product with poor distribution." Dropbox is a great example of this. As Dropbox founder & CEO Drew Houston explains, great distribution is ultimately how they beat out dozens of competitors with similar product offerings. Drew believes that too many startups overlook the importance of great distribution. Dropbox had a great product, but it succeeded because of its great distribution. They used a combination of organic virality (users shared files with nonusers) and incentivized virality (Basic account holders get 500 MB of extra storage per user they refer; Pro account holders get 1 GB) to grow. Virality helped Dropbox double its 100,000 users at launch to 200,000 users just ten days later, then skyrocket to one million users just seven months after that. An important caveat though: if your distribution strategy focuses on virality, you have to make sure you solve retention first. Bringing new users in through the front door doesn't help you grow if they immediately turn around and leave. According to Drew, Dropbox discovered this truth the hard way, when activation rates revealed that only 40% of the people signing up were actually putting files in their Dropbox and linking them to their computers. As Drew partially explains in the clip, the early Dropbox team went on Craigslist and offered $40 to anyone who'd come in for a 30-minute usability test. They asked these people to go from a Dropbox e-mail invitation to sharing a file with another email address. Zero of the five people tested succeeded--they didn't even come close. This stunned the team. So they made a list of 80+ things in an Excel spreadsheet and sanded down all of the rough edges in the experience. They soon watched their activation rate climb and left the competition in the dust as they marched on to a $9+ billion market cap. Video source: Y Combinator (2017)

Startup Archive

113,133 次观看 • 6 个月前

The Injective 🥷 eco doesn’t need more dApps, it needs an adoption engine. so I built QuestChain using iBuild. --------------- ▸ Introducing QuestChain – Injective’s #1 adoption engine. every ecosystem talks about user acquisition, but almost none invest in the infrastructure for user retention. injective has world-class builders, but discovery is fragmented, engagement is isolated, and new users often don’t know where to begin. so I built a solution. QuestChain is the first on-chain quest engine where Injective projects can create growth missions, onboard users, reward engagement, and track progress, all in one unified experience. For users, QuestChain turns Injective exploration into a progression loop: > complete quests > earn XP > unlock badges > build your on-chain Injective identity For projects, QuestChain solves the single biggest bottleneck in Web3: > keeping users active. instead of hoping users stay, we give them a structured, repeatable reason to come back. This is a new behavioral system for Injective, inspired by Claude Hopkins’ core principle: “Simple mechanisms become powerful when designed as feedback loops.” Quests are simple but QuestChain makes them the ecosystem’s strongest growth loop. Users discover → engage → return. Projects launch → activate → retain. The entire ecosystem benefits. This is Injective’s blue ocean: A unified engagement layer that transforms isolated projects into a connected experience. Built on testnet with injective's iBuild. Fast to build. Faster to grow. Engineered for user adoption. Welcome to the Quest Era.
0:57

The Injective 🥷 eco doesn’t need more dApps, it needs an adoption engine. so I built QuestChain using iBuild. --------------- ▸ Introducing QuestChain – Injective’s #1 adoption engine. every ecosystem talks about user acquisition, but almost none invest in the infrastructure for user retention. injective has world-class builders, but discovery is fragmented, engagement is isolated, and new users often don’t know where to begin. so I built a solution. QuestChain is the first on-chain quest engine where Injective projects can create growth missions, onboard users, reward engagement, and track progress, all in one unified experience. For users, QuestChain turns Injective exploration into a progression loop: > complete quests > earn XP > unlock badges > build your on-chain Injective identity For projects, QuestChain solves the single biggest bottleneck in Web3: > keeping users active. instead of hoping users stay, we give them a structured, repeatable reason to come back. This is a new behavioral system for Injective, inspired by Claude Hopkins’ core principle: “Simple mechanisms become powerful when designed as feedback loops.” Quests are simple but QuestChain makes them the ecosystem’s strongest growth loop. Users discover → engage → return. Projects launch → activate → retain. The entire ecosystem benefits. This is Injective’s blue ocean: A unified engagement layer that transforms isolated projects into a connected experience. Built on testnet with injective's iBuild. Fast to build. Faster to grow. Engineered for user adoption. Welcome to the Quest Era.

Endurance

16,572 次观看 • 6 个月前

You can’t growth-hack your way out of a product people don’t love. Build something users rave about first, then the referrals, virality, and GTM magic start to compound. Keith Peiris, Co-Founder Lightfield 🎥 Roll
0:50

You can’t growth-hack your way out of a product people don’t love. Build something users rave about first, then the referrals, virality, and GTM magic start to compound. Keith Peiris, Co-Founder Lightfield 🎥 Roll

Tech Week

15,789 次观看 • 7 个月前

.meow talks to Youtube co-founder steve chen about UGC and UGM: “You’re obviously one of the pioneers of this thing called UGC, right? User Generated Content. And then what we are seeing now in this space is what I call UGM — User Generated Money. In UGC, the value is created from the users. And then in Web3 or crypto, the value is generated from the users too. In UGC, we move from an era of the big studios—the big studios create the content, they monetize the content, and they get the value from the content. But what you did is that you democratized the process. You allowed users to create the content, market the content too, and also get the value from the content. For example, if you’re Netflix, you have to make the content, market it, and run advertising globally. You go anywhere across the world—Japan, Tokyo, Europe—you see Netflix advertisements everywhere. But in this new era, the users are the ones that market their own content. And the same thing is happening in the crypto world. The users are generating the money, marketing the money, and getting the value of the money. There are a lot of nuances to this but generally speaking, it’s fascinating because we are really at the nexus of UGC and UGM.”
1:48

.meow talks to Youtube co-founder steve chen about UGC and UGM: “You’re obviously one of the pioneers of this thing called UGC, right? User Generated Content. And then what we are seeing now in this space is what I call UGM — User Generated Money. In UGC, the value is created from the users. And then in Web3 or crypto, the value is generated from the users too. In UGC, we move from an era of the big studios—the big studios create the content, they monetize the content, and they get the value from the content. But what you did is that you democratized the process. You allowed users to create the content, market the content too, and also get the value from the content. For example, if you’re Netflix, you have to make the content, market it, and run advertising globally. You go anywhere across the world—Japan, Tokyo, Europe—you see Netflix advertisements everywhere. But in this new era, the users are the ones that market their own content. And the same thing is happening in the crypto world. The users are generating the money, marketing the money, and getting the value of the money. There are a lot of nuances to this but generally speaking, it’s fascinating because we are really at the nexus of UGC and UGM.”

Jupiter

106,801 次观看 • 1 年前

Introducing the web3evo MVP. Built on Constellation Network! Brought to you by #DAGChads, Developed by Techware Labs, Inc. The DAGChads Platform is a cutting-edge #web3 ecosystem built on the Constellation Network's #Hypergraph technology, designed to empower users to learn, grow, and earn rewards through active participation. A key feature of this ecosystem is the introduction of #Reputation #NFTs, which dynamically link user engagement with project growth and learning. These NFTs utilize an API to track and evaluate each user’s reputation, allowing for rewards based on their contributions and participation. The Reputation NFTs system provides a low-code/no-code environment, enabling companies to easily customize the reputation metrics that are collected and displayed within the NFTs. This creates a powerful incentive structure for users to deepen their involvement and engagement, promoting learning, social interaction, and contributions to the broader ecosystem. Through this mechanism, DAGChads introduces a novel way for users to build and leverage their reputation, unlocking rewards and exclusive access based on their standing within the community. The primary objectives of the DAGChads Platform are: To develop a user-centric platform that offers staking rewards and incentives for learning and participation. To facilitate interoperability with other Metagraphs, encouraging collaboration and innovation within the Hypergraph network. To ensure the platform’s long-term sustainability and scalability, adapting to the evolving needs of the web3 ecosystem. The DAGChads Platform offers a unique, multi-tiered staking model that incentivizes users to level up and unlock more exclusive reward pools and opportunities. Through continuous upgrades, robust data validation mechanisms, and a strong focus on interoperability, the platform aims to contribute significantly to the success and evolution of the Hypergraph network.
2:51

Introducing the web3evo MVP. Built on Constellation Network! Brought to you by #DAGChads, Developed by Techware Labs, Inc. The DAGChads Platform is a cutting-edge #web3 ecosystem built on the Constellation Network's #Hypergraph technology, designed to empower users to learn, grow, and earn rewards through active participation. A key feature of this ecosystem is the introduction of #Reputation #NFTs, which dynamically link user engagement with project growth and learning. These NFTs utilize an API to track and evaluate each user’s reputation, allowing for rewards based on their contributions and participation. The Reputation NFTs system provides a low-code/no-code environment, enabling companies to easily customize the reputation metrics that are collected and displayed within the NFTs. This creates a powerful incentive structure for users to deepen their involvement and engagement, promoting learning, social interaction, and contributions to the broader ecosystem. Through this mechanism, DAGChads introduces a novel way for users to build and leverage their reputation, unlocking rewards and exclusive access based on their standing within the community. The primary objectives of the DAGChads Platform are: To develop a user-centric platform that offers staking rewards and incentives for learning and participation. To facilitate interoperability with other Metagraphs, encouraging collaboration and innovation within the Hypergraph network. To ensure the platform’s long-term sustainability and scalability, adapting to the evolving needs of the web3 ecosystem. The DAGChads Platform offers a unique, multi-tiered staking model that incentivizes users to level up and unlock more exclusive reward pools and opportunities. Through continuous upgrades, robust data validation mechanisms, and a strong focus on interoperability, the platform aims to contribute significantly to the success and evolution of the Hypergraph network.

⚫hgtp://Proph151Music.DAG

10,459 次观看 • 1 年前

Twitch founder Emmett Shear on how to resolve product roadmap disagreements Emmett argues that disagreement on what to build is actually quite rare after everyone has talked to users and looked at the data. Most disagreements in startups arise because people like to come up with product ideas without talking to users first: “You talk to your users first, and then you have ideas about your product. Almost everyone does it in the opposite order” He continues: “If you find yourself thinking: ‘I’m going to go talk to my users to validate my product idea’, you’ve gone horribly off the rails…If you haven’t talked to users and you haven’t looked at data, you don’t get to have an opinion about the product. The person who has actually done the work gets to have the opinion. You can have ideas, but they get to make the call.” In the rare case where both people have really talked to users and looked at the data and still disagree on what to build, it’s best to just have someone who is in charge (e.g. CEO). Don’t avoid conflict—talk and argue about it. But then let the decision maker make the call—otherwise decision making will just be way too slow. Reddit cofounder Steve Huffman adds to this: “I find myself saying one of two things a lot: (1) I don’t want to argue about it if we can just test it, and (2) I’m very willing to be surprised on this.” Video source: Stanford Online (2017)
2:47

Twitch founder Emmett Shear on how to resolve product roadmap disagreements Emmett argues that disagreement on what to build is actually quite rare after everyone has talked to users and looked at the data. Most disagreements in startups arise because people like to come up with product ideas without talking to users first: “You talk to your users first, and then you have ideas about your product. Almost everyone does it in the opposite order” He continues: “If you find yourself thinking: ‘I’m going to go talk to my users to validate my product idea’, you’ve gone horribly off the rails…If you haven’t talked to users and you haven’t looked at data, you don’t get to have an opinion about the product. The person who has actually done the work gets to have the opinion. You can have ideas, but they get to make the call.” In the rare case where both people have really talked to users and looked at the data and still disagree on what to build, it’s best to just have someone who is in charge (e.g. CEO). Don’t avoid conflict—talk and argue about it. But then let the decision maker make the call—otherwise decision making will just be way too slow. Reddit cofounder Steve Huffman adds to this: “I find myself saying one of two things a lot: (1) I don’t want to argue about it if we can just test it, and (2) I’m very willing to be surprised on this.” Video source: Stanford Online (2017)

Startup Archive

29,639 次观看 • 10 个月前

Superhuman CEO Rahul Vohra on the secret to product virality After his first startup Rapportive was acquired by LinkedIn, Rahul reported directly to LinkedIn’s Head of Growth Elliot Shmukler. Elliot was responsible for scaling LinkedIn from 25 million users to north of 250 million by the time Rahul joined. In their first 1-on-1, Rahul asked Elliot to teach him everything he knew about virality. Elliot responded: “I hate to burst your bubble, but there is no such thing as a truly viral product… No app has sustained a viral factor of greater than 1 for any real period of time. Even Facebook in its heyday had a viral factor of about 0.7, and that lasted for only a year — one person was creating about 0.7 new users.” Rahul then asked Elliot about LinkedIn’s infamous address book import that invited all of a user’s contacts to LinkedIn. Surely that had a viral factor greater than 1? Elliot responds: “That’s an amazing feature, but you have to remember that not everyone is going to use it all the time. So even that feature had a lifetime viral factor of about 0.4, and that’s considered good. 0.6 is great. And 0.7 is incredible — you’re in the stratosphere up with Facebook.” Given that all of these viral mechanics eventually asymptote, Rahul asks: “What then is the true secret to virality?” Elliot replies: “It is word of mouth. It is the virality you can’t measure that isn’t mechanic or feature. It is when one user spontaneously tells another user about your product.” Elon Musk offers similar advice: “I think that really the way to sell any product is through word of mouth. The key is to have a product that people love… If you just like something and it’s ok, you’re not gonna care that much. But if you love it, you’re going to talk about it. And then that generates word of mouth. And that’s basically how our sales [at Tesla] have grown. We don’t spend any money on advertising or endorsements.” Video source: Lenny Rachitsky (2025)
2:14

Superhuman CEO Rahul Vohra on the secret to product virality After his first startup Rapportive was acquired by LinkedIn, Rahul reported directly to LinkedIn’s Head of Growth Elliot Shmukler. Elliot was responsible for scaling LinkedIn from 25 million users to north of 250 million by the time Rahul joined. In their first 1-on-1, Rahul asked Elliot to teach him everything he knew about virality. Elliot responded: “I hate to burst your bubble, but there is no such thing as a truly viral product… No app has sustained a viral factor of greater than 1 for any real period of time. Even Facebook in its heyday had a viral factor of about 0.7, and that lasted for only a year — one person was creating about 0.7 new users.” Rahul then asked Elliot about LinkedIn’s infamous address book import that invited all of a user’s contacts to LinkedIn. Surely that had a viral factor greater than 1? Elliot responds: “That’s an amazing feature, but you have to remember that not everyone is going to use it all the time. So even that feature had a lifetime viral factor of about 0.4, and that’s considered good. 0.6 is great. And 0.7 is incredible — you’re in the stratosphere up with Facebook.” Given that all of these viral mechanics eventually asymptote, Rahul asks: “What then is the true secret to virality?” Elliot replies: “It is word of mouth. It is the virality you can’t measure that isn’t mechanic or feature. It is when one user spontaneously tells another user about your product.” Elon Musk offers similar advice: “I think that really the way to sell any product is through word of mouth. The key is to have a product that people love… If you just like something and it’s ok, you’re not gonna care that much. But if you love it, you’re going to talk about it. And then that generates word of mouth. And that’s basically how our sales [at Tesla] have grown. We don’t spend any money on advertising or endorsements.” Video source: Lenny Rachitsky (2025)

Startup Archive

37,974 次观看 • 1 年前

Strava is one of the best examples of a B2C app done right. Its organic marketing is incredibly smart. After a run, ride or swim, the app generates a beautiful map with your stats. Then you can share it on social media. Just like that, users create real organic UGC for the product for free. When building a B2C app, designing something users want to share can set your product up for success.
0:35

Strava is one of the best examples of a B2C app done right. Its organic marketing is incredibly smart. After a run, ride or swim, the app generates a beautiful map with your stats. Then you can share it on social media. Just like that, users create real organic UGC for the product for free. When building a B2C app, designing something users want to share can set your product up for success.

César Álvarez

155,577 次观看 • 3 个月前

Telegram is the leading messaging platform in crypto, and behind it is TON 💎 – a flourishing ecosystem of developer activity that leverages Telegram for distribution to onboard new consumers to web3. TON Foundation Head of Growth Martin Masser and STON.fi CMO & CBDO Andrey Fedorov join Managing Partner and CIO Alex Felix and Partner Einar Braathen on the latest episode of Mined with CoinFund to chat about the most popular applications on TON, growing DeFi activity on the network, and how users are continuing to onboard to crypto through the platform. They cover: - TON’s leading user activity (3:51) - DeFi adoption on TON (14:30) - Virality & application scaling (24:22) - Bringing degens to the network (27:25)
1:17

Telegram is the leading messaging platform in crypto, and behind it is TON 💎 – a flourishing ecosystem of developer activity that leverages Telegram for distribution to onboard new consumers to web3. TON Foundation Head of Growth Martin Masser and STON.fi CMO & CBDO Andrey Fedorov join Managing Partner and CIO Alex Felix and Partner Einar Braathen on the latest episode of Mined with CoinFund to chat about the most popular applications on TON, growing DeFi activity on the network, and how users are continuing to onboard to crypto through the platform. They cover: - TON’s leading user activity (3:51) - DeFi adoption on TON (14:30) - Virality & application scaling (24:22) - Bringing degens to the network (27:25)

CoinFund

18,239 次观看 • 9 个月前

Welcome to HANDL Our new name. 🧡 A name that resonates with our vision to turn all social media usernames into global cross-chain payment handles. In 2024, we launched an MVP and experimented with different user groups. As we are now gearing up for our TGE and go-to-market campaign, it is time for a brand facelift. Handl is young, sharp, and resonates with the Gen Z and Gen Alpha audience, who were the highest volume of users to engage with our product and most likely to adopt it. The brand celebrates and will leverage internet culture as a key part of its growth strategy. The Gen Z audience is largely aware and curious of Bitcoin, stablecoins, and memecoins, but many struggle to jump over the technical barriers to get started. In our aim to onboard new users to Web3, we effectively expose our target to crypto by bringing payments to the platforms they spend most of their time on: social media. 💡 No crypto knowledge required. We are a cryptocurrency native company, the orange, our most prominent brand color, echoes Bitcoin and crypto as a whole. While the green in our brand refers to traditional & tangible cash, touching grass, the “real-world”. Join us and become part of one of the fundamental payment layers acting as the glue between both worlds.
0:21

Welcome to HANDL Our new name. 🧡 A name that resonates with our vision to turn all social media usernames into global cross-chain payment handles. In 2024, we launched an MVP and experimented with different user groups. As we are now gearing up for our TGE and go-to-market campaign, it is time for a brand facelift. Handl is young, sharp, and resonates with the Gen Z and Gen Alpha audience, who were the highest volume of users to engage with our product and most likely to adopt it. The brand celebrates and will leverage internet culture as a key part of its growth strategy. The Gen Z audience is largely aware and curious of Bitcoin, stablecoins, and memecoins, but many struggle to jump over the technical barriers to get started. In our aim to onboard new users to Web3, we effectively expose our target to crypto by bringing payments to the platforms they spend most of their time on: social media. 💡 No crypto knowledge required. We are a cryptocurrency native company, the orange, our most prominent brand color, echoes Bitcoin and crypto as a whole. While the green in our brand refers to traditional & tangible cash, touching grass, the “real-world”. Join us and become part of one of the fundamental payment layers acting as the glue between both worlds.

HANDL

28,256 次观看 • 11 个月前

We asked rahul about the global reach of ChatGPT and the emphasis on personality in AI models. "When you want to get to the one to like the remaining 90% of the users, do you want a model that thinks for longer? You want more personality?" "They definitely leaned in on personality, which I think is interesting." "It's kind of different than a (social media) feed in some ways because you have this person you talk to. It's like a relationship and then it just switches up on how it talks to you."
0:50

We asked rahul about the global reach of ChatGPT and the emphasis on personality in AI models. "When you want to get to the one to like the remaining 90% of the users, do you want a model that thinks for longer? You want more personality?" "They definitely leaned in on personality, which I think is interesting." "It's kind of different than a (social media) feed in some ways because you have this person you talk to. It's like a relationship and then it just switches up on how it talks to you."

TBPN

89,226 次观看 • 10 个月前