There are two common misconceptions in the current market:

1. Technology or products are more important than the market. The essence of all protocols or projects is a business, and the essence of business is profit, so everything can be simplified into two steps: (1) create a product; (2) sell the product. For most Crypto projects, (1) corresponds to technology and products, and (2) corresponds to the market. Sufficient liquidity means that supply exceeds demand, and any product can find a suitable buyer, but in the era of great internal circulation, liquidity is severely scarce, and the only thing a project faces is growth or death.

2. Data growth is growth. It is undeniable that task platforms/community tools/operational activities are playing an increasingly important role, but neither the Marking Team nor the Marketing Agency should rely too much on them and become tool porters. Through the task platform, we achieved social media growth in the community, packaged and wholesaled KOLs to forward repeated information, accumulated GM/GN in Discord to 1000+, and Airdrop Hunter opened 1000 more accounts under incentives. We recruited big investors with 8% fixed income, and finally 500,000 community scale, 1 million daily exposures, 200,000 valid accounts, 1 billion US dollars TVL and other cold data appeared on the financing deck and the exchange listing decision meeting... This is obviously a kind of "real growth", and "real growth" should be highly integrated with product strategy, match the operation route, and maintain a high proportion of retention when non-sustainable factors (such as lottery, short-term incentives, points) are eliminated. A truly excellent CMO should spend 70% of his time on strategic observation and thinking, 20% of his time on making plans, and 10% of his time on execution and achieving 100%+ results.