I'll actually promote it to our community members, especially those who are active cloud users. They can invite more than fifty to a hundred people. The activation rate is usually around ten percent. With our Japanese video team doing a good job, we've had pretty good communication and are maintaining our goal for quality.
I think we can utilize not only our in-house CRM system, but also other tools that use AI to evaluate important information. We developed a Telegram manager bot and invited it to all new groups. Currently, I've added it to more than 50 groups. Using the bot, I can identify issues, programs, and questions. The agent helps find key opinion leaders (KOLs). Managing existing keywords is possible, but it's much harder to find new operational keywords or new clients.
To find new KOLs, you can look at their social media: how many followers they have, views, feedback, and likes. We don't have direct connections with some new KOLs, so having an agent or platform helps. If you have a good platform, maybe everyone in different regions can use it. I use my personal computer to locate Telegram channels, not platforms like Twitter or YouTube. The first step is to find good new KOLs and communities, then we can reach out and build a relationship with them.
We built a CRM using AI. The SAM system is working. In the past, we had a product to promote—like a prediction market, RWA, or a new card—and a budget to spend. The challenge was choosing good channels quickly. Now, we build a network daily. We select good communities and KOLs, contact them, and build standard relationships, like referral systems. We can evaluate their performance, and when we have a product to promote, we choose the best fits to do the promotion.
Every product is different, so local market teams need to build strong networks. The bigger and stronger the network, the better. We can comment on each KOL: their price, strengths and weaknesses, and which products they fit. Over time, with experience in the local market, our channels become stronger. Reviewing promotion effectiveness helps us improve. Building a daily system is a big change from how things were done before.
This approach leverages our existing office and community resources. There are opportunities to join more channels and expand topics. In Japan, there are communities with over 20 million members working on networking business models. By participating in offline communities, we can double our reach.
When looking at the full process—from finding potential KOLs to outreach to partnership—the key bottleneck is often identifying and connecting with new KOLs. Sharing best practices and effective data points is helpful. I’m considering using external resources to identify good keywords, but feedback from Japanese marketing friends suggests some local offices aren’t good at targeting specific areas. Our solution might involve senior leaders or asking current KOLs to invite new ones. Getting feedback from videos and community members helps structure this process.
Before joining this company, annual users were around 3,000, but we believe we can grow from 3,000 to 4,000 or more. Additional changes include quantity discounts and legal crypto payments. Relationships with traditional media, like newspapers, are also being built. However, obstacles remain, such as branding and legal concerns. For example, renaming the brand could help gain loyalty and legal support for crypto payment solutions, making promotions more effective.
Promoting products in public networks and social media can be challenging. In Japan, the regulatory attitude toward prediction markets is strict; such markets are completely illegal locally. People use foreign markets via VPNs, but as a company, we advise residents not to use these markets. The government’s rules are clear—gambling is illegal, and local residents can't access some sites.
Despite legal barriers, there's strong demand for prediction markets. We tested in the company and had about 200 Chinese users active daily. If we can find ways to grow the user base, cooperation with local companies is possible. Another learning is that, in Japan’s market, the adoption of new products has slowed. Many people now rely on big, reliable products rather than trying new ones. Building tight relationships with established players can maximize the effect of our outreach.
Currently, the biggest bottlenecks include legislative issues and the technical complexity of the market. For example, about 55 percent of income in Japan can go to capital profit, and regulations can be challenging for decentralized exchanges. We’ll need ongoing discussion and strategy to continue addressing these issues.
