INTO Incentive is Governance opens up new changes in user participation

As the tide of Web3 swept in, projects emerged one after another. In this fierce competition, how to stimulate community vitality and build consensus among multiple parties has become the key to the success of the project. Among the many players, the world-renowned Web3 social application INTO is shining with its unique incentive mechanism design. INTO seems to have found a key to unlock the hearts of users, constantly refreshing the industrys understanding of incentives.

1. The digital economy calls for a new paradigm of “benefit sharing”

In the Web2 era, the operating logic of social platforms is basically the same: the platform provides services, users contribute content and attention, and the platform monetizes through advertising and other means. In this process, although users are content creators, the platform is the biggest beneficiary. This model leads to two problems: first, users lack the motivation to participate in platform governance, and second, the platform is prone to making decisions that deviate from the interests of users.

The emergence of Web3 provides a new possibility to solve this problem. Through blockch人工智能n technology, the Web3 platform can quantify the users contribution into tokens, grant users the right to govern the platform, and truly realize users are shareholders. This token incentive + user governance model is called incentive is governance. It allows users to be not only content creators, but also owners and governors of the platform.

Why is the incentive mechanism so important? This starts with the essence of the digital economy era. In this era, users are no longer passive consumers, but content creators, product shapers, and ecosystem builders. The success of the platform increasingly depends on stimulating the initiative and creativity of every participant.

However, the traditional incentive model has been unable to adapt to this change. Simple economic incentives, such as token rewards, can attract a large number of users in the short term, but it is difficult to form long-term stickiness. Users come and go in a hurry, and community building lacks internal motivation. And a single governance incentive, such as giving users voting rights, is difficult to mobilize the enthusiasm of widespread participation.

The Web3 era calls for a new incentive paradigm. This paradigm should respect the contribution of each participant, allowing them to share value while creating value; it should vary from person to person and from time to time, providing personalized growth paths for different users; it should stimulate the endogenous motivation of the community, bind individual interests with collective interests, and achieve sustainable 发展. This is the core of interest sharing.

2. Flexible and rigorous “combination punch”

Based on a deep understanding of the concept of benefit sharing, INTO has created a unique incentive mechanism. This mechanism is like a Rubiks Cube, which looks simple but contains mysteries. Every turn can stimulate the communitys surging power.

INTO breaks down incentives into three dimensions: traffic generation, consensus, and growth. Each dimension has targeted incentive tools, which together form a three-dimensional combination.

In terms of traffic generation, INTO launched the Social Earning campaign. Through TOX rewards and Genesis airdrops, seed users are quickly gathered to generate fission-like dissemination. This move can be described as incentives and marketing, leveraging the largest amount of traffic with the smallest cost.

In terms of consensus, INTO has recently launched the ultimate destruction weapon and launched an epic destruction mechanism to completely benefit community users. By continuously destroying most of the tokens, INTO will continue to give value back to the community, so that the interests of token holders are deeply bound to the interests of the platform. At the same time, destruction itself is also a consensus game, allowing everyone to become a believer and evangelist of the project. This move can be said to be incentives and consensus, using economic means to unite people.

In terms of growth, INTO provides personalized incentives for different users. Content creators can get traffic inclination and creation rewards, community builders can get governance and decision-making rights, and developers can get ecological funds and technical support. This set of differentiated incentives allows everyone to find the position and growth path that best suits them. This move can be said to be motivation and growth, using warmth to mobilize everyones enthusiasm.

And at different stages, INTO always adheres to the idea of agile innovation. Through continuous data feedback and community interaction, INTO always has insight into changes in user needs and optimizes the rhythm and intensity of incentives. For example, according to changes in community activity, the TOX release curve is dynamically adjusted; according to the level of user creative enthusiasm, the reward policy is flexibly adjusted. This timely response allows incentives to truly change with the times and adapt to local conditions.

III. How does INTO achieve “incentives are governance”?

INTOs incentive is governance is mainly achieved through two core mechanisms: one is the TOX token economy, and the other is the DAO governance structure.

In terms of token economy, TOX is not only an incentive, but also a governance tool. Holding TOX not only means that you can share the growth dividend of the platform, but also means that you have the right to participate in the governance of the platform. INTO ensures that the token is balanced between incentives and governance through a carefully designed TOX distribution and release curve. At the same time, INTO has also set up TOX usage scenarios, such as mortgaging to obtain resources, participating in major decision-making voting, etc., making TOX a link between users and the platform.

In terms of DAO governance, INTO is gradually building a decentralized autonomous organization. Through DAO, INTO will hand over major decision-making power to the community, and TOX holders will decide the development direction of the platform through proposals and voting. This user-as-manager model gives every participant a real sense of ownership. At the same time, INTO has also introduced the concept of representative system, which makes decision-making more efficient and professional by electing community representatives.

Of course, achieving incentives are governance is not something that can be achieved overnight. INTO is still constantly improving the relevant infrastructure, such as establishing a transparent on-chain governance mechanism, developing convenient DAO tools, optimizing proposal and voting processes, etc. It can be foreseen that with the continuous development of the INTO ecosystem, its practice of incentives are governance will continue to deepen, providing more reference and inspiration for the industry.

In summary, INTOs incentive is governance practice has created a new possibility for Web3 social networking. It is not only a means of motivating users, but also a philosophy of empowering users. By transforming users into owners and governors of the platform, INTO is reshaping the power structure and ecological architecture of social platforms.

The significance of this change lies not only in giving users more rewards and power, but also in shaping a new community culture – a culture of self-governance, co-construction and sharing. In this culture, everyone is a participant and builder of the ecosystem, has the opportunity to exert their influence, and can share the fruits of ecosystem development.

This article is sourced from the internet: INTO Incentive is Governance opens up new changes in user participation

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