Thanks for sharing such a detailed proposal. I agree that without a coordinated marketing effort, there’s a real risk that the incentives won’t reach their full potential in terms of visibility and adoption. A discoverability page and unified messaging sound like good first steps to create clarity for both existing community members and new entrants.

One thing I’d suggest is to also consider how these initiatives will connect with ongoing community-driven efforts. For example, making sure that smaller projects within the Arbitrum ecosystem can easily plug into the brand identity and benefit from the visibility. This could maximize the reach of the campaign and ensure it feels inclusive.

It would also be interesting to see how success metrics will be defined — whether in terms of traffic to the discoverability page, growth in active wallets, or engagement on social channels. Having clear KPIs would make it easier to evaluate the effectiveness of the spend and adjust in real time.

Overall, the approach seems solid, and I think coordination between 404 DAO, Rogue House, and the Advisory Council could provide a good balance of execution and oversight. Looking forward to seeing how this develops.

gM @404DAO , I was really looking forward to this initiative, but it seems to have taken a turn at the end. Really appreciate the work you guys did with the calls & feedback. Special thanks to @Cole_404 who was taking the lead in gathering as much feedback as possible.

As shared during the call with @Cole_404 , We at ArbitrumHub have possibly set up a foundation for such initiatives and will ensure that it aligns with all incentive programs. Since we have established the initial foundation and have no timeline issues, we can execute tasks immediately.

We would love to collaborate if interested and explore potential synergies. We appreciate your insights from the one-on-one calls you scheduled.

You can check out the incentive hub here: ArbitrumHub Incentive Programs

Thank you

Thanks for sharing such a detailed proposal. I agree that without a coordinated marketing effort, there’s a real risk that the incentives won’t reach their full potential in terms of visibility and adoption. A discoverability page and unified messaging sound like good first steps to create clarity for both existing community members and new entrants.

One thing I’d suggest is to also consider how these initiatives will connect with ongoing community-driven efforts. For example, making sure that smaller projects within the Arbitrum ecosystem can easily plug into the brand identity and benefit from the visibility. This could maximize the reach of the campaign and ensure it feels inclusive.

It would also be interesting to see how success metrics will be defined — whether in terms of traffic to the discoverability page, growth in active wallets, or engagement on social channels. Having clear KPIs would make it easier to evaluate the effectiveness of the spend and adjust in real time.

Overall, the approach seems solid, and I think coordination between 404 DAO, Rogue House, and the Advisory Council could provide a good balance of execution and oversight. Looking forward to seeing how this develops.

gM @404DAO , I was really looking forward to this initiative, but it seems to have taken a turn at the end. Really appreciate the work you guys did with the calls & feedback. Special thanks to @Cole_404 who was taking the lead in gathering as much feedback as possible.

As shared during the call with @Cole_404 , We at ArbitrumHub have possibly set up a foundation for such initiatives and will ensure that it aligns with all incentive programs. Since we have established the initial foundation and have no timeline issues, we can execute tasks immediately.

We would love to collaborate if interested and explore potential synergies. We appreciate your insights from the one-on-one calls you scheduled.

You can check out the incentive hub here: ArbitrumHub Incentive Programs

Thank you

Thank you @404DAO and Rogue House for bringing forward this proposal.

Arbitrum DAO indeed is investing heavily in growth and ecosystem expansion, with a high annual spending rate dedicated to grants and incentives. The upcoming LTIPP and STIP Bridge incentive programs have been allocated around 60M ARB. While these programs contribute to Arbitrum maintaining its leading position in the L2s landscape, the lack of coordinated marketing and communication activities limits Arbitrum’s short-term growth potential as well as long-term user retention.

As you mentioned, most people are familiar with Base’s Onchain Summer or Optimism’s RetroPGF initiatives, but only active ArbitrumDAO players know about the LTIPP and STIP Bridge programs.

Focusing on fostering a vibrant community of users and builders and with an eye to long-term sustainability, the proposed plan is a step in the right direction.

Thank you @404DAO and Rogue House for bringing forward this proposal.

Arbitrum DAO indeed is investing heavily in growth and ecosystem expansion, with a high annual spending rate dedicated to grants and incentives. The upcoming LTIPP and STIP Bridge incentive programs have been allocated around 60M ARB. While these programs contribute to Arbitrum maintaining its leading position in the L2s landscape, the lack of coordinated marketing and communication activities limits Arbitrum’s short-term growth potential as well as long-term user retention.

As you mentioned, most people are familiar with Base’s Onchain Summer or Optimism’s RetroPGF initiatives, but only active ArbitrumDAO players know about the LTIPP and STIP Bridge programs.

Focusing on fostering a vibrant community of users and builders and with an eye to long-term sustainability, the proposed plan is a step in the right direction.

Thank you again to everyone who provided some great questions! First, we’d like to provide what will hopefully be clarity on the purpose of this proposal by distinguishing from what we’d consider the primary objective and the secondary objectives.

The primary focus of this program is to help maximize the effectiveness of the LTIPP / STIP.b incentive programs by establishing a marketing campaign. The DAO is about to be spending 60m ARB and for only an additional 0.4% of that total cost we hope to address some of the pain points discovered by our conversations from LTIPP applicants, STIP recipients, and other Arbitrum DAO participants.

Arbitrum DAO could be doing a lot more when it comes to marketing and growth strategies. The key insights we presented in the Background Section are likely just a few examples of actions that need to be taken. Additionally, as Pedro mentioned it is very difficult to measure the success of a marketing campaign as we have no concrete data for comparison. Thus as a secondary objective, we’d consider this campaign serving as a pilot program for the DAO, generating data and learnings to lay a foundation for future campaigns in the long term.

Questions from @cp0x:

We completely agree that projects should also be maximizing their own social and marketing channels. However, we would still argue that helping advertise these projects at an ecosystem level is in Arbitrum’s best interest. Generating more noise and content across social media will help bring more attention to the ecosystem. Linea’s Surge campaign that was announced yesterday is a great example of this type of support: an announcement + retweets of the project’s own social posts to boost awareness of projects building in the ecosystem.

Arbitrum's main social accounts are managed by the Foundation, so we can not commit on their behalf that this can be exactly replicated. We have had a promising conversation with their team but there are compliance concerns (as @pedrob mentioned).

We’ve broken down the Program Manager's responsibilities and the amount of time we expect each will take to complete. These responsibilities will mainly be split between 2 team members (@Cole_404 and @Pruitt), with additional help from the other members of the 404 DAO governance team if needed. This does not include the time our team has allocated to get this proposal to this point and due to these being rough estimates we rounded down our request to 50,000 ARB

From our conversations it was clear that it's not a given that users across the industry are aware of these incentives. We admit that we do not have hard data to back this up, but overall, we believe that Arbitrum should be taking every effort to use these programs as an opportunity to reach new users across ecosystems, widening its user base, and showcasing the innovations happening across the ecosystem.

Questions from @pedrob:

After the initial questions on objectives and timelines (addressed above in first paragraph), you next presented several research questions:

We’d agree these are all important questions that the DAO should be working on answering and many of them also came up in our conversations with stakeholders. The findings and answers to these questions should dictate future, larger marketing campaigns. This is mainly why we decided to present this proposal as one campaign instead of a series and kept the timeline relatively short.

Doing this level of research before a LTIPP/STIP.b centered campaign is not possible and by adding it we fear it might complicate the scope of this pilot campaign. There is a new Social Media Fellowship Group from the Onboarding Working Group that has reached out to us and they appear to be working on answering similar questions. There may be an opportunity to collaborate there to have an additional proposal focused on conducting this research.

Regarding concerns on roles and responsibilities:

Advisory Council:

Since this is a pilot program, it is fair to ask why an Advisory Council is necessary. We included a council for primarily two reasons.

1. They serve an important role in understanding and upholding the culture of Arbitrum. While Rogue House is familiar with Arbitrum, we have included previous CMO’s and Founders who have experience creating campaigns within Arbitrum. This is to ensure that the unified brand and content strategy align with the current culture.
2. Other council members bring a vast network and perspective of what is happening in other ecosystems. If additional resources or skills are needed, these people can help us quickly obtain the talent we may need to produce something of high quality.

Regarding KPIs and measurement of council members performance, we are not trying to be dismissive in this case as we’re normally supportive of quantifiable benchmarks, but we are not sure if this is practical. These members will be mainly serving in an advisory role that is in a limited part-time capacity. They are more so in place to provide expertise and guidance, rather than performance.

We would’ve also liked to include members from the Foundation or OCL on the Advisory Council. From what we will admit were brief conversations with our contacts, this appeared like it would not be possible for COI reasons. In the interest of time we did not fully explore this path, but agree that open lines of communication between these parties is crucial and is something we have been working on building over the last month.

Lastly, in the situation that a conflict of interest (COI) is present during any decisions that will be made by the Advisory Council, the PM will make sure the affected council members recuse themselves from the decision. In the case a vote is required for any decision, a COI exists, and there is a tie, then the PM will step-in to break the tie. Additionally, we’d like to note that Rogue House has no existing COI with any of the projects participating in the LTIPP or STIP.b programs.

Rogue House:

Rogue House has prepared a data room with some examples of their work. They are a newer agency but will be on the community call on Monday to share more about their background.

Project Manager:

404 DAO will be providing comprehensive reports that include insights from the marketing activities, budgeting, and any other relevant updates. To clarify, the marketing reports will be created in tandem with the marketing agency but is the responsibility of the PM to bring to the DAO for reporting purposes.

Measuring Success:

As you mentioned, in order to measure success we need to create a baseline. With LTIP in the works, it is our understanding that there will be additional needs for marketing campaigns which can use the data from this pilot program to measure success. You are correct though in that it may be difficult to distinguish the results of the marketing campaign from the incentive programs themselves. We believe their success goes hand in hand.

Compliance concerns:

We have not conducted a study, but compliance is an important consideration and something that we and Rogue House are aware of.

Questions from @jameskbh:

You are correct that this initiative started with a focus on discoverability and that is still an important objective. We will be addressing the discoverability issue by tagging protocols on the Arbitrum Portal, creating a Layer3 ecosystem map, and a Notion Hub. The incentive program identity rebrand/unification is another key piece that will help increase the exposure of these protocols to a broader audience (explained in more detail below).

In regards to execution, Rogue House will be responsible for building the foundational program messaging and visual identity, which is an important first step prior to the detailed execution strategy. The foundational decisions will inform and dictate the content strategy direction. This is also why the unified brand is paramount, making sure the campaign identity is cohesive helps ensure more effective & consistent communication in content across all channels. A unique look, feel, and tone of voice helps users immediately recognize the program over time. Also, to be clear, when referring to branding in this case we are not attempting to do a massive rebrand of the Arbitrum DAO. This is only for the campaign itself; similar examples are Onchain Summer or Linea Surge.

The agency budget covers the details of the execution strategy we know will happen. Paid ads for example may be a part of the overall crafted strategy and is why we’ve included the reserve budget to help cover additional ideas.

We hope this provided some clarity around the program and answered your questions.

gmgm! Given that the proposal indicates plans to upload it to Snapshot tomorrow, I wanted to share some extensive thoughts I had and ask a few questions or raise concerns that might already have answers.

Firstly, I think the idea of running a marketing campaign is very good and necessary. This will help create awareness and attract more users to the chain. There is no point in distributing incentives if no one knows they are being distributed. So I fully support the idea and appreciate the proposal.

However, before launching the marketing campaign hastily (I understand the reasons, as the incentive distribution timeline is tight), I need to understand if there is clarity in the objectives.

From what I read in the proposal, the research conducted was on Arbitrum DAO participants (Arbitrum Foundation, Offchain Labs (OCL), STIP participants, LTIPP applicants, delegates, and marketing leaders within the Arbitrum ecosystem).

Their input is indeed very valuable and necessary, but:

From what I understand from the identified core pain points, the marketing campaign is not directed to them. Nor is it directed to Arbitrum users, although it would be beneficial if it were.

Do we have data on why users from other chains are not coming to Arbitrum? Is it because they don't know what's going on? Is it because they're not interested? Is it because they prefer another technology? Is it because they're afraid? Is it because they don't trust the bridges?

Knowing the reasons why users who aren't coming to Arbitrum are not coming will make the campaign more successful by having clear objectives and more easily measurable results.

If it's because they don't know? The objective is for them to know, not necessarily for them to come (at a first iteration of the program). So it won't be necessary to measure if DAU/MAU increased, but if awareness did.

If it's because they're not interested? We'll know we need to do something different to attract them. (ie. focus marketing campaigns in gaming? memecoins? whatever)

If it's because they prefer another technology? Maybe that user is not reachable.

If it's because they're afraid? Probably campaigns offering APRs and complex financial products are not the best way to attract them.

On the other hand, I have some questions about the roles and their responsibilities.

Advisory Council.

The proposal mentions the formation of an Advisory Council to:

My initial reaction to reading about this Council was that it is a bad idea because I saw a potential conflict of interest, as the Council members are part of protocols that will receive incentives. Can we ensure that they will pursue the best interests of the DAO? Or will they pursue the interests of their own protocols? Let me be clear that I am not accusing anyone of anything, and I highly value the contributions of each member to the DAO. I would say the same about anyone.

Secondly, there is no way to measure the performance of this Council. After all, the marketing actions will be carried out by the agency. I find it difficult to see how there could be any accountability to the DAO for the work being done.

Something I understood after talking with @JoJo is that the intention of this program is not exclusively to market LTIPP / B.STIPP but to promote Arbitrum in general, which wasn't entirely clear to me when reading the proposal due to its focus and the timing coinciding with the distribution of incentives.

Therefore, I understand that having Advisors who understand Arbitrum culture makes sense. I would like to see a member from the foundation / OCL in one of these positions. Synergy with these teams is crucial.

Now, I would like two things regarding this role:

• KPIs should be set to understand if their contribution is effective. There should be a way to measure their performance.

• The PM should commit to making efforts to avoid situations where there may be a conflict of interest regarding the advice being given.

Additionally, I suggest extending the timeline (I will elaborate on this later).

Marketing Agency - Rouge House

I have nothing against Rouge House, but I can't support them either if no information is provided. Not even a website or social media presence. It would be great to understand who they are and what their background is.

Do they have any experience with web 3 marketing campaigns? Can they demonstrate results from previous campaigns?

Program Manager - 404 DAO.

I believe this role is necessary and crucial.

Something I don't understand is the commitment to preparing performance reports. Isn't that part of the marketing agency responsibilities? From what I understand, agencies execute marketing actions and are responsible for providing reports with the results.

The multisig

I think it's a good idea not to create another multisig, especially since the creation of a new one for all programs is being discussed. Also because I find unnecessary to create more costs given that you have others in place you could take advantage of. It would be ideal to use the LTIPP or BSTIP multisig instead.

Regarding the program in general

I think the initiative is very good and important, so I appreciate all the effort and work that 404 DAO has put into preparing it.

However, I have concerns about the timeline and objectives.

The proposed three-month timeline for the marketing campaign will coincide with the distribution of incentives from the LTIPP / B.STIP. This will obviously boost metrics such as social media interactions, user numbers, volume, TVL, etc.

How will it be possible to measure the results of the campaign if such a large incentive program is running simultaneously? How will the success of the campaign be distinguished from the success of the incentive program?

Regarding the objectives:

The objectives outlined are more about establishing communication channels where Arbitrum and other chain users can obtain information about what's going on. They are not so much about measuring whether those channels were effective in addressing the three core pain points identified in the proposal.

This makes sense to me because it is very difficult to measure the success of a marketing campaign if we are starting from scratch and there is no concrete data for comparison.

Therefore, I believe this proposal should be designed for a longer term than just three months and should be planned as a series of campaigns. An initial three-month iteration could lay the foundations for the communication channels and metrics can be gathered to improve and iterate on future campaigns, especially to measure results when there are no incentives involved.

Hence, I think the timeline of the proposal should be extended to a minimum of six months and up to a year.

Last but not least, was there any study or analysis of the legal consequences of launching marketing or communication campaigns about financial products? There are laws regarding how this should be done to avoid violating US or other countries' laws. By communicating in English, you will be targeting an audience from many countries that have advertising regulations.

Again, thank you, and I hope my feedback, though lengthy, is useful for the proposal :)

Thank you for the detailed feedback and questions @pedrob and @cp0x. Our team is currently working on addressing each of those points and will be posting a response soon.

A few other updates we'd like to share:

Multisig: @JoJo and @juanbug have agreed to be the other signers in the event that a new multisig is created.

Additionally, a few other delegates asked about using Entropy's proposed Multi-sig Support Service. We are open to using this service if it passes and is created in time for this program.

Advisory Council: We are excited to share that Justin Vogel, Co-Founder of Safary Club, and Kseniia Baziian, former CMO of Premia Finance, will be rounding out the Advisory Council. Both of these individuals bring several years of web3 marketing & growth experience and an expansive network to help the program accomplish its goals. We have updated the budget to reflect this change.

Community Call: We will be hosting 1-2 community calls to give delegates a chance to ask questions and hear from Rogue House. Exact times and call links will be shared on the forums beforehand.

Good direction, marketing is necessary for Arbitrum.

However, I have a few doubts, namely:

1. It is a little strange that Arbitrum will advertise participation in projects, which in turn are financed by Arbitrum itself. Where is the participation of projects? Why will they receive not only grants, but also free advertising?
2. An incentive for a manager of 50,000 ARB is overkill, in my opinion
3. Does it make sense to advertise specifically grants? Anyone who wants to make money from grants knows about them. Both projects and users. Arbitrum - top L2 solution

This is something we need and definitely excited of.

While there could be a critic on the fact that some choices are "already made", is likely more positive to have what is basically a pilot launch of this, during a real important event for our dao (stip/ltip), compared to just going through all the selection process. I think the tradeoff in this case is definitely skewed on the "doing it now, test it with an important program, let's setup something new for our dao". We can always adjust later down the road.

Congrats to @Pruitt and @Cole_404 that had a tons of calls with a tons of people to set this up in time. Nice job!

Thank you again to everyone who provided some great questions! First, we’d like to provide what will hopefully be clarity on the purpose of this proposal by distinguishing from what we’d consider the primary objective and the secondary objectives.

The primary focus of this program is to help maximize the effectiveness of the LTIPP / STIP.b incentive programs by establishing a marketing campaign. The DAO is about to be spending 60m ARB and for only an additional 0.4% of that total cost we hope to address some of the pain points discovered by our conversations from LTIPP applicants, STIP recipients, and other Arbitrum DAO participants.

Arbitrum DAO could be doing a lot more when it comes to marketing and growth strategies. The key insights we presented in the Background Section are likely just a few examples of actions that need to be taken. Additionally, as Pedro mentioned it is very difficult to measure the success of a marketing campaign as we have no concrete data for comparison. Thus as a secondary objective, we’d consider this campaign serving as a pilot program for the DAO, generating data and learnings to lay a foundation for future campaigns in the long term.

Questions from @cp0x:

We completely agree that projects should also be maximizing their own social and marketing channels. However, we would still argue that helping advertise these projects at an ecosystem level is in Arbitrum’s best interest. Generating more noise and content across social media will help bring more attention to the ecosystem. Linea’s Surge campaign that was announced yesterday is a great example of this type of support: an announcement + retweets of the project’s own social posts to boost awareness of projects building in the ecosystem.

Arbitrum's main social accounts are managed by the Foundation, so we can not commit on their behalf that this can be exactly replicated. We have had a promising conversation with their team but there are compliance concerns (as @pedrob mentioned).

We’ve broken down the Program Manager's responsibilities and the amount of time we expect each will take to complete. These responsibilities will mainly be split between 2 team members (@Cole_404 and @Pruitt), with additional help from the other members of the 404 DAO governance team if needed. This does not include the time our team has allocated to get this proposal to this point and due to these being rough estimates we rounded down our request to 50,000 ARB

From our conversations it was clear that it's not a given that users across the industry are aware of these incentives. We admit that we do not have hard data to back this up, but overall, we believe that Arbitrum should be taking every effort to use these programs as an opportunity to reach new users across ecosystems, widening its user base, and showcasing the innovations happening across the ecosystem.

Questions from @pedrob:

After the initial questions on objectives and timelines (addressed above in first paragraph), you next presented several research questions:

We’d agree these are all important questions that the DAO should be working on answering and many of them also came up in our conversations with stakeholders. The findings and answers to these questions should dictate future, larger marketing campaigns. This is mainly why we decided to present this proposal as one campaign instead of a series and kept the timeline relatively short.

Doing this level of research before a LTIPP/STIP.b centered campaign is not possible and by adding it we fear it might complicate the scope of this pilot campaign. There is a new Social Media Fellowship Group from the Onboarding Working Group that has reached out to us and they appear to be working on answering similar questions. There may be an opportunity to collaborate there to have an additional proposal focused on conducting this research.

Regarding concerns on roles and responsibilities:

Advisory Council:

Since this is a pilot program, it is fair to ask why an Advisory Council is necessary. We included a council for primarily two reasons.

1. They serve an important role in understanding and upholding the culture of Arbitrum. While Rogue House is familiar with Arbitrum, we have included previous CMO’s and Founders who have experience creating campaigns within Arbitrum. This is to ensure that the unified brand and content strategy align with the current culture.
2. Other council members bring a vast network and perspective of what is happening in other ecosystems. If additional resources or skills are needed, these people can help us quickly obtain the talent we may need to produce something of high quality.

Regarding KPIs and measurement of council members performance, we are not trying to be dismissive in this case as we’re normally supportive of quantifiable benchmarks, but we are not sure if this is practical. These members will be mainly serving in an advisory role that is in a limited part-time capacity. They are more so in place to provide expertise and guidance, rather than performance.

We would’ve also liked to include members from the Foundation or OCL on the Advisory Council. From what we will admit were brief conversations with our contacts, this appeared like it would not be possible for COI reasons. In the interest of time we did not fully explore this path, but agree that open lines of communication between these parties is crucial and is something we have been working on building over the last month.

Lastly, in the situation that a conflict of interest (COI) is present during any decisions that will be made by the Advisory Council, the PM will make sure the affected council members recuse themselves from the decision. In the case a vote is required for any decision, a COI exists, and there is a tie, then the PM will step-in to break the tie. Additionally, we’d like to note that Rogue House has no existing COI with any of the projects participating in the LTIPP or STIP.b programs.

Rogue House:

Rogue House has prepared a data room with some examples of their work. They are a newer agency but will be on the community call on Monday to share more about their background.

Project Manager:

404 DAO will be providing comprehensive reports that include insights from the marketing activities, budgeting, and any other relevant updates. To clarify, the marketing reports will be created in tandem with the marketing agency but is the responsibility of the PM to bring to the DAO for reporting purposes.

Measuring Success:

As you mentioned, in order to measure success we need to create a baseline. With LTIP in the works, it is our understanding that there will be additional needs for marketing campaigns which can use the data from this pilot program to measure success. You are correct though in that it may be difficult to distinguish the results of the marketing campaign from the incentive programs themselves. We believe their success goes hand in hand.

Compliance concerns:

We have not conducted a study, but compliance is an important consideration and something that we and Rogue House are aware of.

Questions from @jameskbh:

You are correct that this initiative started with a focus on discoverability and that is still an important objective. We will be addressing the discoverability issue by tagging protocols on the Arbitrum Portal, creating a Layer3 ecosystem map, and a Notion Hub. The incentive program identity rebrand/unification is another key piece that will help increase the exposure of these protocols to a broader audience (explained in more detail below).

In regards to execution, Rogue House will be responsible for building the foundational program messaging and visual identity, which is an important first step prior to the detailed execution strategy. The foundational decisions will inform and dictate the content strategy direction. This is also why the unified brand is paramount, making sure the campaign identity is cohesive helps ensure more effective & consistent communication in content across all channels. A unique look, feel, and tone of voice helps users immediately recognize the program over time. Also, to be clear, when referring to branding in this case we are not attempting to do a massive rebrand of the Arbitrum DAO. This is only for the campaign itself; similar examples are Onchain Summer or Linea Surge.

The agency budget covers the details of the execution strategy we know will happen. Paid ads for example may be a part of the overall crafted strategy and is why we’ve included the reserve budget to help cover additional ideas.

We hope this provided some clarity around the program and answered your questions.

gmgm! Given that the proposal indicates plans to upload it to Snapshot tomorrow, I wanted to share some extensive thoughts I had and ask a few questions or raise concerns that might already have answers.

Firstly, I think the idea of running a marketing campaign is very good and necessary. This will help create awareness and attract more users to the chain. There is no point in distributing incentives if no one knows they are being distributed. So I fully support the idea and appreciate the proposal.

However, before launching the marketing campaign hastily (I understand the reasons, as the incentive distribution timeline is tight), I need to understand if there is clarity in the objectives.

From what I read in the proposal, the research conducted was on Arbitrum DAO participants (Arbitrum Foundation, Offchain Labs (OCL), STIP participants, LTIPP applicants, delegates, and marketing leaders within the Arbitrum ecosystem).

Their input is indeed very valuable and necessary, but:

From what I understand from the identified core pain points, the marketing campaign is not directed to them. Nor is it directed to Arbitrum users, although it would be beneficial if it were.

Do we have data on why users from other chains are not coming to Arbitrum? Is it because they don't know what's going on? Is it because they're not interested? Is it because they prefer another technology? Is it because they're afraid? Is it because they don't trust the bridges?

Knowing the reasons why users who aren't coming to Arbitrum are not coming will make the campaign more successful by having clear objectives and more easily measurable results.

If it's because they don't know? The objective is for them to know, not necessarily for them to come (at a first iteration of the program). So it won't be necessary to measure if DAU/MAU increased, but if awareness did.

If it's because they're not interested? We'll know we need to do something different to attract them. (ie. focus marketing campaigns in gaming? memecoins? whatever)

If it's because they prefer another technology? Maybe that user is not reachable.

If it's because they're afraid? Probably campaigns offering APRs and complex financial products are not the best way to attract them.

On the other hand, I have some questions about the roles and their responsibilities.

Advisory Council.

The proposal mentions the formation of an Advisory Council to:

My initial reaction to reading about this Council was that it is a bad idea because I saw a potential conflict of interest, as the Council members are part of protocols that will receive incentives. Can we ensure that they will pursue the best interests of the DAO? Or will they pursue the interests of their own protocols? Let me be clear that I am not accusing anyone of anything, and I highly value the contributions of each member to the DAO. I would say the same about anyone.

Secondly, there is no way to measure the performance of this Council. After all, the marketing actions will be carried out by the agency. I find it difficult to see how there could be any accountability to the DAO for the work being done.

Something I understood after talking with @JoJo is that the intention of this program is not exclusively to market LTIPP / B.STIPP but to promote Arbitrum in general, which wasn't entirely clear to me when reading the proposal due to its focus and the timing coinciding with the distribution of incentives.

Therefore, I understand that having Advisors who understand Arbitrum culture makes sense. I would like to see a member from the foundation / OCL in one of these positions. Synergy with these teams is crucial.

Now, I would like two things regarding this role:

• KPIs should be set to understand if their contribution is effective. There should be a way to measure their performance.

• The PM should commit to making efforts to avoid situations where there may be a conflict of interest regarding the advice being given.

Additionally, I suggest extending the timeline (I will elaborate on this later).

Marketing Agency - Rouge House

I have nothing against Rouge House, but I can't support them either if no information is provided. Not even a website or social media presence. It would be great to understand who they are and what their background is.

Do they have any experience with web 3 marketing campaigns? Can they demonstrate results from previous campaigns?

Program Manager - 404 DAO.

I believe this role is necessary and crucial.

Something I don't understand is the commitment to preparing performance reports. Isn't that part of the marketing agency responsibilities? From what I understand, agencies execute marketing actions and are responsible for providing reports with the results.

The multisig

I think it's a good idea not to create another multisig, especially since the creation of a new one for all programs is being discussed. Also because I find unnecessary to create more costs given that you have others in place you could take advantage of. It would be ideal to use the LTIPP or BSTIP multisig instead.

Regarding the program in general

I think the initiative is very good and important, so I appreciate all the effort and work that 404 DAO has put into preparing it.

However, I have concerns about the timeline and objectives.

The proposed three-month timeline for the marketing campaign will coincide with the distribution of incentives from the LTIPP / B.STIP. This will obviously boost metrics such as social media interactions, user numbers, volume, TVL, etc.

How will it be possible to measure the results of the campaign if such a large incentive program is running simultaneously? How will the success of the campaign be distinguished from the success of the incentive program?

Regarding the objectives:

The objectives outlined are more about establishing communication channels where Arbitrum and other chain users can obtain information about what's going on. They are not so much about measuring whether those channels were effective in addressing the three core pain points identified in the proposal.

This makes sense to me because it is very difficult to measure the success of a marketing campaign if we are starting from scratch and there is no concrete data for comparison.

Therefore, I believe this proposal should be designed for a longer term than just three months and should be planned as a series of campaigns. An initial three-month iteration could lay the foundations for the communication channels and metrics can be gathered to improve and iterate on future campaigns, especially to measure results when there are no incentives involved.

Hence, I think the timeline of the proposal should be extended to a minimum of six months and up to a year.

Last but not least, was there any study or analysis of the legal consequences of launching marketing or communication campaigns about financial products? There are laws regarding how this should be done to avoid violating US or other countries' laws. By communicating in English, you will be targeting an audience from many countries that have advertising regulations.

Again, thank you, and I hope my feedback, though lengthy, is useful for the proposal :)

Thank you for the detailed feedback and questions @pedrob and @cp0x. Our team is currently working on addressing each of those points and will be posting a response soon.

A few other updates we'd like to share:

Multisig: @JoJo and @juanbug have agreed to be the other signers in the event that a new multisig is created.

Additionally, a few other delegates asked about using Entropy's proposed Multi-sig Support Service. We are open to using this service if it passes and is created in time for this program.

Advisory Council: We are excited to share that Justin Vogel, Co-Founder of Safary Club, and Kseniia Baziian, former CMO of Premia Finance, will be rounding out the Advisory Council. Both of these individuals bring several years of web3 marketing & growth experience and an expansive network to help the program accomplish its goals. We have updated the budget to reflect this change.

Community Call: We will be hosting 1-2 community calls to give delegates a chance to ask questions and hear from Rogue House. Exact times and call links will be shared on the forums beforehand.

Good direction, marketing is necessary for Arbitrum.

However, I have a few doubts, namely:

1. It is a little strange that Arbitrum will advertise participation in projects, which in turn are financed by Arbitrum itself. Where is the participation of projects? Why will they receive not only grants, but also free advertising?
2. An incentive for a manager of 50,000 ARB is overkill, in my opinion
3. Does it make sense to advertise specifically grants? Anyone who wants to make money from grants knows about them. Both projects and users. Arbitrum - top L2 solution

This is something we need and definitely excited of.

While there could be a critic on the fact that some choices are "already made", is likely more positive to have what is basically a pilot launch of this, during a real important event for our dao (stip/ltip), compared to just going through all the selection process. I think the tradeoff in this case is definitely skewed on the "doing it now, test it with an important program, let's setup something new for our dao". We can always adjust later down the road.

Congrats to @Pruitt and @Cole_404 that had a tons of calls with a tons of people to set this up in time. Nice job!