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Your best bet is to wait for your elixir to charge up so that you're able to drop at least two troops at one time to maximize your effectiveness. Attacking in pairsĪs you continue to play through Clash Royale, you'll quickly learn that it's a poor strategy to send one troop type in all alone on a rush. Don't be a selfish jerk and get yourself kicked out of a clan, as that's no fun for anyone. Just keep in mind that Clan leaders are looking for active members who donate cards as often as they request them. Whether you're starting your own clan with some friends, or simply joining a random clan, the benefits you get from joining a clan are totally worth it.
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You can chat and trade strategies with your clanmates, and play friendly matches for free which can again help you better strategize your attacks and become a smarter player. Then there's the social aspect of joining a clan.
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Leveling up your King Level increases your tower's HP, and you need gold to upgrade your cards (which also helps increase your King level), so it's quite advantageous to join up early and be an active member in your clan. You're also able to gain gold and King level points faster by donating extra cards to your other clan mates. For starters, you're able to request cards from your fellow clan members which helps you to level up your favourite cards a bit quicker than randomly waiting for them to appear in your Victory Chests. Joining a clan is a good idea for a multitude of reasons.
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But, you know, it’s kind of a second-order result.Once you reach King Level 3, you unlock the ability to join a clan. A lot of the things that we thought about the interplay of channels slowly fell away and that was accelerated by the pandemic. It won’t limit our options for partners in the bricks-and-mortar landscape as much as it used to. For us, it was just an obvious choice and a good decision. The options accessible to a retail brand are no longer as stigmatised as they used to be. I think we’ll still go into retail on the same timeline, but we’ve accelerated Amazon. ‘We had a view of, ‘OK, we’re going to have a mass retail partner and we’re going to do a Harry’s-style launch, then we can add on online channels as we want and need.’ But obviously, that’s not going to happen because of the coronavirus. But we believed we had to be omni-channel from the beginning – we never had the illusion that retail would be enough. For us, that was starting with direct to consumer as a way to build the brand and educate consumers about the space we’re playing in. ‘Our go-to-market strategy was very much tied to the sequencing of what channels we wanted to sell in. Did your plan end up reflecting reality? What did you get right or wrong?Ī. How are we going to convince people to believe in us and be excited about this idea?’ Q. And so, it was like: OK, this can’t happen if we don’t have the right partners. What’s your plan to get the right people involved? For us, we’re a three-person founding team and we all approached this opportunity from the business and consumer perspective, but none of us are scientists or doctors. Beyond validating the idea and what you need to tell a story that logically holds up are the tactics of who you need to make this come to life. That’s the highest-level and best place to start. ‘Ask yourself: what are my biggest questions? What are my assumptions about why this should work? And then what are all the things that would be reasons why they don’t? What are the data points I need to support my intuition that it should work? Be very methodical and force yourself to articulate, list, research, pull information and talk to consumers to validate or invalidate those initial points. What advice would you give a small business owner trying to figure out their plan?Ī. So I think those two, exercised in conjunction, really, were our business plan.’ I spent a lot of time building on and thinking through what story the numbers told – the options we thought we had, what the numbers said and what we could really do. Then the next step, obviously, as we took money from institutional investors, was our model. Implied in that was our financing strategy, just by nature of the conversation. Our pitch deck effectively was the plan – it said how we’re different, where we were playing in terms of our product, what channels we see ourselves selling in and our go-to-market strategy.
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Did investors ask for a particular format for reading your plan?Ī. And in answering that long list of questions, our business plan emerged.’ Q. This became the narrative we told externally.
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In creating that pitch, we started very broadly with an outline, effectively, of a diligence list. ‘Our business plan was more our investor pitch than anything else.