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>To expand hardware, first expand software.
Although we are now recognized as a ``VTuber company,'' when we were founded six years ago, we were a ``VR company.''
I wanted to create a service that provides Metaverse space, but it reached its peak prematurely, and I managed to overcome the management crisis of being on the verge of shorting out funds, and started by selling "Virtual Talent", which would be the main content in Metaverse space. By changing the direction of our strategy, we were finally able to make it to the starting line.
>We withdrew from the field of VR itself, which we envisioned when we first started, and changed our policy to ``use VR technology to move and play two-dimensional characters'', which led to what we have today. It all started when I saw developers in the VR industry using motion capture technology to move and play characters. After trying it myself and realizing that it was interesting, I changed my way of thinking.
>No matter what phase I went through, I feel that I did not grow smartly at all, but instead managed to grow through brute force.
>In the end, I think this order was correct.
>I'm from the Famicom generation, born in 1973, so I'll use the Famicom as an analogy. The Famicom game console was not an explosive hit just because it was the "first" game console to be released. Before the release, we installed software called game content in machines installed in common spaces of game centers and bathing facilities so that as many people as possible could experience the fun of games. It was because we introduced the Famicom with the slogan, ``You can enjoy it,'' that it became such a hit.
>In other words, first we have the software, and then we release the hardware that makes it easy to enjoy the software. If we were to apply this to our business, we would be at the stage where we were finally able to create the early version of Donkey Kong for game arcades.
>So, NOW is the starting line. The REAL thing is about to begin.
