A Media Communication Handbook for Crypto Entrepreneurs to Read

Writing by: Paul Cafiero, a16z Marketing Team Communications Partner

Translation by: Saoirse, Foresight News

“Communications” (often abbreviated as “comms” in English) is a comprehensive term that refers to the strategic systems enterprises develop to effectively communicate with various audiences—including employees, media, investors, and other stakeholders.

The core scope of communications includes: creating original content on official websites and social media platforms (also known as “direct voice,” meaning reaching audiences directly without relying on third-party channels); writing thought leadership articles; coordinating internal communication to ensure message synchronization; establishing collaborations with opinion leaders (KOLs) to leverage their influence for message dissemination; and simultaneously striving for organic traffic (non-paid promotion) and participation in paid activities and public speaking opportunities. Additionally, communications inevitably involve media engagement (public relations, PR), which is a vital channel for companies to convey information externally.

No single communication strategy or execution method is inherently superior to others. Therefore, determining which approach best fits one’s needs becomes a key issue.

In this article, I will systematically explain how to build a communication strategy, what core methods can be employed to achieve goals, and clarify that—even though traditional media relations may have a poor reputation in some tech circles— for startups, it remains an important tool for precisely conveying brand messages and expanding influence.

How to Build a Scientific Communication Strategy

My core thinking model for constructing a communication strategy revolves around answering these three key questions:

What are your core business objectives? (e.g., expanding users, attracting investments, establishing industry reputation)

To achieve this goal, which key audiences must be reached? (e.g., potential customers, industry investors, developers)

What are the optimal methods to reach these audiences?

The central focus of all considerations is the company’s “information core and narrative logic”— that is, the core issues your team is committed to solving, the industry or social value created after solving these issues (what the world will look like), and which groups will directly benefit in this “new scenario.”

Regardless of who the communication targets are or what media are used (such as text, video, offline events), the company’s core narrative and information core should remain consistent— this is the foundation for building brand awareness. However, for different audiences, content emphasis should vary: for example, investors care more about business data, profit models, and future growth potential; media focus more on “headline points” (title appeal), key turning points in the company’s development, and story readability.

What Core Communication Methods Can Be Used?

Although different projects have varying business goals and target audiences, the reusable framework of communication methods remains consistent, mainly including these five categories:

Owned Content: Content fully controlled by the company, such as official blogs, brand videos, white papers, or research reports published on the website. The advantage of this content is deep transmission of brand philosophy without relying on third-party approval.

Social Platforms (Brand Accounts + Personal Accounts): While companies do not own the platforms themselves, they are efficient channels to reach target audiences— because audiences are active on these platforms (e.g., X, Discord). For startups, a recommended approach is “brand account + personal account” synergy: the brand account delivers official information (e.g., business updates, industry insights), while founders and core employees’ personal accounts share more personal, warm content (e.g., entrepreneurial insights, technical thoughts). Combining these can enhance audience trust.

Community Building: Using tools like Discord, Signal, Telegram, WhatsApp to create dedicated online communities around brand or industry topics. This method directly connects core ecosystem members such as developers, partners, and loyal users, facilitating feedback collection, consensus building, and forming a “private domain” for information dissemination.

Speaking Opportunities and Industry Conferences: Including serving as speakers at key offline community events or industry summits, or appearing as participants. These scenarios can directly reach high-quality audiences (industry practitioners, investors), reinforce the brand’s professional image through on-site interaction, and generate content for later dissemination (e.g., speech videos, media coverage).

Media Cooperation: Divided into “proactive outreach” and “reactive response”: proactive includes pitching topics to media (e.g., innovative technology, industry insights), recommending experts for interviews, submitting original articles; reactive involves responding to media inquiries (e.g., industry trend analysis, company updates). “Media” here covers two types: vertical crypto media (e.g., Coindesk, The Block, with more targeted audiences) and mainstream traditional media (e.g., Wall Street Journal, Bloomberg, with broader reach and credibility).

The Core Value of Media Relations for Startups

Among all these communication methods, “media relations” (public relations, PR) is the most debated among founders in the tech field. This is not without reason: on one hand, some journalists and media outlets have become increasingly critical or even negative towards the tech industry; on the other hand, in my consulting experience with startups, “how to do media cooperation well” remains one of the most frequently mentioned needs by founders.

Many founders ask specific questions: How can we get coverage of our funding rounds on TechCrunch (a key exposure channel in tech)? How to publish a positive profile in Forbes showcasing our company’s value? Or how to get invited to TBPN programs, or collaborate with the Bankless team on a one-hour industry podcast (targeting core crypto audiences)?

Why do founders attach such importance to media cooperation? The core reason is that, regardless of their overall attitude towards media, “news coverage” has two irreplaceable values:

First, “third-party endorsement”: Compared to self-promotion, objective media reports are more trusted by audiences.

Second, “breakthrough reach”: Media can access audiences that are otherwise hard to reach— such as potential key employees (talented individuals interested in industry trends), potential customers (learning about the brand through media), and industry opinion leaders (who may develop cooperation intentions). Reaching new audiences can also feed back into the company’s own channels (e.g., guiding followers to official accounts). For resource-limited startups, “expanding exposure and influence” is crucial and should not be missed.

Take crypto company Kalshi as an example: its founding team recently participated in a recording of CBS’s “Sunday Morning” show— a traditional mainstream media platform reaching a very different audience from the core users on tech platforms like X (formerly Twitter) (which target industry practitioners). Tarek Mansour, CEO of Kalshi, shared that a team member’s mother only truly understood Kalshi’s business value through this program. This story exemplifies the “unique value of reaching diverse audiences through traditional media”— enabling companies to break out of existing circles and reach previously untapped groups.

Kalshi team participating in CBS “Sunday Morning” interview clip, discussing Kalshi’s prediction market business

Note: The man on the left is Tarek Mansour, CEO of Kalshi; the woman on the right is Luana Lopes Lara, co-founder of Kalshi (also one of the youngest self-made female billionaires globally).

This is precisely why “media relations” remains a core part of the communication toolkit: media can not only drive traffic to the company’s own channels (e.g., inserting links to the official website or social accounts in reports), but also help founders and companies establish a professional image (e.g., showcasing technical strength through in-depth reports), and even accelerate business development— for example, companies with media coverage are more attractive to talent during recruitment; customers’ trust is significantly lowered after learning about the brand through media. In the long run, media cooperation can also strengthen the “direct voice” effect— when owned content aligns with media reports, the message’s penetration becomes even stronger.

Therefore, founders should not fear establishing relationships with media but should actively learn how to leverage this tool to stand out amid the flood of information and “break through the circle effectively.”

How to Make Yourself “Stand Out” When Engaging with Media

Today, we live in an “information overload” era, especially evident in the media industry— particularly the journalists you try to connect with, who are flooded daily with countless messages.

Just opening the inbox of a tech or crypto journalist, podcaster, or content creator, you’ll be shocked: it may contain hundreds or thousands of emails from PR people, all pitching their clients or projects. Data shows that the ratio of PR professionals to journalists can be as high as 6:1— meaning each journalist faces “information bombardment” from six PR reps on average. Under such circumstances, journalists have little time to filter through messages, making it difficult to distinguish valuable deep content from perfunctory “promotion talk.”

Why does this chaos occur? The core reasons are twofold: first, many PR staff lack professional training and do not understand the real needs of media (e.g., journalists need newsworthy stories, not just corporate ads); second, some PR personnel lack professional judgment and dare not challenge unreasonable client demands (e.g., insisting on media coverage of trivial “small matters” with no real value), resulting in “poor-quality information flooding” and further aggravating dissatisfaction among journalists, producers, and podcasters— creating a vicious cycle.

Worse, some crypto projects overpromise in promotion, claiming to “solve major industry problems,” but in reality, progress is slow or only “conceptual” (referring to projects that remain at the idea stage without actual products). This “false advertising” further damages industry trust, making it harder for “quality projects” to gain attention.

However, from another perspective, the contrast between “scarcity of quality news resources” and “flood of poor information” creates opportunities for truly valuable companies: those that can clearly tell their stories (convey core values) and build deep trust with mainstream media practitioners will gain a significant advantage— because they can convince media that “covering this company is worthwhile,” leading to more exposure.

From 0 to 1 Practical Guide

Founders aiming for effective media interaction must remember these four core principles:

1. Founders are the “best spokesperson” for the company

The core narrative and brand story of a company are essentially “an extension of the founder’s philosophy,” so don’t rely on an outsourced team to handle everything. While hiring professional PR personnel, agencies, or freelancers can support (e.g., structuring content frameworks, connecting with media), they can at most “open the door” to media. The real stories that resonate with media and audiences are told by founders themselves— because they understand the company’s original intentions, challenges, and values best, and can convey authentic emotion and professionalism. Therefore, founders must personally participate in story conception and deliver it in an engaging manner (e.g., interviews, bylined articles).

2. “Trust” is the core of media cooperation

Viewing media relations can be likened to “business development” (BD)— the key is not “one-time pitching,” but “building long-term trust.” Whether proactively recommending speaking opportunities or engaging with journalists on industry topics on X, the key is continuous, valuable communication to establish personal trust. Often, journalists decide to cover a company, invite founders to podcasts, or offer speaking slots not solely because “the company has news,” but because “they have established trust with the founder / PR team”— journalists know they can get genuine, valuable information (e.g., exclusive industry insights, timely feedback) rather than superficial “official statements.” This trust is built on the PR team’s consistent “reliable performance”: for example, delivering promised materials on time, answering questions honestly, and not forcing media to publish unworthy content.

How to Build Trust with Core Media?

The specific approach varies, but the core logic is “provide value first, then discuss cooperation.”

First step: proactively become a “source of information” for media. For example, when an industry hot topic emerges, share professional opinions with familiar journalists (without self-promotion), helping them interpret the event more comprehensively; or support reporters with data or case studies when they need to write reports (e.g., excerpts from industry reports, compliant case examples).

Second step: avoid “instrumental communication.” In early interactions, don’t rush to promote your company’s products or updates. Instead, focus on “what the media needs”— understand the reporter’s coverage areas and strengths, and provide valuable content aligned with their needs, making them feel “you care about their work, not just using them.”

Third step: deepen relationships through offline events. Industry conferences and forums are excellent opportunities for face-to-face exchanges. At these moments, step beyond “work topics,” engage in light, relaxed conversations (e.g., discuss industry trends, share personal insights), elevating the relationship from “business” to “professional partnership,” which is vital for long-term cooperation.

3. Media are neither “friends” nor “enemies,” but “professional partners”

It’s important to recognize that some media outlets have their own reporting stances or topic preferences (e.g., focus on industry regulation, corporate social responsibility), but for most journalists, the core goal remains “discovering and reporting valuable stories”— this is their professional pursuit. Therefore, don’t treat media as “must-please friends” (trying to get positive coverage through personal favors), nor as “enemies who might smear the company” (avoiding interaction due to fear of negative reports). The correct attitude is “professional to professional”: honestly share your company’s strengths and achievements, but also be open about challenges (e.g., answer sensitive questions objectively within compliance). Learn to “judge interaction boundaries”: some topics (e.g., undisclosed funding details, core technical secrets) can be explicitly “not disclosed for now,” and you shouldn’t overcompensate just to “please the media.” When media make unreasonable requests (e.g., exaggerate performance), be prepared to refuse— in the long run, “honest and principled” images earn more respect than “blind compliance.”

4. Company stories must “embed in the context of the times” to resonate

The founders most skilled at value transmission through media have one key ability: to connect their company’s business, products, or philosophy with broader industry trends and social needs— helping media and audiences understand that “this company’s existence is not just for profit, but also to promote industry progress or solve social issues.” Stories “embedded in the context of the times” are far more newsworthy than simple “company introductions” and are more likely to resonate.

For example, annual “year-in-review” content (like Spotify’s annual listening report, Google’s yearly search trend analysis, or a16z and Coinbase’s crypto industry reports) gains widespread attention because they “go beyond their own business,” combining data with “changes in user behavior” and “industry trends,” offering unique perspectives and value— enhanced further by charts and visualizations for easier understanding, expanding dissemination.

For crypto founders, this logic can be applied by linking company stories with industry hot topics, such as “how stablecoins improve cross-border payments,” “how AI combined with blockchain can solve industry pain points,” or “how DeFi promotes financial inclusion.” When company stories are tied to these “timely topics,” media are more willing to report— because it’s not just “company news,” but also a “microcosm of industry trends,” providing greater value to readers.

The core principle is: don’t just say “what we did,” but explain “what our actions mean for the industry and society”— this is the key to breaking through information noise.

Proactive Defense Strategy for Media Relations: Planning Ahead, Not Reacting Passively

Some founders may ask: “What if I don’t want to deal with media at all?”

This idea is understandable, but the reality is: as startups grow, especially as their scale and influence expand, completely avoiding public visibility is nearly impossible— whether through proactive exposure or passive industry attention, media will find opportunities to approach.

Therefore, a wiser approach is “actively building media relationships” rather than “passively responding.” Especially when facing negative coverage or crises (regardless of fairness), “pre-established media trust” becomes a crucial safeguard: if a company has maintained good interactions with key media beforehand, reporters are more likely to listen and objectively present the full picture, rather than relying solely on one-sided information; conversely, if a company has never engaged with media, negative news can easily leave it powerless due to “lack of voice.”

Crisis PR itself is a professional skill, which will be discussed in detail in another article. The core logic can be summarized as “the best defense is offense”: before a crisis occurs, do three things— establish comprehensive communication channels (e.g., official accounts, owned communities), ensure quick dissemination of the company’s voice; build trust with core journalists and industry opinion leaders, ensuring “reachable contacts”; deeply understand the needs and concerns of core audiences, so that messages are precisely targeted. Mastering these three points allows a company to respond more calmly when facing crises.

Conclusion

Today, some founders see media as a “fearsome entity,” while others blame it as a “scapegoat for business setbacks” (e.g., attributing insufficient exposure to media neglect). In fact, media is fundamentally a “bridge for information transfer”— as long as you prepare thoroughly (craft clear stories, build a professional team) and maintain the right mindset (professional to professional, focusing on long-term trust), it can become a powerful tool to help founders advance their companies: breaking out of circles to reach audiences, establishing a professional image, and accelerating growth.

May all founders steadily progress on the path of “building brands openly and transparently,” while mastering the core tool of media cooperation, so that their enterprise value can be seen by more people.