The Marketing Truth of a Crypto Project: Don't Be Fooled by Institutions, Real Marketing Relies on Oneself
原文标题:There Are No Good Marketing Agencies
原文作者:Damian,aori_io 传播负责人
原文编译:Ashley,BlockBeats
编者按:加密行业的营销机构常被视为提升品牌影响力的捷径,但现实并非如此。本文指出,大多数机构难以真正理解项目核心,适合短期执行而非品牌塑造。相比之下,优秀的内部营销人才更具长期价值,能深入行业、主动学习并建立真实的行业联系。最终,营销的成败取决于项目本身的主动性,而非机构的承诺。
以下为原文内容(为便于阅读理解,原内容有所整编):

最近,我在匈牙利的一个小镇上和一位朋友共进晚餐,聊到了加密行业的营销。和同行交流时,很难不聊到加密,因为我的家人和老朋友根本不理解这个行业——相信许多人都能感同身受。
这位朋友向我讲述了他与一家加密原生营销机构(名字就不提了)合作时的惨痛经历。我一方面苦笑,另一方面认真倾听他的烦恼,因为他毕竟不是一个营销人。我为他的团队浪费了时间和资金而感到惋惜,于是我提醒他:「我早就跟你说过,别雇营销机构,因为根本没有『好』的营销机构。」
我接着向他解释,指望营销机构主动为你产出高质量的内容,这种期待本身就是错误的。他们不会帮你定义品牌,不会理解你项目的独特性,也不会有足够的创意驱动力——毕竟他们的精力分散在多个客户之间。
作为一个初创公司,残酷的现实是,你的项目的优先级很可能低于那些大客户,因为他们对营销机构来说更有价值,这不仅仅是因为长期合作协议。在加密行业,网站上的 LOGO 和行业影响力是一种通用货币,留住最有价值的客户,是营销机构维持自身业务运转的核心策略之一。
营销机构真的没用吗?
其实也不是。我知道,大多数营销机构的员工每天都在做满 8-10 小时的工作,为多个客户提供交付物。他们的客户能获得价值,是因为他们本身已经清楚自己的叙事方向,或至少知道自己想要塑造的品牌形象。营销机构的作用,应该仅限于在需要大规模内容生产或特定营销活动时,提高短期或中期的产出能力。
「麦当劳式」营销困境
营销机构只是一个工具,它们只是帮助达成目标的手段,而不是那个能凭空让你的营销变得出色的「X 因素」。营销机构通常会宣传自己在品牌建设和技术概念上的专业能力,给小型项目一种错觉,以为它们能帮你站稳脚跟。但请别被营销机构网站上的那些「LOGO x LOGO」合作案例迷惑——你怎么知道他们是不是仅仅合作了一个月就终止了协议?
一个真正优秀的加密行业「营销人」,至少要具备比 DevRel(开发者关系)稍逊一筹的技术理解力。然而,这些营销机构的员工很难有动力在本就低薪的 8 小时工作时间之外,再去深入学习链上技术。
试想一下,如果你拿着麦当劳店长的薪资,但却要掌握预言机、数据库、零知识证明、MEV、AI、借贷、质押、再质押等复杂概念,你愿意干这份工作吗?
在营销机构的层级结构下,或许有一些优秀的高级经理,但他们大多数时候不会直接与客户对接,而是忙于团队管理和基于客户反馈制定策略。有些管理者甚至要同时负责 7-8 个客户账户。而糟糕的管理者呢?他们可能一天到晚啥都没干,整天泡在无休止的电话会议里。
另一方面,机构内部的低级员工,虽然薪资微薄,却可能对这个行业充满热情,愿意投入精力去了解客户的项目并构建真正有价值的叙事。但他们往往被中层管理者挡住了去路——这些管理者更关心 KPI,更看重数量而非质量。如果每个客户都要求全面的营销策略,机构就必须在时间投入上做出取舍,而这些取舍通常不是基于市场需求,而是基于机构自身的商业利益。
这并不意味着营销机构模式本身是完全失败的,问题在于管理者缺乏担当,无法对客户设定合理的期望。
高级管理层当然不想失去客户,也不愿意与客户发生冲突,但从长远来看,为了机构的生存,也为了客户自身的利益,管理者必须学会对客户说「不」。同时,项目方也需要意识到,没有任何营销机构能替代一个优秀的内部营销人员。
内部营销才是王道
那些在加密行业里真正厉害的营销人,都是靠自己的主动学习、积极参与和行业连接成长起来的。他们最终成为了优秀的社区经理(@thisisfin_)、增长负责人(@0xMista)、营销主管(@lou3ee)、叙事负责人(@kramnotmark)。他们之所以比营销机构强大,就是因为他们真正融入了这个行业。
我的观点是,要么你深入行业,要么你只能在边缘徘徊。如果你不理解这个领域、不和你的受众沟通,那你就很难找到营销创意。换句话说——这可是营销(Marketing),市场调研(Market Research)本应该是你的基本功。
营销的「可提取价值」(MEV)
如果你的项目正在考虑聘请营销支持,那就直接招聘一个营销人员吧。雇佣你的第一个优秀营销人员,就像任命一个新军团的首席将军。他将负责领导整个营销战线,决定是继续扩张团队,还是借助外部营销机构。
如果你一定要雇佣营销机构,那至少要确保你的内部营销负责人有一个明确的战略。他们应该能够制定清晰的任务,并传达给营销机构,以确保最大化地利用机构的执行能力。
比如,你的营销负责人需要每月发布四篇博客文章。他可以让营销机构帮忙写一半,甚至全部内容——前提是他必须提供所有必要的资源和指引。如果营销负责人能制定出色的策略,合理分配任务,并最终推动业务增长,那么他就是一个优秀的营销人。而如果营销机构能够高效执行这些任务,他们才算是一家「合格」的机构。
但本质上,营销机构的价值依赖于客户本身的素质。如果你的项目本身毫无亮点、没有找到产品市场契合点(PMF),再好的营销机构也救不了你。如果你的项目有很多值得讲的故事,但不知道如何表达,那营销机构也帮不上忙。

不过,如果你的项目清楚自己想要达成的目标,仅仅需要执行者,那营销机构可能是个不错的选择——前提是你能像管理内部团队一样管理他们,提供定期的更新、指导和反馈。因此,一条经验法则是:永远不要让营销机构成为你的第一个营销雇员。
那些承诺自己比内部营销人员强 4 倍的营销机构,简直是胡扯——这甚至可以算是营销机构自己的「劣质营销案例」。实际上,他们能提供的价值其实很简单(甚至有点无聊):如果你需要额外的执行人手,并且他们有一定的行业人脉,那他们或许适合你。但相比之下,内部团队更好,因为你可以让员工有足够的时间去学习和成长,而当他们真正融入行业后,就没有理由做不好营销工作了。
失败的沟通
说到底,营销机构和项目方都有一个共同的问题:沟通能力太烂,甚至可以说是「狗屎级别」的。
营销机构的工作本质上就是沟通,但他们却往往夸大其词,导致客户的期望值被无限放大。而项目方则接受了这些虚假承诺,期待机构能提供远超现实的价值,却又没有主动去管理外部团队。这往往导致双输局面。
没有天生的赢家,也没有「好」的营销机构。无论你是否选择营销机构,最终决定营销成败的,只有你自己。
「原文链接」
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