The media narrative and the social conversation about blockchain and digital assets digital assets have evolved in a substantial way over the course of a period of time relatively short. Which was for years a single narrative halfway between the hype, scepticism and simplification by the media, it has been a while being told with greater accuracy, context and journalistic rigour.

The stories have become more sophisticated. And with them, also the space that occupies the sector in newsrooms. It is increasingly more common to find explanations about models of business, architectural technology, regulatory frameworks or risks associated. Projects are beginning to be characterised by a greater level of depth, which means that there are more and better interactions between founders, coaches and journalists, establishing a channel for conversation that is fluid and constant.

This has led to a shift in the media’s approach to stories about blockchain technology and digital assets, with outlets gradually moving away from marginal coverage focused on sensational headlines and price volatility – or, in some cases, directly linking the technology to illegality or fraud. Instead, a different way of reporting on the sector has emerged: more analytical, more demanding, more connected to the reality of what is being built.Crypto is no longer a marginal issue or one relegated to obscure sections, but is increasingly finding its way onto the pages of business, finance and technology sections. At times, it even makes the front page when the impact is systemic or institutional.

That shift is no small matter and says a great deal about the current situation in which the sector finds itself. But it wasn’t always like that and we should not forget where where we come from.

The transformation of sectoral narratives

For years, the conversation was characterised by an unhealthy mix of overblown promises and speculative narratives from within the ecosystem itself, coupled with constant – and at times self-serving – scepticism from certain traditional quarters. Added to this was a further problem: the genuine difficulty of explaining a complex technology in terms that are easy to understand.

The result was a narrative that was fragmented, polarised and, in many cases, superficial. We saw this clearly in the analysis that we carried out at comma in 2023 on the media coverage of the sector. The discussion was organised into blocks that were practically separate. On one hand, a more technical and sophisticated and constructive, but limited to niche media and audiences specialised. On the other hand, a pillar dominated by the price, trading and speculation, which accounted for a large proportion of the attention.

At the same time, in the mainstream media and also in some financial publications, a significant proportion of the articles linked cryptocurrency with fraud, scams or a crisis of confidence. The technological aspect, meanwhile, was relegated to far more specialised outlets.

Between those worlds there was barely any connection. And when there are no bridges, the story becomes simplified. Or worse: it becomes something else.

That context explains why for, for so a long time, the sector struggled to build a narrative of its own, solid and comprehensible. There was a lack of translators capable of navigate between the technical complexity and the language of the general public. And, without that exercise in mediation, what prevailed was not dialogue, but noise.

In just three years, however, the change has been striking. And, to a large extent, this is down to the fact that both the sector and those covering it have matured at the same time.

There is undeniable credit due to the editorial teams and journalists who have chosen to treat this field for what it is: an intersection of economics, regulation and technology. This has had a direct impact on the quality of the debate. And when the way an issue is covered in the media changes, the questions asked change too.

It is no longer enough simply to know whether an asset is rising or falling. The debate now centres on which parts of this ecosystem constitute infrastructure and which are financial products; what can be integrated into the regulated framework and what cannot; and which risks are technical, which are market-related, and which stem from governance issues.

This transformation of interactions and this greater degree of interest and knowledge on the part of the media is, without any doubt, a clear sign of maturity.

The narratives that are shaping the sector

If one looks at the conversation taking place today in forums, the media and professional circles, several narrative threads that are reshaping the story become quite clear:

• The first is the institutionalisation. The entry of traditional players, whether banks, asset managers or custodians, does not only contribute volume, but also standards, processes and a way different from explaining what is happening.
• The second is regulation and compliance. The sector can no longer operate within the boundaries of the regulatory framework. And this, far from being a limitation, introduces order, rigour and a language that is more precise.
• Keep a close eye on tokenisation and market finance. Here, the focus is shifting towards real-world assets, issuance infrastructure and operational efficiency. Less abstract promise, more concrete application.
• Added to this is a fourth narrative focused on cybersecurity and resilience, which is no longer limited to the headline about ‘hacking’, but now encompasses risk architecture, audits, traceability and accountability.
• The fifth relates to identity, privacy and data: who verifies, how it protect the rights of the user and how are designed systems that are compatible with regulatory frameworks that are becoming increasingly more stringent.
• And, perhaps most significantly in the medium term, is the narrative of real utility: use cases that stand on their own without relying on price, where the value lies in the process, not in the token as a promise.

They all point in the same direction: a growing desire to distinguish between infrastructure and financial products. And that distinction, which for years was blurred, is key to ensuring that the sector is no longer perceived as a homogeneous bloc.

The problem wasn’t the technology

If there’s one thing we’ve learnt on this journey, it’s that the main problem wasn’t technical. It was narrative. For too long, communication was confused with marketing. The promise was prioritised over explanation, the roadmap over risk, and the vision over context. That might have worked during periods of euphoria, but it failed spectacularly when it came to building a reputation.

Because communication in this sector, and in any other sector that aspires to become infrastructure, is a structural component, since without understanding on the part of the general public, adoption is not possible. And without adoption, there is no ecosystem.

Blockchain was created with the aim of reducing the need for intermediaries, but that does not eliminate the need for trust; it simply shifts it. Trust no longer rests solely with a central authority, but lies in the code, in governance, in custody, in regulation… and also in how it communicates.

When that transfer of knowledge is opaque, ambiguous or overly technical, the result is the same as in the traditional system: mistrust.

Professionalisation or noise: the role of intermediaries

In this context, another tension emerges: the one that exists between media and creators of content. It is not a new debate, but in the financial sphere it takes on a dimension different dimension, because here information takes on the dimension of a raw material that directly influences financial decisions.

A reputable specialist media outlet operates according to certain principles: cross-checking sources, providing context, and exercising editorial responsibility. A channel that amplifies trends, on the other hand, is driven by different incentives: clicks, virality, and alignment with a community. And in finance, failing to highlight risk is a form of misinformation.

There is, moreover, a paradox that is hard to ignore: many of those most susceptible to FOMO (Fear of Missing Out), with few tools to understand the complexity of financial markets, tend to mistrust traditional media and rely on voices with no editorial accountability. For this reason, the debate should not be framed in terms of traditional media versus new channels. The underlying issue is quite another: professionalism versus unfiltered amplification. If the sector hopes to mature, it will need more of the former.

The unfinished business: pedagogy

Despite the progress made, there remains a structural shortcoming: a lack of pedagogy. The quality of the debate has certainly improved. But there is still a significant gap between what is constructed and what is understood.

And here it is worth emphasising a point which, although it may seem obvious, remains unresolved: you cannot hope for widespread adoption with language that only a minority understands. The technical discussion will remain technical at its core, but the public narrative must start elsewhere: with the ‘why’ and the ‘who benefits’. When users understand the value in terms of cost, efficiency, access and security, the technology ceases to be exotic. It is that balance that builds trust.

If we project this trend over the medium term, the fundamental shift is quite clear: blockchain will cease to be regarded as a ‘sector’ once it no longer needs to be defined as such. Once it becomes an integral part of the infrastructure that underpins the systems in use. Just as happened with the internet, and as is the case with any layer that supports more complex systems.

This requires better segmentation, moving away from the catch-all category where everything is labelled as crypto, and starting to distinguish precisely what each thing is. It requires prioritising value over technicalities. And, above all, it requires embracing standards: transparency, audits, controls, accountability and clear, understandable language.

But this transition is not automatic. It is a process that requires the sector to maintain a narrative that lives up to its aspirations. For it is in this coherence between what is built, what is explained and how it is perceived that its consolidation truly hinges. And it is precisely there that the role of the media proves decisive: not only in how that reality is projected, but in how it ultimately comes to be understood and accepted by the public.

La entrada Blockchain and digital assets: the evolution of media narratives that are reaching their maturity se publicó primero en Agencia comma.

Few sensations can match the adrenaline rush of catching a wave. And few similes fit so well with information and communication. Just as a surfer must train the skill of reading the sea, journalists have a duty to understand the media agenda .
media agenda
We have to understand the media agenda, gauge the context and decide when to paddle; and -let’s be honest- enjoy the immense pleasure of riding the information wave.

Gilmore’s quote ends: “As long as you’re smiling, you’re doing it right”. For us, that smile attests to the satisfaction of coming up with the right subject, at the right time.

The same happens when content creators manage to surf the news: they become trending topics. Think of the financial communicator who explains an interest rate decision in 90 seconds and chains thousands of interactions; the analyst who breaks down a corporate merger in a LinkedIn carousel and manages to be quoted by the media; or the technologist who, at the stroke of a pen, makes a complex paper accessible and, suddenly, sets the agenda for the day. All of them have in common timing, a fine reading of the context, a clear value proposition and a journalistic -not promotional- narrative that brings immediate understanding to the reader eager for this type of content.

As communicators, with the content we curate for our spokespeople, we have a lot to learn from surfers and content creators for social networks. Because the mastery lies, I insist, in surfing the information wave and not ending up centrifuged and splashing. This requires a strategy to bring communication consultancy -for the spokespersons we represent before the media- closer to journalism. We must incorporate journalistic routines to the positioning plan of spokespersons and brands, turning them into experts in a subject. The well-known
opinion leadership
. And we must do so by being strategic, knowing and anticipating the media agenda and foreseeing, in short, which topic will be the next trending topic. There is nothing like providing journalists with an expert opinion at the right time. Being on the right topic.

As I was saying, there is a lot of journalistic flair in this art of placing that textual quotation that turns our spokesperson into the expert protagonist of an article. There is a lot of craft. Serendipity also plays in our favor. But, above all, there is planning.

The method for not splashing

Planning is not about locking a spokesperson into a rigid script; it is about providing him or her with a fertile ecosystem for his or her judgment to excel when the wave comes.

• Defined thematic territories: to be clear about the areas of authority of each spokesperson -what he/she can speak about with solvency and data-. Without territory, there is no legitimacy; without legitimacy, there is no appointment.
• Agenda radar: anticipate key news moments when a current event can trigger a journalistic appetite for expert knowledge. For that, we must read the press. And a lot of it. Newspapers, newsletters, alerts, industry conferences, etc.
• Stakeholder map: to be in contact and aware of the movements of stakeholders in our areas, especially those who have the capacity to directly influence the sector of our brand and spokesperson.
• Criteria library: curate relevant content, files, data and comparisons that allow you to respond accurately. If the text is not journalistic and is not made by and for journalists, it is doomed to irrelevance. This is where it is advisable to stand up to the proliferation of copywriters who use promotional and self-promotional language, destroying a text.
• Prepared quotes, not prefabricated ones: work on background statements – with nuance and context – ready to be fine-tuned at the right time, without falling into hollow slogans.
• Speed protocols: who validates, how, in what time windows, with what formats and attachments -biographies, data, images-. Speed is not incompatible with rigor if there is a method.

In addition to all of the above, do not throw in the towel: we must have the ability to give a second life to our content if current events dictate it. The wave is not always taken at the first paddle.

Surfing in first person

Let’s look at two recent case studies in financial content curation for colleagues in the press. The precious metals rally we have been experiencing since the summer, which has filled pages and pages in the economic media, provided us with a golden opportunity (never better said). We had two in-depth analyses, with a long-term approach, signed by two spokespersons. We gave them a first and second life: we framed headlines, updated data, adjusted the perspective – risks, correlations, macro drivers – and managed to place the spokespersons in in-depth news articles for more than a week, in explanatory pieces and in closing session analyses. For them and for the brand, we managed to be the protagonists of the news during that period. We surfed the wave. And we did it smiling.

The summer banking soap opera between Torres and Oliu (BBVA-Sabadell) has provided communication consultants with another sustained momentum to contribute expert voices that provide depth to journalists. Without entering into ‘gardens’ that put the reputation of the spokesperson or the brand at risk, the derivatives and the projection that this fact has for the European banking industry -consolidation, competition, governance, regulation, technological efficiency, territorial impact- serve us on a platter a thematic melting pot in which we can make ourselves strong as expert voices. Through data-driven opinion columns, backgrounds that sort out the key issues and a fine reading of current affairs, we have also achieved notoriety for several of the companies we advise at comma. The key was not to get there first, but to get there judiciously and sustain the news pulse for several days, modulating the angle as the facts evolved.

The virtuous circle: from the spokesperson to the medium and back again

The reward for all our efforts is the gratitude of the spokesperson and the brand; the recognition of our work as consultants; and the generation of a virtuous circle in which we earn the trust and confidence of our clients .
trust
of the people we advise. They listen to us when we underline the importance of a topic that is on the media agenda in Spain; we have good, quality content; we curate it so that it adapts to the language of journalism.

This chain effect continues when the journalist receives that quality analysis just when he needs it, because it adds value and enriches his article. We become a reliable, constant source – we nourish the network of journalists with whom we maintain regular relationships with useful information, not just promotional press releases – and generate a relationship with journalists and media based, once again, on trust. The unmistakable sign that we are riding the waves, riding the news trend, is that call from the other side: “Can you arrange a statement from your spokesperson exclusively for my story? Kick flip on the ridge.

Learnings

All of the above leaves us with some lessons applied to corporate communication and the positioning of spokespersons:

• Contribute at the right time, with the right topic.
• Define territories of authority: without a thematic perimeter there is no opinion leadership.
• Monitor the agenda with method: daily reading and comparative analysis, not passive consumption.
• Curate journalistic content: data, context, nuance; zero self-promotion.
• Prepare useful quotations: short, clear, verifiable, with one idea per sentence.
• Build a stakeholder radar: know who is making moves, when and why.
• Sustaining momentum: iterating angles and updating parts -first and second life-.
• Agree on speed and control protocols: speed with judgment.
• Measure and learn: what worked, what was missing, what can be improved.
• Care for the relationship: contribute even when there is no press release; be a source, not a loudspeaker.

Surfing a wave is not about beating the sea; it is about understanding it. The same thing happens in communication: it is not a matter of forcing reality to fit our headline, but of reading the current of information, choosing the wave that corresponds to us and accompanying it with the demeanor and criteria of those who know where their place is. As Gilmore said -and it is worth remembering-: there are a million ways to do it, and if you smile, you are doing it right. Smiling, in our profession, is not frivolity: it is the serene expression of an invisible work that brings together craft, sense of smell, serendipity and planning. When these four pieces fit together, the spokesperson does not splash; he leads. And the brand doesn’t shout; it explains. That’s the kind of reputation that is earned wave by wave, article by article, relationship by relationship.

La entrada Surfing the information wave to prevent our spokespersons from ending up splashing around se publicó primero en Agencia comma.

In recent years, the communications sector has undergone a huge transformation. The modus operandi of media in 2025 has changed due to advances in AI, the rise of so-called independent journalism and transformations in information consumption patterns. However, one thing has remained immune to this new age, virtually unchanged by trends and almost inscrutable to journalistic dogmas of faith: successful PR still depends on having strong links with the media.

Not even the AI or the RRSS will be able to alter -at least in their totality or easily- some concepts intimately associated with journalistic culture.

No doubt there will be many examples. But let’s take a couple of them. One, dedicated to the clients of communication agencies. The other is for the media, those still extremely indispensable vehicles for generating Fourth Estate. Regardless of whether their digital editions are more or less well-oiled or survive with greater or lesser solvency the road traffic that their news offerings provoke.

The first one refers to the temptation of analysts, managers or heads of public or private institutions to activate on their own initiative supposed communication strategies with the media. In reality, they are not guilty of anything. They are only at the mercy of the maelstrom of events. Of an immediacy that overwhelms us all, but which, at the same time, requires tactical calm. The message that first reaches a newsroom is unsuccessful. Nor to a journalist with whom you have established professional ties. Sometimes these manoeuvres can be counterproductive. They can end up with exclusivity tactics or selective choice of media to disseminate a corporate or institutional news item or a special market valuation. Or contravene it through third parties, usually customers, suppliers or knowledgeable management, who leak revealing information without regard to the communication tactic.

The second might seemingly clash with access to the primary sources of a newsworthy subject. But nothing could be further from the truth; A journalist’s contacts and professional agenda are like the Grail (…) undoubtedly sacred. In more frequent and, therefore, less transcendental cases, in the day-to-day news, a stock market, economic, geopolitical or commercial valuation or a relevant corporate novelty can collide with a company’s due diligence policy if it is given to the media without the adequate control and supervision of an agency or a communications specialist. Beyond the designs of SEO managers seeking preferential digital repercussions. Without this oversight, which should be minimal but unavoidable, the communication spigot between companies and the media can be closed without remedy.

The value of journalistic culture

In both cases, there is an underlying guiding principle: the importance of journalistic culture. This is something that must continue to govern communication tactics. It is surprising that in this day and age, where information flows at breakneck speed, company directors and even communication managers demand that agencies stop a news story. As if they had omnipotent power. And, moreover, against the clock. Or that, in the opposite direction, the media entrust them with altering agendas to urgently satisfy a chronicle about to take flight.

It is not that it should be renounced – of course- but, rather, to convey that it is not always feasible. In other words, it is the exception to an unwritten rule that exists and must remain in the journalistic ecosystem.

So the key to properly open this Pandora ‘s Box requires in the first instance confronting the technological avant-garde, accepting the effects, direct, beneficial and harmful, of the RRSS and, above all, preserving journalistic culture. A bit of heritage and tradition is never a bad thing. For which, we leave you with a decalogue of good practice. It never hurts in troubled times when hostile (geopolitical and ideological) attacks proliferate, (economic and financial) headwinds blow, and ( corporate and AI-related ) intellectual property battles rage against the media industry and communication quality standards.

Perhaps this is an opportune moment to put on record a number of recommendations for good journalistic practice in modern times.

The ‘Ten Commandments’ of today’s Communication

1 · Personalisation is non-negotiable. In the past, PR specialists could send press releases to hundreds of journalists and cross their fingers. That strategy is no longer effective. Every day, journalists receive hundreds of submissions and can recognise a generic message at a glance.

2 · Authentic storytelling captures attention. Journalists and the public alike know the difference between a real story and a marketing gimmick in today’s world. Brands that prioritise authenticity over promotion will be the most successful in media relations.

3 · Build relationships, not transactions. Media links are not deals, but connections. Journalists prefer to collaborate with PR specialists who provide genuine value rather than simply a press release when it suits them.

4 · Understanding the new media landscape . YouTube channels, blogs, newsletters, podcasts and micro-influencer platforms have grown in number as traditional media have shrunk. Reaching audiences wherever they are is the goal of media relations. Not just TV stations and newspapers.

5 · Multimedia content is a must. Journalists are often under pressure to produce interesting content. Providing multimedia content, such as images, videos, infographics or short audio clips, makes it easier for them to report on the topic.

6 · Use AI to work smarter. It enhances journalistic practice, but will not replace PR specialists. Instead, it can help with proposal writing, finding journalists, monitoring media and even monitoring coverage in real time.

7 · Speed is essential but not essential. News move faster than ever before. You will miss opportunities if you cannot react quickly. However, you may miss them if the response system loses efficiency and attractiveness by being meteoric. Or leave room for improvisation. Mistakes are paid for.

8 · Transparency is non-negotiable. Attempting to manipulate a situation or hide facts rarely succeeds. Brands that are straightforward, truthful and prepared to face up to their mistakes strengthen their ties with the media.

9 · A long-term strategy trumps short-term victories. A single press release will not be enough to build strong channels of engagement with the media. It is necessary to build permanent bridges of credibility, provide ongoing value and create long-term bridges of connection.

10 · End of the Decalogue. Epilogue: create an annual media relations calendar. This is something that is mainly within the reach of communication agencies that deal with media and clients alternatively.

Commonality of criteria (…) and interests

The search for instruments to increase digital traffic and subscriptions is not guaranteed. Even less so in convulsive times like the present, when information is devoured in an attempt to understand, no more and no less, a change in the international order and in the social relations of coexistence. For this reason, the communion of criteria between agencies and their clients and of interests between the former and the media must not be devalued if journalistic quality and rigour are to be instilled. Or without losing the values of objectivity and, above all, the right to truthfulness, which on too many occasions is confused with a freedom of expression that is not conspicuous by its absence, but is invoked by those who lack rational and weighty arguments to impose their ideas. Not infrequently, moreover, because of hidden interests.

Perhaps if journalistic culture returns to its origins, without renouncing technological progress, the Reuters Institute survey, which states that only four out of ten opinion leaders in Spain (41%) have confidence in the prospects and future of journalism, could be reversed. And only one in six (17%) express little or no faith in the profession.

La entrada Time for change in journalistic culture? Let ‘s not abandon good practice se publicó primero en Agencia comma.

Despite the personal -or self-interested- determination of those who want to see the professional relationship between journalists and communication agencies as a paranormal phenomenon, an encounter between two species without any defined link between them, the connection between the two not only works, but is also essential for news and quality analysis to flow to public opinion as a well-oiled transmission belt. There are some. I do not know if they are legion. Or if they are only residual. But my impression, almost certainty, is that they are wrong.

Those of us who have had the opportunity to practice journalism on both sides of this border should recognize more often the shared merit of this marriage of convenience. Journalists, those who are in the front line of the news, value the reception of reports, comments and opinions of experts that, on a daily basis, reach their usual news channels. They are not their primary sources of information, but they are surely their healthiest sources of assessment. Obviously, not all of them are of equal quality. Prestige is not achieved at the drop of a hat. It is, as academic and health institutions, for example, are well aware, an arduous and time-consuming task that generally responds to a sophisticated strategy that does not always bring the desired benefits. But to detect this quality there is a journalistic sense of smell.

Of course, in this context, the polluted atmosphere that some people strive to describe in order to discredit the work of agency agents – ironically, the redundancy – is not real. Or, at least, it is not part of the air that is generally breathed in this profession. There are always people for everything, as the Spanish saying goes. But the norm is that cooperation is the usual sign of identity. With the usual exceptions, of course. In other words: the alleged interference of agency journalists to influence or interpose a smokescreen around a preconceived defense of their clients is neither a pattern of behavior nor a common practice, but rather a rara avis, a tumor diagnosed, localized and with surgical treatment for its removal.

The vital constants that predominate in the journalistic relationship between media professionals and communication agencies is cooperation. The frequent supply of data and analysis with which newspapers, radio and television stations and their applications and social networks nourish their readers, listeners and viewers. In a world that is spinning at an unprecedented speed in history. Agencia comma has perfected this transmission belt in one of the most sophisticated areas of news, market valuation and analysis, with a capacity for immediate adaptation to critical moments, in which major transformations have been precipitated in the world order, in geopolitics and in the economic situation, as a result of paradigm shifts in the technological and energy fields and with unavoidable challenges to combat the climate catastrophe.

However, and despite this effervescent era of transformations, we must not lose perspective or abandon the sign of identity that should govern the communion of interests between the two spheres of journalism. The roadmap sets as a final destination the search for symbiosis between these two souls of information treatment based on six driving ideas.

Collaboration between journalists and PR agencies offers benefits for both parties

The former gain access to relevant information that will fill their stories with meaning, expert testimonials and supporting data sets that will drive subscriptions and encourage downloads and clicks. PR agencies, meanwhile, will thus have access to trusted media from which to disseminate client news and promote brands.

A relationship that demands more than meets the eye

PR support for journalists can come in many forms, and one great option is to have a media kit. These media kits provide easily accessible information about a brand, including company background, key executives, product information and visuals that can be used by journalists as well as informed technical opinion on what they are experts in your industry. The distribution of informative and analytical material and the engagement of journalists will be supported by a well-prepared media kit that provides quick access to relevant data and enhances news coverage. This is one of the best ways in which collaboration between professionals can be streamlined.

Establishing linkages through thought leadership interviews

Another form of cooperation that almost always comes to fruition is the offering of thought leadership interviews. Collaborative teams working together will provide valuable expert information, generate credibility and provide brand exposure. These encounters with thought leaders or prestigious personalities in their professional field are an essential tool for laying the groundwork and deepening mutual trust between clients and media contacts. Public relations professionals can use press releases, media outreach, proprietary channels, and primary content to secure the inclusion of thought leaders in the media and create meaningful connections with journalists.

Public relations and journalists

Their interdependence in the collaborative process of crafting compelling stories must be frequent. The journalist counts on receiving accurate information and the public relations professional expects the factual story to be communicated correctly. Building trust and open communication are the cornerstones of these synergies. Through storytelling, teamwork takes shape to create compelling and accurate content that resonates with the audience and enhances the perception of both the media and the brand.

Provide valuable resources and information

This umbilical cord offers agencies a valuable resource in the media to reinforce corporate brands. As representatives of their clients’ image, PR teams can provide the media with data, research, images and expert commentary or quotes. So they are in a constant quest to provide their editorial colleagues with reliable and timely information; in other words, to give them solid media reading and coverage.

Overcoming challenges and maintaining ethical practices

Deontology must also preside over these communicating vessels. Because there are potentially risky challenges in the relationship between media journalists and agencies, such as conflicts of interest, but also ethical considerations. From the agency’s perspective, being a source of information for journalists and a public relations cultivator at the same time can be complicated. Therefore, the links must be transparent and honest, so that these interactions can successfully navigate any potential ethical hurdles.

In short, if this cooperation between these two frontiers of journalism did not exist, it would have to be invented.

La entrada Journalists and communication agencies, a well-matched informational marriage se publicó primero en Agencia comma.

This is perhaps the first dilemma that consultants may have with their client: Do we start generating impacts even if we are not clear about what their key messages are? Do we wait to understand the company in depth and develop a solid and meaningful strategy before launching into the media? It is not easy to find a solution. A consultant does well to arrange an interview with a relevant media, but does much more good if he explains to his client what the relationship with the media consists of before launching into a meeting with journalists. Within this field, there are always different sets of games and alignments, but it is important for the client to understand – and this is almost always the case – that there are no instant results in communications. Even if we have completed the immersion and understand the client’s key messages and business, there is still another step: the journalist has to go through this process as well. It is very difficult, unless you are the next star startup in artificial intelligence, to get a (good) interview without the journalist knowing who you are, what you do and why what you say might be relevant to their readers.

Communication is a trickle, a constant action that slowly, and almost imperceptibly for the client’s target audience, fills the glass. Like a seed, which you sow and water until it sprouts and grows. It is a slow and careful process. If there is no quality substrate or if the humidity and temperature conditions are not adapted to its needs, the plant does not grow properly.

Communication is strategic and a long-term project. The other is not communication, but punctual actions without consistency. It’s like the friend who shows up at a party every so often and then you don’t see him the rest of the year. You’ll have a few laughs with him, but let’s face it, he’s not a friend either. That’s why, most of the time, when a client simply wants to send a press release, without having previously thought about a strategy or having a certain media relations path, the results are not good. Journalists usually send irrelevant press releases to the trash -some may receive up to 300 emails a day-, and, if the stars aligned that day and they happen to open the email, they will ask themselves: “And who are these people? Why are they appearing now? Click, to the trash.

In communication, it is not so much the size of a company that matters as the quality of the information it conveys.

Let’s take the case of a customer who has something relevant to say. Well, what differentiates you from the rest of your competition, and why should what you say be more important than what others say? Unless it is the biggest fish in the ocean, there is always someone with the biggest mouth. The food chain is an inescapable law. It competes with other voices and opinions, and this fact can sometimes go unnoticed by some clients. Journalists, with all the reason in the world, are more interested in larger, relevant and well-known companies: their voice has more impact and resonates much more than a small company. Therefore, if your communication is not strategic, if you don’t have your eye on the long term, you will be at the bottom of the food chain.

A very illustrative example, derived from our long experience in this sector, can be found in the fund industry. According to FundsPeopleIn Spain there are more than 200 international fund managers marketing their investment products, not counting the national ones! This is the jungle; if you are not well prepared, your voice will be buried under the weight of the market. However, if you are, I assure you that your voice, however small it may be, will resonate loud and clear.

Do not send information to journalists simply out of a compelling need to get noticed.

Let’s add complexity to the equation. The client believes that what he has to say is extremely important. Fine, but important to whom, to him or to journalists? Perhaps he has won a distinguished award or reduced his carbon footprint by 50%. I don’t doubt that the information is relevant, but I wonder to whom it is relevant. Companies are often unaware that what is important to them does not necessarily correspond to what is of interest to the public, for whom journalists are their mouthpiece. Moreover, not taking this distinction into account is counterproductive and risky, because if we send journalists information that is not of interest to them, we are likely to end up, once again, in the wastebasket.

It is rarely seen, but there are companies that set KPIs on the number of press releases to send per year to the media. “At least one a month”. But why? About what? First you will have to analyze what information you have; then, what communication tool is more correct for that content. You may have to go through the advertising department and pay for advertising space because, perhaps, the content is not newsworthy.

There is nothing journalists -and good agencies- hate more than communications that are sent for the sake of sending, that burn journalists, that block their e-mails and that saturate and annoy them.

What should agencies and consulting firms do?

First, educate and guide the client on what the relationship with the media means and implies, what needs journalists have and what is considered information of interest. A good agency has to know how to say “no” to the client when he insists on doing something that does not make sense. We are there to advise, not to agree to everything the client wants -who does not always know about communication. It is good to disagree, discuss and, of course, agree. If we are consultants, we are there to give our expert opinion – we are not paid to play along!

Secondly, that the client understands that communication is a long-term investment. That before arranging an interview, sending a note, calling a journalist, they have to know the company, what relevance it has in its sector or what differentiates it from its competitors, but, above all, who is behind it. And for that, in general, it is important, as far as possible, that journalists meet the spokespersons of a company face to face. Journalists are not entities hiding behind an e-mail, nor are they little monsters who want to reveal sensitive company information. From experience, we have found that good interviews, for example, are conducted when the journalist knows who the interviewee is – both in relation to the company and the person.

And finally, the agency has to know the news very well and anticipate the needs of the journalists. When we know or sense what is on a journalist’s agenda, it is much easier to propose an interview, an exclusive or an analysis on a certain topic, because what he needs is a hook or information that provides value to explain or interpret what is happening.

In fact,current events are more important than anything else, even journalists. There is a Christian saying: “If you want to make God laugh, tell him your plans”, which, in this profession, would come to say that communication is uncontrollable -although it is manageable-, and that current affairs, sooner or later, play by their own rules. Agencies cannot guarantee with total certainty that information will be published, but they can be sure that their client understands how the art of good communication works.

In short, when a client wants to ‘go out’ in the media without a clear strategy or a long-term project, without the agency having a good understanding of what it does and why it does it, it will be a good time to explain what your job is and what a journalist does. If he turns a deaf ear, don’t send him home, because don’t forget that he is the one who feeds you. Keep the ace of “I told you so” up your sleeve and, when you have to use it in the game, explain again with conviction what your role is and what is the best way to achieve what you both want: a quality communication that brings prestige and recognition to the brand, that differentiates it from its competitors and that, in the long term, consolidates a reputation that bears fruit in the company’s profitability.

La entrada I want to be in the media! se publicó primero en Agencia comma.

The further purpose is none other than to achieve a greater impact among their audiences, empathising with them at a level unattainable for international corporations, whose products are mass-produced, uniform and depersonalised. The pillar of this proximity lies in the very belonging to the community where the activities take place, which puts the supplier company in tune with regional supply chains, its potential prescribers and the needs of its consumers.

All of the above can be applied, word for word, to communications. How to engage effectively with local audiences in different countries and regions is a challenge that global companies face when landing in a given territory.

The key lies in understanding, adapting to and respecting the cultural, social and media particularities of each place where they wish to establish a presence. This is where the importance of a localised communication strategy comes into play: it is what we call “kilometre zero” communication.

Sail local waters

International companies working with comma and with the other Fincom Alliance  members as  strategic communication partners are well aware of the difficulties of achieving impact and generating engagement with local audiences outside from their original regions. From the language barrier, the lack of knowledge of the current affairs of a particular country and the routines of its media, to the lack of references on the political-social-cultural panorama of each area, the challenges of deploying a media relations and PR strategy run from a remote city headquarters are innumerable.

On the other hand, having a local partner that interacts with the media and has visibility and reputation among journalists, influencers and communicators in a particular region is paramount. Similarly, a network of consultancies or agencies in the main areas of influence of a brand multiplies the reach and power of its messages and communicative acts, by having the ability to link its activity with the idiosyncrasy, current affairs and the journalistic routines of the region’s media. With the addition that, in the event of a reputational crisis, a local partner will work diligently to protect the brand and modulate messages in order to shape public opinion.

The international brands that place importance on this strategy achieve a higher number of press impacts and the quality of these are higher, as they leverage their key messages on the needs of the local newsrooms who will demand reputable spokespeople to raise the profile of their articles. In short, they are capable of achieving a state of perfect symbiosis with journalists, becoming their sources of information, while the newsrooms  elevate these spokespersons to the status of opinion leaders.

Communication consultancy is instrumental in strengthening these relationships, as it has the pulse of current affairs in the region, it knows the structures of publishing and media groups and their social and institutional biases, inclinations and relationships. It regularly interacts with newsrooms, editors, journalists and communicators. acting as a filter and rationing the flow of information in volume and intensity, while at the same time it is the gatekeeper and allows access to those spaces where the brand is interested in appearing.

Keys to consider when dealing with local media

To summarise, local media agencies are indispensable allies to global brands, acting as expert guides, providing deep market insights and key community connections. And they are endowed with the following qualities:

1. Command of local customs and culture. Effective communication goes beyond translating words; it involves understanding the cultural subtleties, values and traditions of each community.
2. Adaptation to the media context. Media idiosyncrasies vary from place to place. What works in one country may not have the same impact in another. It is essential to adapt communication strategies to local preferences and trends.
   
3. Consideration of socio-political factors. Political and social dynamics also influence brand perception. It is crucial to be aware of political and social trends to avoid controversy and maximise positive impact.
   
4. Flexibility and adaptability. The ability to adapt discourse and strategies to local interests is essential for success, even when the best course of action is not to communicate. Local agencies can offer this flexibility, while global campaigns may lack the necessary sensitivity.

In fact, at comma we can certify that those international brands we work with who trust our recommendations on the adaptation of their communication to the Spanish public, seek the angle of interest of the country’s audiences and share with us the control over the messages, in order to adapt them to the news pulse, have a higher return on their communication investment.

Moreover, within country-wide strategies, local angles are relevant: having a delegation in Catalonia allows us to promote the interests of our clients in the region, adapting its activity to local sensitivities and enhancing the interaction of their messages with the recipients, which increases the feeling of belonging.

Risks of non-adaptation

On the other hand, ignoring regional peculiarities can result in misinterpreted messages or campaigns that do not resonate with their audiences, leading to the failure of any communication strategy. The absence of a local communications agency can exacerbate these risks. It is therefore crucial for clients to be flexible and open to shaping their discourse according to the context in order to avoid exposure to:

1. Misunderstandings and inefficiencies. Each region has its own unique culture, language and sensitivities. What works well in one part of the world may be completely inappropriate or ineffective in another.
2. Absence of press impacts. Lack of local angles in reporting can lead to media irrelevance. Local journalists tend to prioritise stories that are of interest to their local audience.
3. Lack of dialogue with local journalists. Not being accessible to all journalists on the record may limit the company’s ability to build strong relationships with local media.
4. Failure to adapt to journalistic routines. Trying to impose on journalists processes and criteria that work in other regions can be a nuisance for journalists, which will strain the relationship with them.

Decalogue of local communication for global companies

The dissertation presented here offers ten points to be taken into account for any company that is entering an area outside its geographical domain;

1. Extensive local market research before launching a campaign.
2. Leveraging local agency networks for broad and effective coverage and expertise.
3. Recognition and respect for cultural and linguistic diversity.
4. Consideration of socio-political factors in communication planning.
5. Adapting the message and strategies to local preferences and sensitivities.
6. Transfer of part of the control of the message to the chosen partner for local communication.
7. Investment in building long-term relationships with the local community.
8. Deployment of relations with local media and journalists through local consultancies that know the routines and biases.
9. Flexibility and responsiveness to changes in the local environment.
10. Constant monitoring and periodic evaluation of the reception of the message and adjustments as necessary.

In conclusion, it should be emphasised that localised communication is essential for the success of global companies in a diverse and ever-changing world. By understanding and adapting to the characteristics of each market, brands can establish meaningful and lasting connections with their local audiences and thus boosting their growth and reputation worldwide. Failure to adapt, to be flexible and to give up some of the control of the message in a local communications consultancy leads irremediably to insignificance.

La entrada The power of local media relations se publicó primero en Agencia comma.