Web3 Marketing Misunderstood, Essential for Success

Marketing in the Web3 space is often misunderstood and undervalued, according to Daria, a host of the Decentralized Voices podcast and an active member of the Ethereum community. She highlights the eternal conflict between technical teams and marketing efforts, noting that many Web3 founders, who are often technical geniuses, view marketing with skepticism due to past experiences with overhyped projects that ended in disaster. This skepticism has led to a perception that marketing is synonymous with manipulation and pushy sales tactics.

Daria points out that many projects claim they are not doing marketing, even when they are, because they believe that the focus should be solely on the product. She recalls an instance with Berachain, where the team initially denied doing marketing but later became known for their effective promotional strategies. Similarly, an early Layer 2 project she worked with avoided active promotion, believing that marketing was something only "ICO scammers" did. This mindset is not uncommon in the blockchain space, where marketing is often seen as a necessary evil rather than a strategic asset.

Daria argues that marketing is essential for the success of any project, comparing it to sports that keep the body healthy and attractive. Great marketing makes a product more visible, appealing, and likely to win over users, partners, and supporters. She divides marketing into three categories: storytelling and building trust, chasing hype and viral effects, and aggressive sales without values. She prefers the first category, emphasizing the need for long-term relationships based on values, especially in a space where Web3 is still seen as shady by much of the outside world.

The industry faces a challenge known as the "gated garden problem," where Web3 is both welcoming and exclusive. The space talks about decentralization and open doors but creates a walled garden where outsiders are viewed with suspicion. Marketers from traditional startups or the corporate sector are often dismissed, despite their experience, because they lack direct competitors in their portfolios. This approach creates conditions where projects fight for a small pool of talent, ignoring the broader market and complaining about a lack of skilled professionals.

Daria also highlights the dysfunctional job market for Web3 marketers, where open roles are few and truly desirable positions are rare. Founders often assess marketing talent based on social media followers or direct competitors on CVs, leading to a meta where marketers have to market themselves more than the projects they work for. This influencer-metrics obsession dilutes quality, as follower count does not reflect strategic depth. Marketers often host side events at conferences to showcase their relevance, but these events are mostly attended by other marketers, not founders.

Daria concludes that Web3 tech is maturing faster than its marketing, and the projects that will dominate the next bull run will be those that can explain their value effectively. Founders need to change their view of marketing, seeing it as storytelling, strategy, building systems, scaling sustainably, and earning trust. Marketing is not optional, especially in a crowded space with high stakes. Projects need marketers who can consistently build trust and relationships between a product and an audience, rather than those who promise miracles overnight. Marketers, in turn, should stand up for their boundaries and ask uncomfortable questions to ensure they are working on projects with clear strategies and goals.