【V+觀點】CEO的必修課：IR & PR 是兩種語言，卻不能各說各話

The English translation of the article can be found after the Chinese version.

近期 VENTURE+ 團隊協助一間即將興櫃的 portfolio 公司，同步處理兩項對外溝通任務：：一是 IR（Investor Relations，投資人關係）──協助優化他們的公開說明書內容；二是 PR（Public Relations，公共關係）──撰寫興櫃前最後一輪的募資新聞稿。

理論上，IR 和 PR 各有明確的角色與溝通的對象，一個面向資本市場，一個面對大眾。當公司在面對這兩組觀眾時，即使講的是相同的內容，「商業模式、成長潛力、產品定位」，在實際操作上，仍需要兩種截然不同的說法與語氣。這樣的切換經驗清楚顯示：IR 與 PR 因為面對的受眾不同、目的不同，實際上形同兩種截然不同的語言模式。

PR 與 IR 是兩種語言，但詮釋同一個故事：CEO 為什麼要懂得雙語切換

本質上，PR 和 IR 說的通常是同一個商業模式、同一個產品、同一個價值主張。只是他們使用的語言與溝通方式完全不同，以新品發表為例：

●      PR 想的是：「怎麼寫出吸睛標題？怎麼讓大眾快速理解？」

●      IR 想的是：「這產品會怎麼影響下季營收？毛利結構是否改變？」

以下簡單整理 PR 與 IR 的差異：

問題	IR	PR
我的TA是誰？	投資人、財務分析師	消費者、媒體、人才
我要傳遞的重點是？	營運效率、財務預期、商業價值、技術核心	願景、情感價值、品牌主張、使用者痛點
成功的衡量標準是？	預期管理準確、股東信心提升	品牌聲量提升、被理解與記住
發聲頻率與節奏？	每季一次為主、特定事件同步	定期釋出（官網、社群、媒體）
常見錯誤？	講不清楚價值、資訊過度技術	過度浮誇、承諾太多

 CEO 或溝通團隊的挑戰不是「創造兩種內容」，而是如何用兩種語言說同一個核心訊息。

創辦人在雙語溝通上的挑戰

1. 語調差異：說真話還是說好話？

投資人要的是「現實感」與「預期管理」；媒體和社群喜歡的是「想像力」與「願景敘事」。

一個 CEO 必須能誠實地說「我們還在努力」的同時，又不讓市場覺得「公司沒有信心」。

解法：先講願景，再補邏輯。PR 說方向，IR 說路線圖。

2. 組織難協調：部門之間各說各話

IR 可能由 CFO 或策略部門主導，PR 由行銷團隊主導，但 CEO 是唯一串起全局的人。

如果 CEO 沒有主動協調與設定語調，一家公司很容易出現「報表很保守、社群卻很激進」、「發言口徑不一致」等問題。

解法：CEO 要定義訊息架構、決定語言基調，並讓所有溝通部門同步。

適度曝光：曝光太多太少都會誤傷信任感

很多CEO在公司進入成長期後，會開始思考「該不該多做一點 PR？」這是一個好問題，因為 PR 並不是做越多越好，也不是做越少越安全。

●      曝光過多，容易讓外界產生「空有聲量、缺乏實力」的質疑，尤其當媒體聲量和實際業績成長不同步時，會損害公司在投資人心中的可信度。

●      曝光太少，則會錯失讓用戶、人才、市場理解公司價值的機會，可能導致品牌記憶度下降、錯失關鍵合作或商業牽引力。

懂得用不同語言，向不同對象說出一致的核心訊息，是 CEO 在雙軌溝通中的關鍵能力。

要讓一間公司真正建立市場信任，不在於說得多，而在於每一次發聲都說得準、說得對。

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【V+ Perspective】A CEO’s Must-Have Skill: IR & PR Are Two Different Languages—But They Shouldn’t Tell Two Different Stories

Recently, the VENTURE+ team assisted a portfolio company preparing for public listing, managing two simultaneous communication tasks: one focused on IR (Investor Relations)—refining their prospectus content; the other on PR (Public Relations)—crafting a press release for their final pre-listing funding round.

In theory, IR and PR have clearly defined roles and audiences—one speaks to capital markets, the other to the general public. Yet when a company needs to address both at the same time, even when discussing the same topics—business model, growth potential, product positioning—the way those ideas are conveyed must differ dramatically in tone and structure. This kind of constant switching highlights that IR and PR, while rooted in the same content, operate as two distinct communication languages.

IR & PR Are Two Different Languages That Interpret the Same Story: Why Founders Must Be Bilingual

At their core, IR and PR communicate the same things—a company’s business model, product, and core value proposition. But they do so using entirely different languages and formats.

Take a product launch as an example:

●      PR asks: “What’s a compelling headline? How do we make this easy for the public to understand?”

●      IR asks: “How will this product impact next quarter’s revenue? What’s the effect on gross margin?”

Here’s a simplified breakdown of the differences between IR and PR:

Question	IR	PR
Who’s my audience (TA)?	Investors, financial analysts	Consumers, media, talent
Key communication focus?	Operational efficiency, financial outlook, business value, technical core	Vision, emotional value, brand promise, user pain points
Success metric?	Accurate expectation management, increased investor confidence	Boosted brand visibility, being understood and remembered
Communication frequency?	Quarterly updates, aligned with key events	Regular releases (website, social, media)
Common mistakes?	Unclear value, overly technical messaging	Overpromising, sounding inflated

The challenge for the CEO or communications team isn’t to “create two sets of content,” but to deliver one consistent core message in two different languages.

The CEO’s Dual-Language Challenge

1. Tone Gap: Telling the Truth vs. Telling a Good Story

Investors want realism and managed expectations. Media and social audiences, on the other hand, crave imagination and vision.

A CEO needs to be able to honestly say, “We’re still working on it,” without making the market feel like the company has lost confidence.

Tip: Start with the vision, then follow with logic. PR points to direction, IR lays out the roadmap.

2. Organizational Disconnect: When Departments Speak Different Languages

IR may be led by the CFO or strategy team, while PR is typically run by marketing. The CEO is often the only one bridging both sides.

Without strong central guidance, it’s easy to fall into mismatched narratives—conservative financials but overly aggressive social messaging, inconsistent external communication, or unclear positioning.

Tip: The CEO must define the messaging architecture and tone, and ensure all teams stay aligned.

Balanced Exposure & Unified Messaging: How CEOs Build Trust Through Consistent Communication

As a company grows, many CEOs ask: “Should we do more PR?” It’s a valid question—because PR isn’t simply ‘more is better,’ nor is doing less always safer.

●      Too much PR can backfire, creating perceptions of hype over substance—especially when media exposure outpaces actual business traction.

●      Too little PR can mean missed opportunities to help users, talent, and partners understand the company’s value, reducing brand recall and deal flow.

The key is learning to deliver consistent messaging to different audiences, in the language they each understand. This is the CEO’s central task in dual-track communication.

To build lasting market trust, it’s not about how loudly a company speaks—it’s about saying the right thing, the right way, every time.

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About VENTURE⁺We specialize in the SaaS sector, approaching from an industry-first perspective. In addition to providing essential funding, we connect startups with the corporate partners and industry resources they need the most. We also share hands-on strategies for sustainable growth and offer professional advice on capital market planning.VENTURE⁺ aims to be the Best Co-founding Partner for SaaS startups—building a long-term, integrated bridge between startups, venture capital, and industry leaders.

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