Marketing Strategy for a Complex B2B Product in the Crypto Industry

Large Web3 businesses handle hundreds of affiliate payments and thousands of transactions across various networks every day. Behind the facade of technological sophistication often lies operational chaos: financial teams are forced to manually balance accounts in Excel, without having a unified picture of the movement of funds. On such a scale, any mistake is a critical risk to the company’s capital and reputation.

It was precisely to solve these problems that our client created a SaaS platform — an operational hub for managing digital assets. The product was technically ahead of the market, but there was a strategic pitfall: despite having a powerful tool, the company remained almost invisible to the market.

The team turned to Solve Marketing when it became clear that the product was ready for large-scale growth but lacked a clear strategy and understandable positioning.

In this case study, we show what strategic work on a fintech project looks like when:

• there is no universal market;
• the customer’s decision is influenced by dozens of factors;
• growth is only possible through a systematic approach, not individual tools.

We immersed ourselves in this project to prove:In B2B SaaS, it is not the loudest who wins, but those who build a path to customer trust.

In accordance with the signed non-disclosure agreement (NDA), the name of the client company is not disclosed in this case study.

How long did it take to develop the strategy?	250 часов
What is the composition of the marketing strategy development team?	Head of Marketing Team, Head of PM Team, Head of Content Team, Operational marketer, content marketer, head of PPC department, PPC Facebook, editor.
How were the results of the work used?	Implementation of the strategy by the team customer

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Project context: where the strategy began

At the start of the collaboration, the client already had a technically mature SaaS product and a strong development team. The platform solved complex operational tasks for Web3 businesses and addressed key pain points for financial and operational teams.

From a marketing perspective, the project was at a typical growth point for B2B SaaS: the product did not require technical improvements — it needed the right “packaging”.

The key challenge was that the market did not recognise the full value of the solution from the first contact. As a result:

• ice generation was difficult to scale;
• the decision-making process was protracted;
• sales depended on manual labour and personal contacts.

The client was looking for answers to strategic questions:

• which markets have real potential for growth;
• how to convey the value of a product in business terms rather than technical specifications;
• what factors influence customer choice;
• how to build a marketing system focused on long-term results.

That is why we always begin developing a marketing strategy with in-depth analysis, research, and competitor analysis.

💡 Insight: In complex B2B, the founder often becomes a “hostage” to their own expertise. When you know the product inside out, its value seems obvious. But for the market, you are just another line item on the expense list until marketing translates your features into ROI and customer safety.

Is your product ready for the market, but the market isn’t ready for you? We can help you create a system where sales don’t depend on luck or personal connections. 

Market research and strategic focus selection

The first stage of the work was in-depth market research. For B2B SaaS with complex logic, it is important to work with data, comparisons, and clear evaluation criteria.

We analysed several markets that could potentially become growth points for the project. The study covered the markets of Turkey, the UAE, Azerbaijan, Ukraine, Cyprus and Kazakhstan.

For each of them, we assessed:

• level of development of the Web3 ecosystem;
• the structure of the potential target audience;
• competitive environment and their unique selling propositions;
• market maturity for complex SaaS solutions;
• behavioural characteristics of decision-making in the B2B segment.

At the same time, we conducted a detailed analysis of competitors: their positioning, key messages, promotion channels, and content strategies. This allowed us to see the strengths of the market and areas of information noise where new players quickly lose visibility.

The result of this stage is a clear strategic focus: we have identified the most promising areas for development and scenarios for further scaling.

Thus, research becomes the basis for positioning, lead generation, and building a marketing strategy.

Are you planning to enter new markets or unsure where to focus your marketing efforts? We can help you identify the real focus for growth.

How customers make decisions: choice factors and B2B SaaS logic

With complex B2B products, sales never happen on a “like it, buy it” basis. The decision to implement is formed gradually — through the prism of risk, security, internal processes, and trust in the supplier. That is why one of the key stages of the strategy was an in-depth analysis of customer choice factors.

Instead of generalised portraits of the target audience, we investigated how customers think when making decisions. To do this, our Solve Marketing team analysed more than 130 choice factors that influence the choice of SaaS solutions in the fintech segment.

We separately analysed which factors work at different stages of the funnel: what influences initial interest, what deters users before the demo, and what becomes the decisive argument before signing the contract.

Based on this analysis, the following was formed:

• communication scenarios for different audience segments;
• key messages for the website, content and sales;
• the basis for positioning that does not “convince” but removes doubts.

💡 Insight: In B2B SaaS, customers rarely choose the most functional product. They choose the one that seems the least risky for their business..

This stage became the foundation for all subsequent decisions — from positioning to building a lead generation system.

Positioning: how to explain a complex product in terms of business value

The platform had powerful functionality, but from the outside, it looked like just another complex technical solution. For financial and operational teams, this meant additional risk: if a product is difficult to explain, it means it is difficult to work with. Therefore, the key step was to rethink the positioning through real business value.

Based on 130+ choice factors, we realised that in order to stand out among the giants, we needed to stop selling “features” and start selling status and control.

💡 Insight: With complex B2B products, customers are not buying functionality. They are buying a sense of control over the system for which they are responsible.

We started with basic but critical questions:

• what role the product plays in the customer’s operating system;
• what is the main risk it eliminates;
• at what point the business “cannot do without it”.

As a result, the focus shifted from a “transaction accounting tool” to an “operational centre for managing digital assets.” This made it possible to clearly distinguish ourselves from solutions that only address specific tasks, speak to clients in terms of control, transparency, and security, and lay the foundation for trust even before the first contact with sales.

It is important that positioning is adapted to the project, not only as an advertising slogan, but also in all project communications: website, content, presentations, and sales scenarios.

Want to understand whether your positioning really works for sales, and not just “sounds good”? Sign up for a consultation — we’ll show you exactly where value is being lost.

From positioning to system: how we put together a promotion strategy

Positioning only begins to work when it is backed up by a system of actions. Therefore, after positioning was established, the next critical task was to translate strategic conclusions into specific marketing decisions..

We proceeded from market realities:

• Long decision-making cycle — The customer does not buy such a product immediately; they need time to study and agree on it.
• Various centres of influence within the company — The decision does not depend on one person.
• The high price of error — Businesses understand that incorrect implementation of an asset management system can lead to real financial losses.

Therefore, the promotion strategy was built around the trust funnel rather than rapid lead generation.

Direct Sales and LinkedIn Outreach

We have determined that for this project, direct contact with target roles is one of the main channels of engagement. But not in the form of cold calling.

Based on the selection and segmentation factors of the target audience, we:

• created profiles of key roles within companies (C-level, financial and operational managers);
• developed communication scenarios that appeal not to functionality, but to business risks and value;
• built a logic of gradual warming up before offering a demo.

LinkedIn, in this strategy, acts not only as a channel of contact but also as a point of confirmation of expertise through content, team activity, and public presence of the product.

Content marketing as a tool for building trust

We have positioned content as an integral part of the funnel, rather than a supporting element. The objectives of the content will be:

• explain a complex product in business language;
• alleviate concerns about security, scalability, and integration;
• demonstrate the depth of the team’s expertise.

The content strategy was built around typical business pain points, product usage scenarios, and analytical materials at the intersection of finance, operations, and the crypto industry.

Proprietary profile media

A separate strategic step was the idea of creating our own media as a long-term brand asset. We proposed not just a blog, but a media platform at the intersection of business, finance, Web3, and crypto infrastructure.

The purpose of this tool is to:

• accumulate a “warm” professional audience;
• create a context in which the product is perceived as part of an ecosystem rather than a standalone solution;
• shorten the path from initial contact to demo through trust and expertise.

SEO and knowledge base

Taking into account the long decision-making cycle, we established SEO as a tool for long-term growth, which resulted in the following:

• SEO strategy for key queries related to the operational and financial challenges of Web3 teams;
• a knowledge base structure that serves as an educational resource for potential customers;
• content logic that supports customer decisions at different stages of the funnel.

Partner presence and industry contact points

Work was also initiated on relevant events, partnerships, and industry communities. In the Web3 segment, reputation and recommendations are critical, so the strategy involves a systematic presence in environments where trust in products of this level is formed.

In fact, we have created a partnership strategy that businesses can implement gradually, taking into account their resources, market and internal priorities. With a clear understanding that strategy is a marathon, not a sprint.

💡 Insight: A strong strategy does not eliminate all risks, but it makes them visible. And visible risks are manageable.

If you feel that marketing in your B2B project exists separately from business logic, sign up for a consultation with a Solve marketer. We will help you build a system, not just a set of tools.

What was the result of the strategic work?

The final result of the work is a comprehensive marketing strategy based on research, conclusions and real market logic.

All the findings — from market analysis and choice factors to positioning and promotion models — were transformed into a strategic backlog with over 130 tasks.

This approach allows:

• adapt implementation to the team’s actual resources;
• choose the pace of movement without losing strategic focus;
• launch individual areas step by step, without disrupting the overall logic;
• return to the strategy as a reference document, rather than a one-off file.

💡 The key idea behind this project is that strategy should not be restrictive. It should provide guidance, flexibility and an understanding of the consequences of each decision.

This is precisely the role that this strategy plays — it shows where to go, why there and what steps to take, leaving businesses free to choose whether to implement it independently or together with our team.

Need a clear roadmap instead of random marketing actions? We look forward to seeing you at a consultation, where we will help you see the full picture of your business and design a system that works for results.