Industry
What makes marketing hard here
Audiences distrust promotion by default; narratives turn over weekly; technical credibility is table stakes
RZLT services that address it
Which Industries Does RZLT Work In?
Seven: crypto and web3, fintech, B2B SaaS, AI startups, B2B more broadly, banking and financial services, and ecommerce. Each is a place where the standard marketing playbook breaks in a specific and predictable way. We keep a dedicated page for each because the answer to “how do we grow” genuinely differs.
RZLT has worked with crypto and blockchain projects since 2018, through several complete bull and bear cycles. Crypto audiences read promotion as a warning sign. They have watched the scams, rug pulls and paid shill accounts, so trust is earned slowly and lost in a single post. Narratives turn over in days and a community can carry a project or bury it inside a week. What works is technical credibility, presence through the flat months, and a team that has operated inside the ecosystem rather than one that pivoted in when the market got interesting again. Projects include NEAR Protocol, VeChain, Calimero, MagicBlock, Klaster, Tesseract Finance and ICP HUB CEE. Engagements usually combine developer relations, ambassador and KOL campaigns and event-led guerrilla marketing.
Fintech growth is a standing negotiation between the marketing calendar and the compliance queue. Ad copy has to survive review, landing pages carry disclosure requirements, and a product that touches someone’s money cannot be mocked up loosely. The workable answer is to build compliance into the workflow instead of treating it as a gate at the end — writing to claim constraints from the brief onward, keeping an approved-language library, and structuring campaigns so one rejected variant does not stall the entire flight. The acquisition maths is unforgiving too. Trust is the product, so cost per qualified account stays high and payback windows are long. Fintech programmes typically lean on performance marketing with clean attribution plus long-form content that builds trust where paid media cannot.
In B2B SaaS the buyer runs almost the entire evaluation without ever speaking to you. They read comparison posts, ask a peer in a Slack group, check a review site, and increasingly ask an AI assistant which tools they should be looking at. By the time a demo request arrives, the shortlist is usually already set. Discoverability is now two games: ranking in Google, and being the source a language model quotes when someone asks for the best tool in your category. We run both together — B2B SaaS SEO and answer engine optimization (AEO) — then add content marketing once the topic map is agreed. Workato is among the software companies we have worked with.
Outside software, B2B has the same structural problem in a slower form. Cycles run for months. The buying committee has a technical evaluator, budget holder and end user who each want something different from the same purchase, and your champion has to sell the decision internally after you have left the room. Lead volume is the wrong metric. What matters is whether the right accounts recognise your name when a project starts, and whether your champion has something credible enough to forward. This is why founder- and team-led content outperforms brand accounts in B2B. We build for that with organic social and founder-led presence, LinkedIn and paid social targeted at accounts, and B2B content marketing written to survive being forwarded.
Yes, but not by copying challenger tactics. Banks, insurers and established financial institutions carry constraints a startup does not: legacy brand expectations, more than one regulator, internal sign-off chains, and a customer base spanning several generations with genuinely different channel habits. Speed comes from designing the process properly, not from cutting the approval step. The real advantage institutions hold is trust and data. They can publish authoritative explanatory content that no startup can credibly match, and they almost always know more about existing customers than they use. We have worked with Mastercard and LAQO. Engagements centre on editorial content programmes, search engine optimization and carefully governed paid acquisition.
Ecommerce is the vertical where the arithmetic is most visible. Blended acquisition cost climbs, platform costs climb, and margin per order does not move to match. Growth that quietly depended on cheap paid traffic stops working, usually all at once rather than gradually. The fix is rarely a better ad. It is usually retention economics — repeat purchase rate, lifecycle and email flows, and enough creative volume that fatigue never sets the ceiling. Organic and community-led demand matter more because they are the only acquisition costs that fall over time instead of rising. We are straight about depth: ecommerce is the least developed of our seven verticals, and if a specialist is a better fit we will say so. Where we work well is paid media and performance campaigns, paid social creative and retention and growth systems.
Same agency, deliberately different programmes. This is the short version of how the seven verticals map onto our service lines.
| Industry | What makes marketing hard here | Some of the services that address it |
|---|---|---|
| Crypto & Web3 | Audiences distrust promotion by default; narratives turn over weekly; technical credibility is table stakes | Developer relations, ambassador & KOL campaigns, guerrilla marketing, organic social |
| Fintech | Every claim needs compliance review; high CAC with long payback | Performance marketing, content marketing, growth marketing |
| B2B SaaS | The buyer self-serves the shortlist via search, peers and AI assistants | SEO, answer engine optimization, content marketing |
| AI startups | Everyone claims AI; incumbents own the obvious keywords | AI marketing, AEO, growth marketing |
| B2B | Six-person buying committee, long cycles, champion has to sell internally | Paid social (LinkedIn), founder-led organic social, content marketing |
| Banking & financial services | Multiple regulators, sign-off chains, legacy brand expectations | Content marketing, SEO, governed performance marketing |
| Ecommerce | Rising acquisition cost against fixed margin; creative fatigue | Performance marketing, paid social, retention and growth systems |
Industry
What makes marketing hard here
Every claim needs compliance review; high CAC with long payback
RZLT services that address it
Industry
What makes marketing hard here
The buyer self-serves the shortlist via search, peers and AI assistants
RZLT services that address it
Industry
What makes marketing hard here
Everyone claims AI; incumbents own the obvious keywords
RZLT services that address it
Industry
What makes marketing hard here
Six-person buying committee, long cycles, champion has to sell internally
RZLT services that address it
Industry
What makes marketing hard here
Multiple regulators, sign-off chains, legacy brand expectations
RZLT services that address it
Industry
What makes marketing hard here
Rising acquisition cost against fixed margin; creative fatigue
RZLT services that address it
Plenty of the companies we work with sit across two of these. A fintech built on-chain is both crypto and fintech. An AI startup selling to enterprise is both AI and B2B. A SaaS product with a developer-first motion needs the same DevRel thinking a Layer 2 does. The overlap is normal, and picking the wrong page to read first costs you nothing. If you would rather skip the reading, tell us what you sell and who buys it and we will tell you which playbook applies — and whether we are honestly the right agency for it. Some of the most useful calls we have end with a referral somewhere else.