Why B2B Companies That Use Video Win More Business
Ivan Montoya
March 30, 2026
Fintech messaging often falls short, leaving users confused and underserved. Discover the key insights that highlight the gaps and opportunities in this evolving industry.
The product is solid, and the team understands it inside out. Also, the roadmap is well-defined. However, when it comes to explaining it to a buyer, partner, or investor, something falls. The message gets long, and the language gets technical, leaving the audience lost.
We have seen these consistent patterns across fintech businesses. And it is not unique to the early-stage. It appears in scale-ups with enterprise clients, in established players entering new markets, and in companies that have been operating for years but still struggle to explain what makes them different.
Most likely, the product is not the problem; the communication is.
Fintech companies operate across complex stakeholder environments. You are not selling to one type of person. You are talking to procurement leads who care about integration and compliance. You are pitching investors who want to understand unit economics and market size. You are onboarding partners who need to trust your infrastructure and your team.
The mistake most companies make is trying to cover all of that with a single message. The result is a narrative broad enough to be technically accurate but specific enough for nobody.
According to McKinsey’s 2024 B2B Pulse Survey, the average B2B deal involves between 6 and 10 decision-makers, each with distinct priorities and concerns. In the fintech industry, those differences are even sharper. A CFO and a Chief Risk Officer are not weighing the same questions.
Trying to speak to everyone at once is the fastest way to connect with no one.
Effective fintech messaging maps to those differences. Not in a way that creates fragmented or contradictory positioning, but in a way that adapts the same core truth for the right listener at the right moment. This is not a cosmetic change. It requires a genuine understanding of your buyer psychology, your sales cycle, and the specific moments where your message needs to land through the right channel.
One of the specific challenges for early-stage fintech companies is this: you need to build trust quickly, but you do not yet have the case studies, years of operation, or the volume of social proof that established players rely on.
The temptation is to overclaim. To use language that signals authority without actually demonstrating it. Words like ‘leading’, ‘best-in-class’, and ‘innovative’ appear everywhere.
The 2024 Edelman-LinkedIn B2B Thought Leadership Impact Report, which surveyed 3,500 global B2B decision-makers, found that 73% consider thought leadership a more trustworthy basis for assessing a company’s capabilities than its traditional marketing materials. Credibility is not built by describing authority. It is built by demonstrating depth and outcomes.
The companies that build credibility fastest are not the ones that claim to be experts. They are the ones who communicate with the precision of experts in simple terms.
This means content that shows the way the organization thinks and behaves, not just what you offer. It means messaging that reflects a genuine understanding of your audience’s world, regulatory context, operational pressures, and customer challenges. It means communications that signal, we understand the problem at the same level you do.
That kind of credibility cannot be manufactured with generic language. It requires translating your expertise into something your audience recognizes and is relevant to them.
Put your message to the test, open ten fintech websites. Count how many use the words ‘seamless’, ‘frictionless’, ‘innovative’, ‘next-generation’, or ‘transformative’. The number will be high. The differentiation will be low.
This is not a coincidence. It reflects a surface-level approach to positioning that prioritizes safe language over honest specificity. Companies default to industry-standard descriptors because they sound credible and carry no risk of being wrong.
As research from Bain and Harvard Business Review has shown, as B2B offerings become more commoditized, buyers increasingly make decisions on subjective and personal considerations rather than technical specs alone. Language that carries no distinction cannot activate those considerations.
The root issue is not bad copywriting. It is an insufficient understanding of the real difference between what you offer, what your competitors offer, and what your audiences need to hear to move forward. When that understanding is shallow, the language that follows will be generic. Understandable differentiation is a strategic exercise, not a creative one.
There is a persistent myth in fintech communication that the product is simply too complex to explain clearly. The technical depth, the regulatory nuance, and the infrastructure sophistication are inherently difficult to communicate to a non-technical audience.
The issue is rarely that the product is unexplainable. The issue is that the explanation has not been built for the audience. Technical teams explain what the product does. Effective communication explains what it means for the person on the other side of the conversation.
Complexity is not the problem. Complexity without translation is.
It is not about dumbing things down or stripping out the substance. Is to reframe the substance in the language of outcomes, impact, and relevance. It meets the audience at their level of context and brings them forward, rather than starting from where the product team is and hoping the audience can keep up.
Achieving this requires a deep understanding of your product and audiences. Most companies are strong at first. The second is where effort happens.
Many fintech companies produce a significant volume of content. Blog posts, explainer videos, sales decks, social posts, product one-pagers. The challenge is that most of it was created in response to immediate needs rather than as part of a coherent strategic plan.
The result is a fragmented and inconsistent content landscape that often fails to be effective. Materials designed for one context are used inappropriately in another. Messaging from eighteen months ago contradicts the current positioning. As a result, sales teams create their own versions because the marketing materials do not align with the conversations they are having.
Gartner research shows that by 2024, B2B buyers were spending approximately 80% of their purchase journey without direct contact with a vendor, meaning the content they encounter before speaking with your team does most of the qualification work. If that content is scattered and inconsistent, the buyer is forming the wrong impression long before you can correct it.
The companies that communicate most effectively are not necessarily the ones that produce the most content. They are the ones who know exactly what they need, where it sits in the journey, and why it matters. Every piece has a purpose. Nothing is created for the sake of it.
Here is a pattern we have seen in most fintech organizations. Marketing has built a narrative around the product’s strategic value. Sales is in conversations where they field highly technical questions, manage procurement processes, and negotiate integration specifics. The two teams are speaking different languages to the same audiences.
According to the 2025 Edelman-LinkedIn B2B Thought Leadership Report, more than 40% of B2B deals stall due to internal misalignment within buying groups. The disconnect between marketing’s story and sales’ conversation is one of the most common contributors to that misalignment.
The answer is not to make sales sound more like marketing, or vice versa. It is to build a shared narrative architecture that can flex for different contexts while remaining grounded in the same core truth. When messaging and sales are aligned, the buyer journey accelerates. Education happens earlier, through content rather than conversation. Meetings begin at a higher level because the groundwork has already been laid.
Improving fintech messaging requires a strategic approach. One effective strategy is to simplify the language used in communication. Fintech companies should avoid jargon and technical terms that may confuse users. Instead, they should use plain language that is easy to understand. This can make the messaging more accessible and user-friendly, helping to build trust and engagement.
Another strategy is to focus on the user experience. Fintech companies should ensure that their messaging is clear and consistent across all touchpoints. This includes the website, mobile app, customer support, and marketing materials. By providing a cohesive and seamless experience, companies can enhance user satisfaction and retention.
Additionally, fintech companies can benefit from incorporating storytelling into their messaging. Stories can help convey complex information in a more relatable and engaging way. By sharing user success stories, customer testimonials, and real-life scenarios, fintech companies can create a stronger emotional connection with their audience. This can help differentiate the brand and make the messaging more memorable.
For fintech companies entering new geographies like LATAM or serving diverse markets, there is an additional layer of complexity
Direct translation is rarely enough; the literal meaning of a message may survive. The intent, the tone, and the cultural register often do not. Financial services carry deep contextual weight across different markets. Regulatory environments vary. Buyer psychology differs; language that signals credibility in one context can feel tone-deaf in another.
Effective localization is not a translation exercise. It is a communication strategy exercise applied to a new audience. It asks the same foundational questions: Who is this message for? What do they need to understand? What signals credibility in their world? What language will land versus what will be filtered out to become relevant? The companies that expand successfully are the ones that invest in understanding those markets before adapting their messaging to them.
On another angle, the future of fintech communication is likely to be shaped by several key trends. One trend is the increasing use of artificial intelligence (AI) and machine learning (ML) to personalize messaging. AI and ML can analyze user data to provide personalized recommendations, insights, and support. This can enhance the relevance and effectiveness of fintech messaging, making it more tailored to individual user needs.
Another trend is the growing importance of visual and interactive content. As attention spans shorten, fintech companies need to find new ways to capture and retain user attention. Visual content such as infographics, videos, and interactive tools can help convey information more effectively and engage users more dynamically. This can make the messaging more engaging and impactful.
As users become more aware of data privacy and security issues, they will demand greater transparency from fintech companies. This means that companies will need to be more open about how they collect, use, and protect user data. By prioritizing transparency and ethical practices, fintech companies can build stronger trust and loyalty with their users.
Most of the communication problems described in this post share a common root: decisions are made on instinct rather than through structured strategic thinking.
Which audiences matter most? Which messages are actually landing? Where is the buyer journey breaking down? What content already exists that could be doing more work? What are the genuine gaps? These are questions that most fintech businesses cannot answer with confidence, not because they lack intelligence, but because they have never mapped it clearly.
Forrester’s 2024 Buyers Journey Survey found that 92% of B2B buyers begin their evaluation with at least one vendor already in mind, and 41% have a single preferred vendor before formal evaluation starts. Preference is shaped long before the sales conversation. That means your content and messaging are either building your case or costing you the deal, long before anyone picks up the phone.
Transitioning from guesswork to a clear strategy necessitates a thorough assessment of your current messaging and materials, as well as an evaluation of your buyer’s journey and its key moments. It’s important to ensure alignment between what marketing produces and what sales actually utilizes, while also identifying any gaps where communication is failing and deals are stalling.
In a market full of complex products and generic messaging, the companies that communicate clearly stand out. Not just as better communicators, but as more credible businesses. Buyers trust what they understand. Investors back what they can explain to their stakeholders. Partners commit to relationships where they can see the value clearly.
The 2024 Edelman Trust Barometer Supplemental Report on Financial Services noted that the financial services sector continues to struggle to communicate its value as a trusted advisor, even though it is the only institution most stakeholders still trust. The gap between what fintech companies offer and what their audiences actually understand is not closing on its own.
The companies that win are not necessarily the ones with the best product. They are the ones whose value is easiest to understand.
Strong messaging is not a marketing nice-to-have. It is a commercial asset. It shortens sales cycles. It accelerates decisions. It makes the work of every team in the business easier because the foundation is clear.
If your product is strong but your message isn’t landing the way it should, the problem isn’t the product.
QUICK SELF-ASSESSMENT
Is your messaging working hard enough?
Use this to quickly diagnose where your communication may be breaking down. Answer honestly. If you score mostly ‘Somewhat’ or ‘No’, your messaging is likely costing you deals.
Question | Yes | Somewhat | No |
Our message is consistent across all touchpoints (website, sales deck, proposals, social) | ☐ | ☐ | ☐ |
Different audiences (buyers, investors, partners) receive messaging tailored to their needs | ☐ | ☐ | ☐ |
Our sales team can explain our value in two sentences without a lengthy preamble | ☐ | ☐ | ☐ |
Prospects arrive at sales calls already understanding what we do and why it matters | ☐ | ☐ | ☐ |
We know which content exists for each stage of our buyer journey | ☐ | ☐ | ☐ |
Marketing and sales are using the same narrative and the same materials | ☐ | ☐ | ☐ |
We can clearly articulate what makes us different from our closest competitors | ☐ | ☐ | ☐ |
Our content is mapped to specific business goals, not created reactively | ☐ | ☐ | ☐ |
Scoring guide
Bridging the messaging gap in fintech requires a strategic and user-focused approach. By prioritizing clear, honest, and engaging communication, fintech companies can build stronger relationships with their users and achieve long-term success in the industry.
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