Enterprise leaders aren't motivated by solving small, specific problems. Founders succeed by "vision casting"—selling a future state or opportunity that gives the buyer a competitive edge ("alpha"). This excites them enough to champion a deal internally.

When competing against a large incumbent, reframe the comparison away from company vs. company. Instead, frame it as you—the dedicated founder—versus their salaried, indifferent employee. This shifts the focus from resources to personal commitment, turning your small size into an advantage.

When competing against a resourceful incumbent, a startup's key advantage is speed. Bizzabo outmaneuvered its rival during the pandemic by launching a virtual solution in weeks, not months. This agility allows challenger brands to seize market shifts that larger players are too slow to address.

For communities or companies like Dave Gerhardt's Exit 5, the founder's personal brand can become the primary differentiator. This creates a 'category of one' in the customer's mind (e.g., 'The Dave Gerhardt Community'), making direct comparisons difficult and establishing a powerful moat that transcends feature-based competition.

To overcome the challenge of being an outsider, James Ashford gave 10% of GoProposal to a respected accounting firm in exchange for a 10% stake in their business. This move instantly gave him credibility, an insider's perspective, and the ability to speak authentically to his target market.

Don't just list all your features. To build a strong 'why us' case, focus on the specific features your competitors lack that directly solve a critical, stated pain point for the client. This intersection is the core of your unique value proposition and the reason they'll choose you.