In enterprise sales, the user and buyer are different people. While the user needs a problem solved, the buyer needs a business outcome that advances their career. Product managers must identify and build for the metric that makes their buyer look good—like cost savings or productivity gains—to secure the sale and ensure product success.

Buyers are not looking for a new vendor; they are looking to solve a problem. Instead of listing features, top salespeople frame conversations around the specific problems they solve. This approach builds immediate value and positions the seller as a strategic partner in the buyer's success, rather than just another pitch.

An enthusiastic champion often rushes to pitch a solution internally, only to be shut down. Slow them down using 'commercial coaching'—sharing stories of how similar deals failed. This helps them understand the importance of first aligning the buying group on the problem.

Average reps focus on product features. Top performers are "product agnostic"—they don't care about the specific product they're selling. Instead, they focus entirely on the customer's desired outcome. This allows them to craft bespoke solutions that deliver real value, leading to deeper trust and larger deals.

The ultimate way to add value is not by knowing your own product, but by knowing your customer's customers. Research their market so deeply that you can bring them novel insights they don't already have. When you can help a decision-maker understand their own end-users better, you transform from a vendor into a strategic asset they can't afford to lose.

Technical audiences are "human lie detectors." To build trust, don't lead with a sales pitch. Instead, ask insightful questions about their stack and pain points to prove you understand their world. This curiosity earns you the credibility needed to offer solutions and advice.

Don't just sell logical features. Frame your solution as the tool that allows the customer to achieve their own psychological victory. Help them build an internal business case that makes them look brilliant, positioning them as the savvy decision-maker who found the perfect, high-value solution for their company.

Busy enterprise buyers lack time for extensive discovery and want immediate value. The most effective reps are prescriptive, not just curious. They teach customers what top-tier companies are doing with their product and proactively guide them toward a better solution, establishing credibility and delivering insight.

According to Deel's CEO, top salespeople listen more than they talk. They act like external consultants, diving deep to understand a customer's complex stack and problems. This consultative approach builds trust and is more effective than a superficial product pitch, especially for multi-product companies.