In complex deals, frame your solution as part of a larger strategic "approach" that aligns with the buyer's existing initiatives. First, gain consensus on this shared approach, then position your offering as the foundational technology that enables it. This avoids commoditization.
Structure your problem statement as a three-part narrative to create urgency. First, anchor it to a recent "change" the company is undergoing. Then, present your solution as the logical "response." Finally, "contrast" the negative outcome of inaction with the positive outcome of your approach.
Instead of guessing at metrics, insert placeholders like "[Current Cart Abandonment Rate]" into your business case. This acts as a prompt, inviting the buying team to fill in the blanks, which builds ownership and surfaces crucial data you need to quantify value.
Writing a one-page business case is not just for the customer. The process forces you to identify and confront what you don't know about a deal—your gaps in understanding pain, power, and process. This makes the document a critical internal diagnostic tool.