A few points from my experience building a startup for the enterprise (these examples are based entirely on my experience in the financial services industry, although from what I understand they should be easy to extrapolate across other fields):
The sales cycle can be/is excruciatingly long. Certain companies that signed on took 1-2 years to get on board after initial engagement.
You need to partner up/find someone who has the deep contacts/relationships in the big cos that would be your clients.
You need to prove to them that it will be cheaper (including the cost of switching, training, etc...), Reduce Risk, and allow them to "reallocate resources."
Inertia is very strong at large organizations. Building a product that directly competes with an entrenched competitor sounds like a very risky endeavor.
The sales cycle can be/is excruciatingly long. Certain companies that signed on took 1-2 years to get on board after initial engagement.
You need to partner up/find someone who has the deep contacts/relationships in the big cos that would be your clients.
You need to prove to them that it will be cheaper (including the cost of switching, training, etc...), Reduce Risk, and allow them to "reallocate resources."
Inertia is very strong at large organizations. Building a product that directly competes with an entrenched competitor sounds like a very risky endeavor.