Robert Osborne

I agree with the comments from other responses. There are a few additional items I would add: Additional requirements / taxes When targetting larger enterprises (and some certain vertical in the small/medium space), there will be additional requirements you will need to address. These are not necessarily linked to your product's value itself, but just items that are table stakes to get into the customer. A simple example is security, which though not something to be ignored for within consumer space, goes to the next level in terms of expectations from enterprises. This in turn leads to specific set of security requirements you will need to be aware of (e.g. role based access as a simple example, let alone more focus during security team reviews on data residency / data access etc). Gathering feedback / customer responses It has been mentioned in other posts that your customer audience will be different. This is true, but it also means that there is a great opportunity to have direct relationships with your key enterprise customers, as there are generally less of them, compared to medium/small. Additionally the weight you can put on a few customers input can be increased. Therefore though can still use traditional mechanisms around tracking user activity etc, it is very advisable to have a customer advisory council, or lean on account managers to provide strong customer input. Sales team motivation This is a key area that I believe is different for enterprise, in that the sales team motivation has to be understood. Typically enterprise sales are a few big whales that sales team focus on, and their commisions are very linked to. This can mean that the sales team put extra focus on any immediate sale or renewal blocker (say for upcoming quarter) vs medium or long term strategy. As a PM its important to understand not only what are good customer requirements (that apply broadly or strategic sale), and when to potentially say no to a request to not randomize the team / roadmap too much.