The sales landscape for cryptocurrency products has predominantly been “crypto-native” up to this point. When targeting potential customers for crypto-centric products, protocols, or software as a service, it was common for both prospects and clients to possess a certain level of understanding regarding relevant terminology, technological foundations, and the associated benefits. This approach made it easier for crypto companies to implement their go-to-market strategies, encompassing various aspects from business development and product marketing to sales and customer success. However, in the past year, the demographic of customers interested in crypto-related products has expanded considerably.
### Expanding Interest in Crypto
Recent data highlights this shift, showing more than just the rise of stablecoins. Bitcoin exchange-traded funds (ETFs) now manage a staggering $150.2 billion, marking them as the fastest growing ETFs on record. Additionally, Circle (CRCL) saw its stock surge over 300% just a month post-IPO, ranking it among the top IPO performers this year. Robinhood reported its crypto revenue was more than 2.5 times that of its equities trading in the second quarter of 2025, signaling a significant increase in consumer engagement. Major players like Fidelity and soon-to-be Charles Schwab are offering direct cryptocurrency spot trading, further indicating institutional interest in sharing crypto opportunities with millions of retail brokerage clients. Furthermore, Morgan Stanley plans to introduce cryptocurrency trading on its E*Trade platform early next year. Such developments clearly indicate a shift into the enterprise adoption phase for crypto.
### The Need for Sales in Crypto
The notion that “the best products sell themselves” has long been a misconception in the tech industry. The reasoning follows a flawed sequence: first, create an exceptional product, then customers will naturally gravitate toward it, share it with others, and the cycle of self-sustaining sales will commence. However, this overlooks critical stages: the method of product discovery, persuading undecided prospects, and differentiating from competitors. Even the most viral products require additional support to reach broader audiences. Large enterprises face unique challenges like internal politics and the complexities of integrating new technologies, which often means that even successful tech products initially find it difficult to expand beyond early adopters. This is why leading technology companies, including Amazon, Apple, Google, and others, have extensive sales teams; a solid sales strategy is essential for overcoming organizational hurdles and effectively reaching large enterprises.
### What Founders Need to Know About Enterprise Sales
Transitioning to enterprise sales demands a different mindset from what many crypto founders have previously utilized. Here are several key considerations:
#### Enterprises Have Distinct Priorities
Crypto-focused companies often emphasize superior technology or existing community ties when selecting partners. In contrast, for larger enterprises, the primary concern is typically return on investment (ROI): Does this product provide measurable value, enhance an existing business line, or mitigate significant risks? Other important factors include risk management and compliance, security measures, and the thoroughness of the procurement processes, which can often be opaque to sellers.
#### Early Crypto Sales Strategies May Not Translate
Strategies that succeeded in the crypto-native market may falter in the enterprise arena. In nascent tech markets, innovative technology can be compelling. However, in enterprise sales, success requires more than just groundbreaking features; it necessitates a value proposition that resonates specifically with the enterprise’s needs. Understanding the procurement process is also crucial, as a verbal commitment from a customer does not guarantee a deal. The intricate steps of negotiations surrounding pricing, contract duration, and liability require careful navigation to avoid losing control of the sales process.
#### Recognizing Unique Customer Segments
Enterprise customers exist on a spectrum of crypto adoption, and their needs can vary widely. Understanding the drivers behind their decisions before initial meetings can significantly enhance the likelihood of success. For instance, a centralized exchange may consider whether to build a solution in-house or partner with a vendor. Traditional asset managers, on the other hand, prioritize risk management and require a structured evaluation of technology purchases. Retail and media companies may focus on ROI due to their own financial constraints.
#### The Role of the CEO in Sales
While it’s common for CEOs to be the most knowledgeable about their products and the best salespeople in the early stages, their role must evolve as the company scales. As the CEO’s responsibilities grow, they should delegate the sales function to a dedicated team, remaining involved only at critical junctures to finalize significant deals.
#### Establishing an Enterprise Sales Framework Early
As the crypto market for enterprises is still developing, creating a robust go-to-market strategy will take time and iterative improvements. Companies should prioritize building their sales motion sooner rather than later. Identifying the most significant sales needs at the outset — whether generating leads, closing large deals, or enhancing customer success — can determine the structure of the sales team. For example, a Sales Development team can focus on lead generation, while Account Executives can be essential for closing deals. Customer Success teams can ensure that clients maximize the value from their purchases, addressing common pitfalls in tech integration.
### Conclusion
In the realm of enterprise sales, particularly within crypto, the assumption that products will sell themselves is a misconception. A proactive, strategic approach to sales is essential. Preparing thoroughly throughout the sales process is vital to success, as Benjamin Franklin wisely stated, “If you fail to plan, you plan to fail.”
