Selling to enterprise customers is about demonstrating value while reducing risk. You will need to show irrefutable proof that your solution will address a pain - ideally, one that is both urgent and important (Eisenhower matrix/Covey). The best way is to point to tangible examples of where you have solved the problem before - through documented case studies, testimonials from industry luminaries, etc. Most enterprise solutions have been developed with the involvement of at least one customer to ensure there is some semblance of product/market fit. If that is your situation, you need to use that customer as a proof-point.
In the absence of an existing customer, you need to find someone (a champion) who is willing to accept greater risk in return for the benefits of being an early adopter. The offer to them could be financial (free/reduced cost/pay when you're happy), exclusivity, customization/ personalization/integration,... - something that will provide extra reward for taking a chance with you, in return for allowing you to use them as proof when the value is proven. As well, expect that an enterprise will limit their risk by testing your solution in a controlled setting - in one department, a specific project, a parallel implementation with another product, etc. with very specific, measurable objectives and expected outcomes.
Selling to enterprise customers can be daunting. Decision-making can be slow, complex and political. The reception area is full of existing account managers with big expense accounts and six figure salaries who call on the customer every day. But, if you can find a way to successfully break into the market, large companies can be like lemmings - and one sale can lead to many. Good luck! Ping me if you think I can be of help.