The reader's situation is different.
B2B copy is not B2C copy with the jokes taken out. That is the shorthand people reach for, but it points at the wrong difference. What actually changes between a business reader and a consumer reader is their situation: whether they are spending their own money or someone else's, whether they will have to defend the decision to a colleague afterwards, and how much it will cost them personally if the choice turns out to be wrong. A consumer buying a coffee machine answers to nobody. A procurement manager buying a coffee machine for three offices answers to a facilities director, a budget holder and possibly a supplier review a year later. The copy has to serve whichever of those situations the reader is actually in.
Write to the person reading.
In most consumer purchases, the person reading the page is the person who decides and the person who uses the product. In business purchases, those are often three different people: the end user who will live with the product day to day, the manager who signs it off, and the finance function that releases the budget. A page written only for the enjoyment of the end user leaves that person with nothing to hand to the person who actually needs persuading.
The practical rule is to write for the reader in front of you, but give them something they can pass on. If a page is likely to be read by someone building an internal case, it should contain the sentence they would otherwise have to write themselves: the specific problem solved, the specific cost avoided, the specific requirement met. That is not extra copy for a different audience. It is the same copy doing a second job.
Match technical depth to how the reader has already decided to buy
A consumer reader has usually not decided anything yet, so copy that opens with a specification sheet loses them before it has earned the right to one. A business reader, particularly one further down a buying process, has often already ruled out the options that do not meet a technical requirement, so vague benefit language reads as a page that has not done its homework. Writing "it just works" to a consumer is a fair opening line. Writing it to an IT manager evaluating five vendors against a security checklist gives them nothing to check.
The reasoning is straightforward: a specialist reader is going to be judged, later, on having chosen correctly, so specifics are what let them do their job. Match the depth to the decision the reader is actually making, and if in doubt, put the specific detail one line lower on the page.
Proof means something different to a stranger than it does to a specification
Consumer proof tends to be social: other people's reviews, a star rating, the sense that plenty of ordinary people have already taken the risk. Business proof tends to be procedural: a case study with a comparable company, a named certification, a reference a buyer can actually call. Both are proof, but they answer different fears. The consumer is worried about wasting their own money on a bad choice. The business buyer is worried about recommending something that fails and having their judgement questioned for it.
That difference is why a five-star rating rarely appears on a procurement page and a compliance certificate rarely appears on a consumer one. Put the proof that answers the actual fear in front of the reader who holds it.
Urgency behaves differently once someone else's sign-off is involved
Scarcity and deadlines can move a consumer reader who is free to act the moment they decide. A business reader is very often not free to act that moment, because budget cycles, internal approval and procurement timelines sit between the decision and the purchase, so "offer ends Friday" reads as pressure applied to someone who does not control the calendar. Urgency in a business context tends to work better as the cost of waiting: what the problem is quietly costing while it goes unaddressed, stated plainly.
The same product, pitched twice
Take invoicing software sold both to a freelancer buying it for themselves and to a finance team evaluating it for the whole company. The underlying product is identical. The situation of each reader is not.
Consumer version: "Send an invoice in under a minute and get paid without chasing anyone for it. Turn a finished job into money in your account, with none of the admin that usually follows."
Procurement version: "Integrates with your existing accounting software, supports multi-currency invoicing across subsidiaries, and holds a recognised data-handling certification. Every invoice raised carries an audit trail, so the finance team can answer to it at year-end without extra work."
Neither version is more honest than the other, and neither is dumbed down or dressed up. The freelancer needs relief from admin and a reason to trust that the money will actually arrive. The finance team needs to know the tool will survive a compliance review and integrate with what they already run, because that is the case they will have to make to someone above them. Same product, same underlying claim of reliability, aimed at what each reader actually has to solve.
Read the product page guide for more on writing benefits rather than features, and once a draft exists for either audience, run it through the readability checker to see whether the reading level matches the reader you have actually written it for.