Planning for an overseas market? Choose your country and local setup route. Check where you operate separately from where your customers live.
Ask about real behaviour before asking whether people like your idea.
Ask about the last time the problem happened
A leading question such as “Would you use my amazing service?” mostly tests politeness. Ask what the person last tried, what triggered the problem, how long it took and who decided how to solve it. Listen for the language they use rather than replacing it with your proposed solution.
Five conversations can be a manageable exercise, but five is not a statistically representative market sample. Record how participants were selected. Friends who want to encourage you may answer differently from people who must spend their own money.
Map the alternatives
Customers already have alternatives, including doing nothing, using a spreadsheet, asking a friend or buying from an established provider. Compare the task completed, effort, timing and drawbacks. Avoid claiming there is “no competition” because you could not find an identical website.
| Question | Useful evidence |
|---|---|
| How do people solve it now? | A recent example, not a hypothetical preference |
| What makes the current method frustrating? | A specific delay, cost or missing outcome |
| Who decides and pays? | The actual decision-maker and purchasing process |
| Why would they change? | A concrete improvement that matters to them |
Test delivery as well as interest
After checking applicable permissions, offer a narrow pilot with written scope, price or clearly stated free status, and a realistic completion date. A free pilot tests delivery and feedback; it does not establish willingness to pay. A paid pilot is stronger evidence of a purchase, but one sale is not a repeatable business.
For example, a fictional editor could revise one approved page rather than take responsibility for an entire website. Track the time used, revisions requested and whether the customer understood the deliverable. Ask permission before publishing any feedback.
Keep the conclusion proportional
Separate what people said, what they did and your interpretation. “Three people described the same scheduling problem” is a useful observation. “Everyone needs my software” is not supported by it. Choose one next test that could disprove your favourite assumption.
Use the offer worksheet to revise the scope. A better idea is often a narrower promise to a clearer customer.
Your next action
- Five neutral interview questions
- How participants were selected
- Current alternatives and switching reasons
- What a small lawful pilot includes and excludes
- Observed behaviour, uncertainty and next test
Keep observations, assumptions and official responses separate. A completed worksheet is preparation, not approval or evidence of future income.
Sources and scope
Original editorial planning exercises. Examples and arithmetic are illustrative, not customer results, market estimates or personalised financial advice.
Regulatory examples are labelled by jurisdiction. This guide does not determine your eligibility, certify your premises or replace advice on your specific circumstances. Historical observations are not live data or forecasts.