Challenge: validate an offer with five real conversations
Five well-run conversations teach more than a lot of research done alone.
Before investing in an offer, talk to the people who could buy it. This challenge proposes five short conversations in five days, to find out whether the problem is real, how people solve it today and whether they would pay for a solution. The idea is to listen, not to convince.
Goal
At the end of five days, have five logged conversations and a simple conclusion: the offer makes sense, needs adjusting or should be rethought.
Materials and time
- A list of five people who resemble your ideal customer.
- A script of four or five open questions.
- A notebook or document for the answers.
- 15 to 30 minutes per conversation.
Steps by day
- Day 1 - Write the script and hold the first conversation. Ask how the person deals with the problem today, what bothers them most and what they have tried. Avoid talking about your idea right away.
- Day 2 - Second conversation. Repeat the script and note what differs from the first.
- Day 3 - Third conversation. Go deeper on the point that came up most: time, cost, lack of options.
- Day 4 - Fourth conversation and first presentation. Describe the offer in two sentences and watch the reaction. Ask what would be missing and how much the person would be willing to pay.
- Day 5 - Fifth conversation and synthesis. Hold the last conversation, gather the notes and highlight patterns.
Log
Note, for each conversation: the person's profile, how they solve the problem today, the strongest sentence they said, what they asked for and whether they showed real intent (such as asking to be notified). Distinguish polite enthusiasm from concrete interest.
Final reflection
Many people discover that the problem exists, but not in the way they imagined, or that the price and format need to change. If three or more of the five conversations pointed to the same problem and showed real interest, that is a good sign. If not, adjust the offer and repeat with other people. Five conversations prove nothing with certainty, but they give direction.