In the case where there is no product like yours, ask how customers would solve their problem using piece-part solutions from a variety of vendors. How much would the sum of those multiple products cost?

Accordingly, develop a solution-oriented presentation that describes the product in terms of solving the customer's problem.

Startups that survive the first few tough years do not follow the traditional product-centric launch model espoused by product managers or the venture capital community. Through trial and error, hiring and firing, successful startups all invent a parallel process to Product Development.

That's because Market Type changes everything a company does.

Most startups are unprepared to deal with the customer's ROI. At best, they ignore it, and at worst, they confuse it with the price of the product.

In this first phase, you want to get down what you know (or assume you know) on paper and create a template to record

a good day in front of customers is two steps forward and one step back. In

In reality none of these is the true objective. Simply put, a startup should focus on reaching a deep understanding of customers and their problems, their pains, and the jobs they need done to discover a repeatable roadmap of how they buy, and building a financial model that results in profitability.

So the general goal of Customer Discovery amounts to this: turning the founders’ initial hypotheses about their business model, market and customers into facts.