This framwork is used to validate the opportunity our project might have in the market. It is based on trying to understand whether your problem is blanc (whether is it a blatant and critical problem). Problems can be broadly divided into blatant vs latent & aspirational vs critical based on the need that the customer feels to solve them.
The customer has to consider them important enough, or at least we have to find a way to present them as important enough, meaning to take a problem from the latent and aspirational to the blatant and critical.
But that is usually extremely hard because it means creating a new market need, and it is way better to go for something that the customer already sees as a problem.
In order to get on with a good start we should try to see whether the problems we want to face are important enough for the customers.
If you see that they are telling you about it but you can’t feel from their tone or body language that it is important then you might be wrong in the choice of the problem or the customer segment.
This is because many times we delude ourselves and ask questions that make it hard for the customer to tell us that they really aren’t interested.
Changing the approach with which we ask questions from one where we ask them whether they like the idea to one where we try to understand their problem can be beneficial.
So always be ready to speak with as many people as possible to understand the differences between each market, and at the same time don’t be too attached to any customer segment and try a few of them.
Depending on how important it is for you to help that segment, you might have to switch products instead of switching the market.
The white framework:
This one is quite simple, it is based on whether there really is a blank space that hasn’t been filled by other competitors.
Is it really an open area of opportunity? Is it an opportunity that you can not only seize, but also defend in a unique way because remember that many times our advantage is never technological, but rather on the business model we are using.
So try to see not only if there is a real need but also if you can protect it once you go for it. Focus on creating value that isn’t based on making something cheaper or faster, because there are many giant companies that can do that.
Read the next article on the value proposition series
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