Begin with a situation, not a demographic
‘Small businesses’ is too broad to guide an early conversation. Choose a person facing a particular task in a particular setting. What are they trying to accomplish, and what happens when the task goes badly? This retrospective planning exercise looks back to a 2024 starting point; it does not assume that demand observed then remains unchanged now.
Ask about the last real attempt
Invite the person to describe what happened the last time they faced the problem. Ask what they did, what alternatives they considered and which part was difficult. Avoid leading with a pitch and asking whether your idea sounds good. Praise for a proposed product is different from evidence about an existing problem. Record exact facts separately from your interpretation.
Map the alternatives fairly
A competitor may be a spreadsheet, an employee's existing routine or the decision to tolerate the problem. The SBA's market-research framework encourages investigating demand and alternatives. Make your own comparison concrete: who the option serves, what it helps them do and where it leaves a gap. Do not describe a competitor as poor simply because its priorities differ from yours.
Choose a small next step
End with a decision you can actually make. Perhaps you need more conversations, a clearer segment or a small prototype. State what evidence would change your mind. A name and visual identity can follow, but they should not become a way to avoid learning whether anyone needs the underlying offer.
SBA: market research and competitive analysis ↗
This article combines general educational guidance with original planning exercises. It does not claim first-hand field testing or an endorsement from the linked organization. Sources checked October 2026.
