Define the complete proposition
Show the use case, relevant benefits, price, availability and conditions a buyer would actually face. An attractive concept without a price or delivery expectation tests a different question. Make clear what is a prototype and avoid implying that an unavailable product is already ready to ship.
Look for stronger commitments
Interviews can reveal language and objections. A carefully designed purchase or reservation test may provide stronger behavioral evidence where appropriate, with clear terms and fulfillment arrangements. Do not confuse clicks or email interest with a willingness to pay or assume a small sample represents the whole market.
Choose the next investment
Record the audience reached, offer shown, cost and response conditions. Investigate why people did not proceed as well as why they did. Use the evidence to decide whether to refine the value proposition, change the audience or stop. Include production and fulfillment feasibility in the decision.
Put the decision into practice
- Specify use price and availability.
- Label prototypes honestly.
- Separate interest from commitment.
- Investigate non-purchase reasons.
- Review demand and delivery feasibility together.
Bring the business question, the evidence already available and the constraints that matter. Discuss your next step with Nancy Chou.