Validate demand before launching

Demand is demonstrated by customer action, ideally payment, not by compliments on an idea.

Diagnose the real decision

Define a narrow customer, the problem and what they currently pay or do to solve it. Interview people who fit that profile without pitching the solution first.

Put it into practice

Offer a simple paid pilot or take a genuine pre-order where feasible. Track conversion, fulfilment cost, repeat demand and reasons for refusal. Set a threshold for continuing before looking at results.

Worked example

If 20 interviews yield enthusiasm but no one will commit to a $500 pilot, revisit the buyer, problem or price before investing in a full build.

What can go wrong

Friends and family are usually poor evidence of market demand. “Would you buy this?” often produces polite guesses.

Use this in the next seven days

Write the outcome and deadline in one sentence.
Collect the evidence or document named above.
Ask a relevant colleague, manager or adviser to challenge one assumption.
Set a review date and record what changed.

Source and verification

Primary Australian reference. The practical method and examples are editorial guidance. Check the linked source for current rules and details that apply to your situation.

Choose a measurable test

Write a prediction before you test: for example, “At least five of 20 qualified buyers will pay $200 for a pilot within 30 days.” Decide what result would cause you to stop, change the offer or continue. That reduces the temptation to reinterpret polite interest as demand.

Interview without pitching

Ask about the last time the problem occurred, what it cost and what the customer tried. Avoid leading questions about how much they love your proposed solution. Then ask for a real commitment with price and scope. A deposit, paid pilot or purchase order is more informative than a survey tick.

Test repeatability

Delivery cost, customer acquisition and repeat use determine whether demand can become a viable business. Track how customers discovered you and whether they would buy again. If every sale depends on the founder personally persuading a friend, the result may not scale.