Led by Arizona State University instructors Visar Berisha, Denise McKenzie, and Zachary Holman, the week began with introductions and overviews of the goals of the program, one of which is to challenge the assumptions of each founder regarding the need they are trying to solve for with their product. 

Each team presented their startup to the group, walking the room through the issue that they had discovered and how their solution addressed that need. Instructors then introduced the founders to the concept of product validation through the formation of a business hypothesis. This hypothesis was then tested through tools such as customer discovery. 

Pain Points

One of the specific goals in customer discovery is to identify the customer pain points that can be used to validate a startup’s product. Pain points are what the startups are counting on as they propose their solutions to the market. They must be verifiable and quantifiable. Teams were asked to write out their customers’ perceived pain points, listing how customers currently solve those, and whether or not they are satisfied with the existing solutions. 

As an example, Serbian startup Nutrimedik identified the issue of people taking medications and supplements in combination without knowing the potentially negative side effects. Their challenge was to show that these combinations were harmful and that customers would benefit, and be willing to pay for, their solution that would warn them of any potential risks. The team used the week to begin interviewing people who take medications and supplements to learn more about their concerns and the likelihood of them seeking out a solution.

“It’s extremely valuable to have these experienced people come in and with a fresh set of eyes give you feedback, challenge you, and really help you in a way that sets us up for success.  

These are not regular industry folks. These are people who work with hundreds of startups. It’s incredibly valuable to get this kind of input.” 

-Sofija Drecun & Gordana Novakovic | Nutrimedik | Serbia

Not all of the teams were solving consumer concerns. For other teams, their solution sought to help businesses save money in their existing business process. In these cases, teams identified gaps or inefficiencies in an area of a business and then had to prove that they could save the business time and/or money through their solution. The Kosovar team Seal Skin Covers believed their innovative approach to measuring bodies would result in fewer returned garments due to incorrect sizing. The solution would save retailers the cost of the returns plus had the added benefit of building trust with the customer.

Another tool for teams to test their hypothesis further was by mapping their customers’ workflow. In this process, the teams diagram as much of the process as they can to show the existing journey a customer takes when they try to accomplish their goal. Using the example of the garment industry, the Seal Skin Covers team showed that people who order garments online use a bracket method whereby they order the size of an item plus one size smaller and one size larger. This results in a guaranteed return of two thirds of the ordered items. For the retailer, this was the verified pain point that the team could solve for.

Next, the teams created an ecosystem map. This map required them to identify key stakeholders, competitors, any government requirements, and any other factors in the value chain. This meant the teams had to know where they fit into that ecosystem, what factors affected their business model, and where the inefficiencies and opportunities might be. As is often the case, by this time the teams have started to get a better sense for their solution and how it fits into their understanding of the market. This is also the time where teams start to see opportunities for pivoting their solution to a new idea.

“I’ve learned a lot of things. It’s a huge learning journey. Because it’s a fast paced environment, you are both learning and creating at the same time.” 

-Ivan Rangelov | Adaptly Learn | North Macedonia

Each day, the teams received individual office hours with one of the three instructors. This time was used to further dive into what the teams were learning, testing their assumptions, and discovering additional lines of inquiry. 

By the end of the week, the teams had all gotten their initial feedback from their customer interviews, bolstering the case for their solution, and giving them insights to make them even stronger. In some cases, new opportunities arose from the interviews that could open doors to additional features or products. 

Growth on Display

The program concluded with all of the teams presenting their learnings to the group. It was at this point that the benefits of the week’s instruction became most apparent. Teams showed how they had their assumptions about their solution tested, how these new insights helped to validate or reshape their product. 

Probably the most satisfying aspect of the week for the instructors was seeing the new understandings that the teams gained of their market and where their solution fits into that market. In such a short period, to have the metaphorical lightbulb turn on in the minds of some of the participants, is one of the most rewarding parts of putting on these programs.

“I have had so many insights, and information, advice and feedback. This is one of the best experiences for building a product and solving a problem.”

- Helidona Shabani | Nursing Marketplace | Bosnia & Herzegovina

But the process isn’t complete. Over the next two months, the teams will meet weekly with their mentors to discuss their customer discovery findings, further helping to clarify their business model, their product design, and their plan for success. 

Learn more about this year’s cohort: