Define Scope and Objectives for Non-Customer Discovery
Establish why engaging non-customers—those who rejected, churned from, or actively avoid the product category—is essential for uncovering hidden market friction. Map out how investigating non-consumption will challenge prevailing assumptions and expose systemic barriers to adoption.
Clarifying this action's purpose aligns the founder's focus on understanding non-consumption rather than seeking confirmation bias from current users. It ensures the parent task addresses critical blind spots in the value proposition, maximising the venture's ability to unlock latent demand.
The founder must deliver a clear problem statement detailing why target prospects currently choose alternative workarounds or non-participation. This must include explicit boundaries defining who constitutes a non-customer and what strategic questions this discovery cycle will answer.
Five questions an expert would ask when reviewing your output
Use these to challenge assumptions, pressure-test your logic, and check the quality of this action's output in the context of the parent task and wider venture development.
- 1
What specific indicators distinguish a true non-customer from a prospect who is simply slow to adopt?
- 2
Why are you prioritising non-customers over existing, highly engaged users at this precise venture stage?
- 3
How will uncovering reasons for non-consumption fundamentally alter your current positioning strategy?
- 4
What assumptions are you making about why these individuals currently reject or ignore existing solutions in the market?
- 5
How do you intend to prevent team confirmation bias when interpreting negative or indifferent feedback from non-users?