Use this checklist as a working decision record. For each question, mark confirmed, partly supported or unknown; attach the evidence and name the person responsible for closing the gap. Do not turn twenty uncertain answers into a reassuring total score.
Customer and application: questions 1–5
1. Which specific application creates a reason to consider our product? 2. Which customer types have that problem? 3. What do they use today? 4. Who evaluates, approves and buys the solution? 5. What event creates a decision window?
If these answers are broad, narrow the starting segment. A named buyer group with a clear operating problem is a more useful entry brief than an entire industry.
Offer and proof: questions 6–10
6. What benefit can we substantiate? 7. What evidence will the customer require? 8. What qualification, trial or approval steps apply? 9. What changes are needed for installation or use? 10. Who owns technical support and service?
Record whether the evidence comes from your own assumptions, a customer discussion or a verified operating result. Seek qualified advice for product-specific requirements.
Route and economics: questions 11–15
11. Should we begin with direct, distributor or hybrid sales? 12. What capability must a partner demonstrate? 13. What costs sit between factory and supported customer use? 14. What pricing assumptions have been tested? 15. How do payment timing and support commitments affect the model?
Keep the manufacturer and partner responsibilities explicit. Use current specialist input for tax, customs and legal assumptions rather than filling gaps with generic estimates.
Execution and investment: questions 16–20
16. Which accounts are the first priority? 17. Who owns each commercial next step? 18. What evidence will trigger further investment? 19. What would cause us to adapt or pause? 20. When will the leadership team review the findings?
Finish with a short action plan listing the most consequential unknowns. The checklist is complete when it informs a decision and an owner, not when every box has an optimistic answer.
Questions for leadership
What to take into the next discussion
- Mark the strength and source of each answer.
- Resolve critical unknowns before expanding the commitment.
- Use the checklist in a free consultation to focus the next discussion.
Put the questions into practice
This perspective is intended as general business commentary. The appropriate commercial decision depends on the organisation, market and evidence available.