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TALKING
TO HUMANS
Success starts with understanding
your customers
GIFF CONSTABLE
with Frank Rimalovski
illustrations by Tom Fishburne
and foreword by Steve Blank
Copyright 2014 Giff Constable
First edition, v1.71
All rights reserved.
Book design: Giff Constable
Illustrations by Tom Fishburne
Cover design assistance: Jono Mallanyk
Lean Startup is trademarked by Eric Ries
Customer Discovery is a phrase coined by Steve Blank
ISBN: 978-0-9908009-0-3
Special thanks to the NYU Entrepreneurial Institute for their
collaboration and support in the creation of Talking to Humans
Acclaim for Talking to Humans
If you are teaching entrepreneurship or running a startup accelerator, you
need to make it required reading for your students and teams. I have.
Steve Blank, entrepreneur, educator and author of
Four Steps to the Epiphany and The Startup Owners Manual
If entrepreneurship 101 is talking to customers, this is the syllabus.
Talking to Humans is a thoughtful guide to the customer informed product
development that lies at the foundation of successful start-ups.
Phin Barnes, Partner, First Round Capital
Getting started on your Customer Discovery journey is the most
important step to becoming a successful entrepreneur and reading Talking
To Humans is the smartest first step to finding and solving real problems for
paying customers.
Andre Marquis, Executive Director, Lester Center for Entrepreneurship
University of California Berkeley
A lot of entrepreneurs pay lip service to talking to customers but you have
to know how. Talking to Humans offers concrete examples on how to how
to recruit candidates, how to conduct interviews, and how to prioritize
learning from customers more through listening versus talking.
Ash Maurya, Founder Spark59 and Author of Running Lean
This is a great how-to guide for entrepreneurs that provides practical
guidance and examples on one of the most important and often under
practiced requirements of building a great startupgetting out of the office,
talking directly with customers and partners, and beginning the critical
process of building a community.
David Aronoff, General Partner, Flybridge Capital
Giff has been one of the thought leaders in the lean startup movement
from the very beginning. Entrepreneurs in all industries will find Talking
to Humans practical, insightful, and incredibly useful.
Patrick Vlaskovits, New York Times bestselling author of The Lean Entpreneur
Current and future customers are the best source of feedback and insight
for your new product ideas. Talking to them is intimidating and seemingly
time-consuming. In this focused, practical, down-to-earth book Giff
Constable demystifies the art (not science) of customer discovery helping
entrepreneurs and product veterans alike learn how to build a continuous
conversation with their market and ensure the best chances of success for
their ideas. Want to know what your audience is thinking? Read this book!
Jeff Gothelf, author of LeanUX
When getting out of the building, too many people crash and burn right
out of the gate and wonder what happened. Talking to Humans is a quick
and effective guide for how Lean Startup interviews should be done: who to
talk to, how to talk your way in the door, and how to gain the most insight
and learning. Dont crash and burn read Talking to Humans!
Dean Chang, Associate Vice President for Innovation & Entrepreneurship
University of Maryland
A must read for anyone who is considering creating a startup, developing a
new product or starting a new division. Read this book first a great guide
to the evolving art of customer discovery. Dont waste your time building
products that your customer may or may not want. Before you write the
first line of code, pitch your idea to investors or build the first prototype, do
your self a favor, read this book and follow the advice! I guarantee you will
make better decisions, build a better product and have a more successful
company.
John Burke, Partner, True Ventures
Primary market research has been around for a long time because it
has stood the test of time and proved that it is fundamental to building a
successful venture; it underlies all that we do at MIT in entrepreneurship.
The question is how we more broadly deployed appropriate skills to
entrepreneurs so they can be guided to do this in an efficient and effective
manner while maintaining rigor. With all the sloganeering out there on the
topic, this book stands out in that it delivers real value to the practitioner in
this regard.
Bill Aulet, Managing Director, Martin Trust Center for MIT Entrepreneurship
Talking to strangers can be scary, but its vital to launching any new
product. Through storytelling, Giff Constable makes customer development
concepts accessible. This book will show you how to articulate assumptions,
get useful information and turn it into meaningful insights. Then it delivers
practical advice you can use immediately to test your ideas. Fear holds
people back. This book will give you the confidence to jump.
Andres Glusman, Chief Strategy Officer, Meetup.com
Table of Contents
8 Foreword
11 Introduction
14 The Story
28 Lessons Learned
30 How To
31 Getting Started with Customer Discovery
32 Who Do You Want to Learn From?
36 What Do You Want to Learn?
44 How Do You Find Your Interview Subjects?
52 How to Ensure an Effective Session?
58 How Do You Make Sense of What You Learn?
65 Conclusion
66 Appendix
67 Cold Approach Examples
69 Business Assumptions Exercise
72 Teaching Exercise #1: Mock Interviews
74 Teaching Exercise #2: Mock Approach
76 Screwing Up Customer Discovery
80 Glossary
82 Other Learning Resources
83 Behind the Book
Talking to Humans8
Foreword
Get out of the building! Thats been the key lesson in building
startups since I first started teaching customer development and the
Lean Launchpad curriculum in 2002. Since then, a lot has happened.
The concepts I first outlined in my book The Four Steps to the
Epiphany have grown into an international movement: The Lean
Startup. The class I developed – The Lean Launchpad – is now
taught at Stanford, UC Berkeley, Columbia University, UCSF, and
most recently New York University (NYU). More than 200 college
and university faculty have taken my Lean Launchpad Educators
Seminar, and have gone on to teach the curriculum at hundreds of
universities around the globe. The National Science Foundation,
and now the National Institute of Health, use it to commercialize
scientific research as part of their Innovation Corps (I-Corps)
program. My How to Build a Startup class on Udacity has been
viewed by over 225,000 students worldwide. During the past few
years, weve seen dozens of large companies including General
Electric, Qualcomm and Intuit begin to adopt the lean startup
methodology.
The Lean Startup turns the decades-old formula of writing
a business plan, pitching it to investors, assembling a team, and
launching and selling a product on its head. While terms like pivot
and minimum viable product have become widely used, they
are not understood by many. The same can be said of getting out
of the building. Many entrepreneurs get out and get in front of
customers, but take a simplistic view and ask their customers what
they want, or if they would buy their startups (half-baked) product.
The getting out part is easy. It is the application of the customer
Foreword & Introduction 9
development methodology and the testing of their hypotheses with
users, customers and partners that is both critical and often difficult
for entrepreneurs to grasp in the search for a scalable and repeatable
business model.
Since the Four Steps, many other books have been written on
customer development including The Startup Owners Manual,
Business Model Generation, The Lean Startup, and others. Each
of these texts has advanced our understanding of the customer
development methodology in one way or another, teaching aspiring
students and entrepreneurs the what, when and why we should get
out of the building, but have only skimmed the surface on how to
get out of the building.
For both my own classes as well as I-Corps, I always made Giff
Constables blog post 12 Tips for Early Customer Development
Interviews required reading. It answered the how question as well.
Now Giff has turned those 12 tips into an entire book of great advice.
In a comprehensive, yet concise and accessible manner, Talking
to Humans teaches you how to get out of the building. It guides
students and entrepreneurs through the critical elements: how to
find interview candidates, structure and conduct effective interviews
and synthesize your learning. Giff provides ample anecdotes as well
as useful strategies, tactics and best practices to help you hit the
ground running in your customer discovery interviews.
If you are a student, aspiring entrepreneur or product manager
trying to bring the value of getting out of the building to an existing
company, Talking to Humans is a must read. It is chock full of lessons
learned and actionable advice that will enable you to make the most
of your time out of the building.
Talking to Humans is the perfect complement to the existing
Talking to Humans10
body of work on customer development. If you are teaching
entrepreneurship or running a startup accelerator, you need to make
it required reading for your students and teams. I have.
Steve Blank
September 3, 2014
Foreword & Introduction 11
Introduction
Talking to Humans12
The art of being a great entrepreneur is finding the right balance
between vision and reality. You are probably opening this book
because you want to put something new in the world. Thats an
incredibly powerful and meaningful endeavor. Its also scary and
extremely risky. How can you get ahead of that risk and beat the
odds?
Every new business idea is built upon a stack of assumptions.
We agree with Steve Blanks insight that it is better to challenge your
risky assumptions right at the start. You cant challenge anything
sitting in a conference room. You have to get into the market, or, as
Blank likes to say, Get out of the building!
There are two effective ways to do this: 1. talk directly to
your customers and partners, and observe their behavior; 2. run
experiments in which you put people through an experience and
track what happens.
This book focuses on the first. The qualitative part of customer
discovery is surprisingly hard for most people, partly because talking
to strangers can feel intimidating, and partially because our instincts
on how to do it are often wrong.
Heres what customer discovery is not: It is not asking people to
design your product for you. It is not about abdicating your vision.
It is also not about pitching. A natural tendency is to try to sell other
people on your idea, but your job in customer discovery is to learn.
You are a detective.
You are looking for clues that help confirm or deny your
assumptions. Whether you are a tiny startup or an intrapreneurial
team within a big company, your goal is not to compile statistically
significant answers. Instead you want to look for patterns that will
help you make better decisions. Those decisions should lead to
action, and smart action is what you need for success.
Foreword & Introduction 13
This book was written as a focused primer on qualitative
research to help you get started. You should view it as a complement
to the other excellent resources out there on customer development
and lean innovation. It is not a rulebook, but hopefully you will find
the principles included here useful.
The book comes in two parts. It begins with a fictional story of
two entrepreneurs doing customer research for the first time. The
second part is a mix of theory and tactics to guide you through the
core steps of customer discovery. While the fictional story highlights
a consumer-facing business, I should note that there are plenty of
tips in this book for teams who sell to the enterprise.
Some last words to kick things off: entrepreneurs have a
tendency to over-obsess about their product to the neglect of other
business risks. They also tend to stay inside their heads for far too
long. I urge you to be brave, get out of the building, and go talk to
real human beings.
Giff Constable
August 2014
Some Thanks Are Due
Many thanks to Frank Rimalovski for encouraging me to write this, and his
students and team at NYU for providing early feedback, Steve Blank for the
foreword and his inspiration and leadership on the topic of entrepreneurship,
Tom Fishburne for his great illustrations, Josh Seiden and Jeff Gothelf for their
insights, my colleagues at Neo for continuing to push forward the craft of
customer development, the many speakers and members of New Yorks Lean
Lessons Learned meetup who have shared their stories with me, and Eric Ries
for inspiring me and so many others.
The Story
PART ONE
The Story 15
Breakthrough
Koshi and Roberta had so much adrenaline pumping through
their systems that neither could sleep that night. After a year of
challenging lab work, they had finally cracked it. They were now
sure they could manufacture artificial down feathers cost-effectively.
Their insomnia was ironic, since their very dream was to transform
the quality of peoples sleep through the invention of a better pillow.
They knew they had a technical advantage. Their artificial down
had heightened levels of insulation, a better resilience/resistance
quotient, and was kinder to both animals and the environment.
Now the question was, did they have a business?
The Advisor
They called a meeting with their entrepreneurial advisor the next
day. Samantha had built four companies, successfully exiting two of
them. She was now an angel investor and believed firmly in giving
back by working with first-time entrepreneurs.
We finally cracked it! Roberta blurted out.
What she means, Koshi said, is that were convinced we can
manufacture NewDown in a cost-effective and repeatable manner.
Now we think we can make a real business.
So you want to know if the time has come to jump in feet first?
asked Samantha. The two scientists nodded. If you want to be
successful bringing something to market, you need to understand
the market. Do you feel like you know when and why people buy
pillows today?
Not really, Roberta said. Weve spent our time in the lab
focused on the product side.
I suspected so. Founders commonly obsess about product at the
Talking to Humans16
expense of the understanding the customer or the business model.
You need to work on it all, and you have to challenge your thinking.
Behind your startup is a belief system about how your business will
work. Some of your assumptions will be right, but the ones that are
wrong could crater your business. I want you to get ahead of the
risky hypotheses that might cause failure.
Samantha had the founders list out the riskiest hypotheses.
1. We believe that people care about sleep quality when making a pillow
purchase decision.
2. We believe that we can sell online directly to customers.
3. We believe that our customers will be young urban professionals.
4. We believe that our very first customers will be new graduates who need to
outfit their apartments.
5. We believe that we can sell our pillows at a high enough price to cover our
costs.
6. We believe that we can raise enough capital to cover investments in
manufacturing.
Lets put aside the fundraising risk right now, Samantha said.
Its what everyone jumps to, but you need to strengthen your story
first. Many of your risks are tied to your customer. I like attacking a
problem from multiple directions and recommend three approaches.
First, I want you to walk a day in your customers shoes and actually
go out and buy a pillow. Second, I want you to observe people in the
process of buying a pillow. And third, I want you to talk directly to
them.
Talk to people? said Koshi. Im a scientist, not a salesperson.
If I simply asked someone if my pillow was better, they would have
no idea. If I asked them if they would buy my pillow, I couldnt trust
The Story 17
the answer. So what is the point?
Your job right now isnt to sell, but rather to learn. You are right,
though: getting the customer to speculate is rarely useful, Samantha
said. You need to understand your market. How does your
customer buy? When do they buy? Why do they buy? Where do they
buy? As a scientist, you are fully capable of doing research, gathering
data, and seeing if your data supports your hypotheses. I promise
you, if you are polite and creative, people will be more receptive to
you than you might think.
Buying. Observing. Talking. Do we really need to do all three?
Can we really afford to spend the time?
Can you afford not to? Each of the three approaches is
imperfect, but together you should see patterns. By walking in your
customers shoes you will gain empathy and personal understanding,
but you dont want to rely solely on your own experience. By
watching people shop, you can witness honest behavior, but you
wont be able to get into their heads to know their motivations. By
talking to people, you gather intel on both behavior and motivation,
but you have to be careful not to take what you hear too literally.
Each method has strengths and weaknesses, but taken together you
will learn a ton. You will have a lot more confidence that you are
either on the right track, or that you have to make changes to your
plans. It is far better to discover bad assumptions now, before you
have invested a lot! Now, how do you think you should proceed?
We want our customers to buy online from us, so I guess we
should also buy our own pillow online, said Roberta. And we can
observe people shopping by going to a home goods store.
That sounds good, said Samantha. You will want to talk to
some of those people in the store as well. I see one catch: you will be
Talking to Humans18
targeting the moment of purchase but not the type of customer you
are hoping for. One of your risk assumptions was specifically about
young urban professionals and new graduates, so what can you also
do to target and connect with them?
What about going to a coffee shop near the downtown office
buildings as people are going to work? Koshi said.
Cant we just hit up some of the people we used to know in
college who are now in the working world? Roberta said.
Why dont you try both, and see which approach works better,
said Samantha. Roberta, I would also ask your friends if they will
refer you to their friends. Its best to talk to people who arent too
close to you. You dont want a someones affection for you to steer
what they have to say.
Lets start by thinking through the questions you want to ask. It
always makes sense to prioritize what you want to learn. You should
write down an interview plan, even if you dont completely stick to
it. Break the ice, and then get them to tell you a story about buying a
pillow!
The scientists sketched out a plan:
Intro: hello, Im a PhD candidate at Hillside University and Im researching
sleep quality. Im asking people about the last time they bought a pillow.
Would you mind if I asked a few questions?
When was the last time you bought a pillow?
Why did you go looking for a pillow?
How did you start shopping for a pillow?
Why did you choose the one you bought?
After you bought, how did you feel about the pillow you purchased?
The Story 19
Are you going to be in the market for a pillow anytime soon?
Thats a great start, Samantha said. Keep good notes as you go,
and remember to regularly regroup to review your findings and look
for patterns. Be mindful of which method you used as you discuss
your observations.
Walking in the Customers Shoes
Koshi and Roberta got together the next day after both purchasing a
pillow online.
I found it all a bit frustrating, said Roberta. It was hard to
learn why you would choose down feathers, cotton, or foam. The
manufacturer websites felt like they were from the 1990s. There were
some reviews available on Amazon and Bed Bath & Beyond, which
helped. In my interpretation, about 65% of reviews talked about
sleep quality, which seems like a good sign for our first risk. A lot of
the reviews had to do with personal preference for firm versus soft
pillows. I think we can offer both kinds eventually, but we likely need
to choose one at the beginning and that could impact some of our
assumptions around market size.
I started out by searching Google, said Koshi. Amazon and
BB&B dominated the results, as we expected, but there were a few
specialty providers like BestPillow that ranked high. BestPillow lets
you navigate their website by sleep issue, such as snoring or neck
pain, which I found interesting. While I see some makers pushing
hypoallergenic offerings, I didnt see anyone who could meet
our claims of being environmentally friendly. I agree that all the
manufacturer websites felt ancient. I think theres an opportunity to
be smart about search engine optimization and really stand out if we
can get the messaging right. I guess our next step is to visit the retail
Talking to Humans20
stores.
Observing the Customer
Roberta ended up going to a Bed Bath & Beyond while Koshi went
to a local department store. She watched three different people come
in and pick through several different pillows, puzzling over the
packaging material. One of them asked a store employee for help,
and two pulled out their mobile phones to look online. She then
watched a woman go right to a particular shelf, grab a pillow and
head back to the aisle. Robertas plan was to balance observation and
interaction, so she decided to jump in. Pardon me, she said I am
trying to figure out which pillow to purchase and noticed that you
went right to that one. Might I ask why you chose that pillow?
Oh, I replaced some ratty old pillows in my house a few weeks
ago, the woman said, and I liked this one so much that I thought I
would replace my whole set.
Do you mind if I ask how you decided to buy that pillow in the
first place? My name is Roberta, by the way.
Nice to meet you, Roberta. Im Susan. Well, I guess I started by
researching online and…
A day later, the founders met to compare notes.
The BB&B had good foot traffic, Roberta said, and I was able
to watch fifteen people, and speak to ten. Of the ten, one knew what
she wanted going into the store, three were basing their purchase just
on packaging and store price, and six did Google searches on their
phones, right there in the store. They were looking up reviews and
pricing. You mentioned search engine optimization earlier I think
it could be even stronger with a fabulous mobile experience.
She looked down at her notes. I also found that seven out
of ten were trying to choose a pillow specifically for better sleep,
although their sleep problems were diverse. Finally, when I asked
The Story 21
them why they were buying a pillow, the folks over 40 seemed to be
in replacement mode, while the folks under 40 seemed to be reacting
to a life change. Two people were moving to a bigger house from
an apartment. Another person was moving in with their girlfriend,
and another said that she got a new job and could now afford nicer
things.
I went to the home goods section of a high-end department
store, said Koshi. I saw eighteen people, and five of them knew
what they wanted already. The rest spent time puzzling over the
packaging and, like your group, going online with their mobile
phone. I spoke to nine shoppers. I said that I was a scientist
trying to invent a new pillow. People thought that was pretty cool.
Two of them admitted that they were buying the highest price
pillow because they assumed that it had to be the best. Two got
the cheapest because it was the cheapest. The others had specific
preferences for down, cotton or foam based on the firmness they
were looking for in a pillow. The firmness preference seemed to be
tied to a belief that they would sleep more soundly. On price, I was
relieved to see that the prices of the better pillows were in line with
what we were hoping to charge.
Roberta pulled out a pad. So we saw thirty-three people and
spoke to nineteen. Our sample set is still small, but Samantha told us
to look for patterns and not worry about statistical significance right
now. If we break our observations into a few metrics, what have we
learned?
24% of shoppers knew what they wanted when they walked in
52% looked up information on their phone in the store
45% of shoppers purchased a mid-priced or high-priced pillow
68% of the people we spoke to indicated that better sleep was a major
driver of their choice
Talking to Humans22
37% of the people we spoke to were reacting to a life change
37% of the people we spoke to were in replacement mode
I think the use of mobile phones is something we need to pay
attention to and work into our strategy, Koshi said. I guess for our
next step, we should follow Samanthas suggestions to target urban
professionals.
Regrouping
A week and many interviews later, the team sat down with
Samantha.
How did things go? she asked.
I went to a downtown coffee shop at peak hour, Koshi said. At
first, everyone was in such a hurry to get to work that I didnt get
much response, but then I made a little sign I held up outside that
promised coffee for science, which started to get laughs and a lot of
curiosity. I ended up talking to about fifteen people who matched
our target of young urban professionals. I got to talk to them for
about five to twenty minutes each. It was actually very enjoyable.
One clear pattern was that people right out of school tended
to have no clue. They either had never bought a pillow themselves,
or if they had, it had been the cheapest thing they could get. A
few admitted that they were probably going to buy new bedding. I
know it is speculation, but I asked them to guess how they might go
about looking for a pillow, based on how they shop for other things.
The common responses were searching on Google or Amazon, or
walking into a Bed Bath & Beyond.
The few folks in their later twenties or thirties whom I spoke
to had usually bought at least one pillow some from Amazon
and some from retailers. The ones who liked a firm pillow avoided
The Story 23
down feathers. The ones who wanted to upgrade to fancier duvets
and high thread-count sheets all seemed to go with duck and goose
feathers. They didnt know any brands and instead relied on product
packaging. Amazon buyers did actually read the reviews. All these
folks were only planning on buying new pillows when they were
moving to a bigger apartment because they were getting married or
something.
Yes, that aligns with what we learned when we spoke to people
in the retail stores and what I saw with my other interviews, said
Roberta. Pillow buying seems to be tied to life events like moving
and marriage and such. I interviewed a different group. A whole
bunch of our old classmates responded to my email or my Facebook
post. I even had some folks pass me on to their friends, and so I got
to talk to some people who didnt go to school with us.
Like you, I saw a lag effect after someone graduated from
college. When new graduates told me that they had not spent any
money on their linens yet, I inquired further and found out that
their initial spending money was predominately going towards
clothes. I spoke to twelve people between 22 and 25, and roughly
60% had actually bought a pillow in the last few years. I saw similar
trends as you, although most went right to Google, Amazon or a few
specialty online retailers. It seemed like a very online crowd. The
price sensitive ones stayed away from down. They didnt have much
to go on for brand, but the reviews helped. The women definitely
cared more about quality and put more effort into their hunt.
The good news is that everyone thought inventing a new pillow
was an awesome idea! said Koshi.
Samantha chuckled. Of everything Ive heard you say, that last
bit is probably the least useful. Its easy to say something is cool.
Its another thing to actually buy. The good news is, you are a lot
more educated about your market than you were last time we met.
Talking to Humans24
I see from your notes that you have either spoken to or observed
72 people. We should be able to see some patterns from that. Lets
revisit our critical assumptions.
Challenging Assumptions
The team looked at their initial list.
1. We believe that people care about sleep quality when making a purchase
decision.
68% of the retail shoppers indicated that this was a major
factor, said Roberta. Of our young urban professionals, we were
able to ask this of only a portion of our interviewees. Only 56%
indicated that it was a factor, but if we factor out the new graduates,
it was more like 70%. Weve also read a lot of online reviews and
have seen this come up repeatedly. We feel reasonably confident that
this is a common decision point in choosing a pillow, said Koshi.
Im glad you are approaching this with rigor and actually
calculating metrics from your observations, said Samantha. That
will prevent you from letting innate biases override your actual
results. However, one word of advice. At this stage, dont take any of
your statistics too literally and dont let any single number dominate
your strategic thinking. Just as were not looking for statistical
significance at this point, we also dont want to start treating
our results as if they are indisputable facts. How about the next
assumption?
2. We believe that we can sell online directly to customers.
We have seen some promising signs. 77% of our urban
professionals start researching purchases with a search engine. The
question is whether they would discover, visit, or convert with our
The Story 25
online store. We did see a ton of mobile usage in the retail stores and
think there might be a chance to steal those customers if we have
good enough search engine optimization. Overall, our conclusion is
that we need more data here.
3. We believe that our customers will be young urban professionals.
I need to run some numbers on size of market and the number
of purchases we might expect from this group, but we still feel like
this is a good group for us. We clearly saw purchase behavior. They
want, and can afford, quality things, and prefer to buy things online.
4. We believe that our very first customers will be new graduates who need to
outfit their apartments.
This is where we were totally wrong. Buying behavior, or at least
the willingness to buy something that isnt the cheapest option, did
not seem to be very prevalent among new grads. Only 25% of the
newly minted grads we spoke with had purchased a pillow on their
own. Instead, the evidence points us towards people in their mid-to-
late twenties or early thirties.
We also saw a correlation between purchasing and life changes.
While this was only 37% with our retail shoppers, it was 70% of our
urban professionals. From an early adopter perspective, I wonder if
we can do well targeting people who are getting married or moving
to a larger apartment or house?
5. We believe we can sell our pillows at a high enough price to cover our costs.
45% of our retail shoppers bought at least a mid-priced pillow.
We admit that we visited reasonably high-end stores, but that was
still a nice statistic to see. The good news is that our initial target
price is comparable with the high-end of the current market. We
Talking to Humans26
wont be profitable at the beginning, but if we can scale and improve
our manufacturing process then we can move into the black. Of
course, they have to want to buy our pillow.
Samantha nodded. To test that, you will need to actually try
selling a few, which ties back to your second risk. But Im glad
you have spent time learning rather than rushing to sell. Overall,
it sounds like you have gotten some solid intel. Im also glad you
caught the issue with college grads before you spent a lot of money
and energy trying to target them. Have your efforts uncovered new
risks or worries?
Im both excited and worried by how
