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docs/introduction.md

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 # Hypotheses Briefs
 
-These exercises are adapted from Steve Blank's seminal work, [The Four Steps to
-the
-Epiphany](http://www.amazon.com/Four-Steps-Epiphany-Successful-Strategies/dp/0976470705).
-Steve Blank, often considered one of the key thought leaders in entrepreneurial
-innovation, has significantly contributed to the conceptual framework of the
-Lean Startup methodology. His extensive experience as a founder and investor has
-shaped modern approaches to building successful startups.
+Welcome to [Spantree's](https://spantree.net) guide to Hypotheses Briefs. Drawing from Steve Blank's pivotal [The Four Steps to the Epiphany](http://www.amazon.com/Four-Steps-Epiphany-Successful-Strategies/dp/0976470705), Hypotheses Briefs serve as the first brushstrokes on a canvas – vital for envisioning the full picture before delving into the details of company or product development. They resonate with our core value of "solving hard problems scientifically." By approaching business challenges with the rigor of the scientific method, this guide aims to equip teams with the ability to make substantiated, data-driven decisions.
 
-The **Hypotheses Briefs** are an integral component of the Customer Discovery
-phase, which Blank posits as the first step in his Customer Development model.
-This model has become a cornerstone for Lean Startups, which emphasizes the
-importance of agility and user feedback in developing products that meet market
-needs. The approach encourages entrepreneurs to validate their business
-assumptions through rigorous testing, iteration, and pivoting when necessary.
+## Embracing the Scientific Approach in Business
 
-## Role of Hypotheses Briefs
+At Spantree, we believe that the scientific method isn't just for labs; it's a powerful framework for all sorts of innovation. Whether developing new products, providing services, or optimizing operations, crafting Hypotheses Briefs allows teams to propose, test, and refine ideas systematically. Validation through real-world feedback is not just a step; it's the path to genuine insights.
 
-The creation of hypotheses briefs is fundamentally tied to the Lean Startup's
-principles, predominantly the Build-Measure-Learn feedback loop. By documenting
-initial assumptions, startup teams begin a process of exploration that
-ultimately aims to answer the critical question: "Should this product be built?"
-More importantly, it helps them discern whether their solution effectively
-addresses real customer problems and aligns with their needs.
+## Criteria for Crafting Hypotheses Briefs
 
-### Product Validation
+Hypotheses Briefs start with a hypothesis, much like a scientific experiment. What does your organization believe is true about the product or service? These briefs channel that hypothesis through a process of testing and learning which features click, which benefits resonate, and what unique value propositions can separate you from the crowd.
 
-Hypotheses briefs align closely with product validation practices. Once the
-hypotheses are defined, they can be further refined and tested through exercises
-like [design sprints](http://www.gv.com/sprint/) — a five-day process for
-answering critical business questions through designing, prototyping, and
-testing ideas with customers. These sprints leverage hypotheses briefs to focus
-the team’s efforts and form a clear testable pathway for the week's activities.
+## The Art and Science of Pricing and Delivery
 
-### Market Validation
+The briefs probe deeper than just product-market fit; they also consider how a product or service is delivered and priced. Understanding the cost not only in monetary terms but also in terms of customer effort and adaptation is vital. This ensures that solutions are accessible, desirable, and viable.
 
-The hypotheses briefs' importance cannot be overstated. They are an essential
-roadmap guiding entrepreneurs through the uncertain journey of bringing a new
-product to market. They encourage disciplined experimentation and a
-customer-centric development process that has been widely acclaimed for its
-effectiveness in minimizing waste and optimizing product-market fit.
+## Market and Competitive Landcape
 
-### Feedback Mechanisms
+Moreover, these briefs encourage a forward-thinking analysis of market dynamics and an acute awareness of market you're entering. Assessing how a novel offering stacks up against direct or indirect competitors also teaches the fine skill of predictive adjustments based on market responses.
 
-These articulated assumptions will serve as the backbone for market validation
-exercises like customer interviews, allowing teams to confront their ideas with
-real-world insights. Whether questions are confirmed or invalidated, the
-learning derived from these interactions is invaluable, informing the necessary
-iterations to the hypotheses and leading to closer alignment with the market's
-needs.
+## The Spantree Way – Solving for Everyone
 
-Ultimately, Steve Blank's approach to hypotheses and the structured methods he
-advocates for — detailed in _The Four Steps to the Epiphany_ — are more than
-academic exercises. They are practical tools that have reshaped how modern
-startups are developed, grown, and scaled. They embody a culture where listening
-to the customer, learning from the market, and responding with agility is not
-just recommended but necessary for the success and survival in the ever-changing
-market landscape.
+As a guiding principle, Hypotheses Briefs are accessible for all types of businesses – be it a company seeking to create the [next home-sharing revolution](examples/airbnb/introduction.md) or a services firm aiming to [craft bespoke software](examples/foosoft/introduction.md) that propels other businesses forward.
+
+In a spirit of knowledge sharing, this guide intends to be a trove of strategies and actionable steps for any organization to apply, broadening the impact of the scientific approach to solving hard problems across the business landscape.

docs/structure/customer-problem.md

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 # Customer and Problem Hypotheses
 
+This crucial exploration sets the stage for innovation by mapping out who will
+benefit from the new developments and the specific challenges they face. This
+understanding is at the heart of both product design and service delivery.
+
 ## Types Of Customers
 
-Are there different types of customers we should approach when we sell our
-product (End Users, Influencers, Recommenders, Economic Buyers, Decision
-Makers)? In addition to all these parties to the sale there’s one more group
-that needs to be mentioned. You won’t be looking for them, but they will see you
-coming. In the case of sales to companies, document titles and where in the
-organization they are to be found.
+Recognizing the diversity of customers provides vital clues to developing
+offerings that cater to different needs and decision drivers. It is essential to
+define clearly how various groups will interact with and benefit from the
+offering.
+
+1. Who are the end-users and how do their needs differ from those of the buyers
+   or decision-makers?
+1. What specific problems do influencers, recommenders, and decision-makers seek
+   to solve with your offering?
+1. Are there groups, like support staff or partners, who interact with it
+   differently?
+1. In what ways do economic buyers assess the value of your offering compared to
+   daily users?
+1. How do the priorities and challenges vary among different customer groups?
+1. Are there individuals who could resist or impede the adoption process?
+1. What data or assistance does each group need to make an informed choice?
+1. How might variables like industry trends or locale impact customer needs and
+   behaviors?
 
 ## Customer Problems
 
-Understand how customers experience pain (their problem) and why (how much) it
-matters to them. Summarize not only what the customer's problem, but what the
-organizational impact of the problem is in terms of the different types of pain
-it causes at various levels of the company/family/consumer. Capture answers to
-the question “If they could wave a magic wand and change anything at all, what
-would it be?” Categorize problems as follows:
+Identifying customer challenges is key to delivering meaningful value. It
+includes evaluating the tangible and latent difficulties they confront, which
+informs the urgency and focus of the response.
 
 ### Latent Need
 
-The customers have a problem or they have a problem and understand that they
-have a problem.
+These are the challenges that customers may not fully recognize or deem
+important yet. Such unrecognized needs can represent untapped opportunities,
+ripe for innovative offerings.
+
+1. What workarounds are currently being used by customers that might signal an
+   underlying challenge?
+1. What recurring pain points or frustrations hint at deeper issues?
+1. Are there industry shifts or emerging technologies indicating new customer
+   needs?
+1. What prevailing customer assumptions about their current offerings could be
+   addressed or improved upon?
+1. What advancing technologies might unveil needs that are not on customers'
+   radar?
 
 ### Active Need
 
-The customers recognize a problem -- they are in pain -- and are actively
-searching for a solution, but haven’t done any serious work to solve it yet.
-They have a vision: they have an idea of what a solution to the problem would
-look like, may have cobbled together a homegrown solution, and, in the best
-case, are prepared to pay for a better solution.
+Here, focus on the pain points customers are acutely aware of and urgently need
+to address. Defining these helps to prioritize and tailor offerings that fulfill
+their immediate requirements.
 
-1. Are you solving a Mission Critical problem?
-1. Is the solution only nice-to-have?
+1. How are customers trying to address their needs, and what alternatives are
+   they considering?
+1. What is the urgency of solving these problems, and what would be the
+   repercussions of no solution?
+1. What efforts or sacrifices are customers prepared to make to find a remedy
+   for their problems?
+
+By addressing these areas, organizations can ensure their products and services
+are precisely matched to real and perceived customer needs.
 
 ## A Day In The Life
 
-This requires a deep understanding of a target company on many levels. Document
-how the world looks from an end-user perspective:
+Gaining a nuanced view of the customer's everyday environment provides rich
+insights into how the offerings provided can be integrated into workflows and
+systems, streamlining their day-to-day operations and supporting their strategic
+goals.
 
-1. How does an end user spend their day?
-1. What products do they use and for how long?
-1. How would their life change if they started using your product?
-1. What about their manager?
-1. What about the president or executives of the company?
-1. What about the IT department? What other systems do they support?
+1. How do customers' daily activities interface with the product or service?
+1. Are there existing tools or systems that you would need to complement or
+   replace?
+1. How would the adoption alter their typical day, workflows, or system use?
 
 ## Organizational and Customer Influence Map
 
-Most customers don’t work by themselves. They interact with other people. List
-all of the people you believe could influence a customer’s buying decisions. If
-you’re targeting large companies, you might have a lot of complexity and
-unknowns in your diagram. Document the relationships between the Recommenders,
-Influencers, Economic Buyers, Decision Makers and Saboteurs.
+Identifying key stakeholders and the influential web within organizations
+clarifies who will weigh in on purchasing decisions. Recognizing these
+relationships is crucial for crafting persuasive communication.
 
-1. How do you think a sale will be made?
-1. Who has to be convinced and in what order?
+1. Which individuals have the final say, and how does their influence filter
+   through the organization?
+1. How do you envision a sale unfolding?
+1. What sequence of approvals is needed, and who needs convincing?
+1. Can you spot potential advocates who will champion the value of your
+   offering?
+1. What credible sources might influence their thinking?
 
 ## ROI (Return On Investment) Justification
 
-What is the customer’s expectation from their investment measured against goals
-such as time, money, resources and status?
+Clearly stating the potential gains from the investment in your offering helps
+justify its adoption. It's about identifying the benefits whether they are more
+straightforward, like cost savings, or more intangible, such as reputation
+enhancement.
+
+1. What measurable advantages can customers expect from adopting your
+   deliverables?
+1. What is the predicted timeline for realizing these benefits?
+1. How does your offering stack up against others in delivering ROI?
 
 ## Minimum Feature Set
 
-1. What is the smallest set of features that customers will pay for in the first
-   release?
-1. What is the smallest or least complicated problem that the customer will help
-   us solve?
+Pinpointing the most fundamental aspects necessary to address the identified
+customer problems without extraneous complexity is essential. This focus helps
+to prioritize the features or service elements that are most critical at launch.
+
+1. Which core features or service elements are customers willing to pay for
+   initially?
+1. How does each identified feature or service aspect address the primary
+   customer challenges?
+1. What future enhancements might customers find valuable, and how should they
+   be introduced?
+
+This structured approach to customer and problem hypotheses aligns the
+development of both products and services with market requirements. It ensures
+that what's brought to market is both relevant and positioned to effectively
+meet customer expectations and industry needs.

docs/structure/market-type.md

@@ -14,8 +14,8 @@ creating a new market?
 1. What is the market share of each of the competitors?
 1. What is the total marketing and sales dollars the market share leaders will
    be spending to compete with you?
-1. Do you understand the cost of entry against incumbents? # What performance
-   attributes have customers told you are important?
+1. Do you understand the cost of entry against incumbents?
+1. What performance attributes have customers told you are important?
 1. How do competitors define performance?
 1. What percentage of this market do you want to capture in years one through
    three?