Low Fidelity
Low Fidelity
Low Fidelity
Customer Conversation
Overview
Customer Conversations are one of the most fundamental experiments we run at Future Foundry to test desirability, customer pain points, and real-world use cases before investing in product or service development. Unlike surveys, which collect structured but sometimes shallow responses, interviews allow us to dig deep into customer motivations, frustrations, and behaviours in a way that surface-level data cannot capture. We use this method across B2B and B2C contexts, whether testing a new venture concept, refining product-market fit, or validating feature demand. By engaging directly with potential customers, we uncover whether they see the problem the same way we do, what existing solutions they use (if any), and how compelling our proposed offering actually is. A well-run interview isn’t just about asking questions—it’s about observing how people think, where they hesitate, what excites them, and what they’re willing to pay for.
Customer Conversations are one of the most fundamental experiments we run at Future Foundry to test desirability, customer pain points, and real-world use cases before investing in product or service development. Unlike surveys, which collect structured but sometimes shallow responses, interviews allow us to dig deep into customer motivations, frustrations, and behaviours in a way that surface-level data cannot capture. We use this method across B2B and B2C contexts, whether testing a new venture concept, refining product-market fit, or validating feature demand. By engaging directly with potential customers, we uncover whether they see the problem the same way we do, what existing solutions they use (if any), and how compelling our proposed offering actually is. A well-run interview isn’t just about asking questions—it’s about observing how people think, where they hesitate, what excites them, and what they’re willing to pay for.
Customer Conversations are one of the most fundamental experiments we run at Future Foundry to test desirability, customer pain points, and real-world use cases before investing in product or service development. Unlike surveys, which collect structured but sometimes shallow responses, interviews allow us to dig deep into customer motivations, frustrations, and behaviours in a way that surface-level data cannot capture. We use this method across B2B and B2C contexts, whether testing a new venture concept, refining product-market fit, or validating feature demand. By engaging directly with potential customers, we uncover whether they see the problem the same way we do, what existing solutions they use (if any), and how compelling our proposed offering actually is. A well-run interview isn’t just about asking questions—it’s about observing how people think, where they hesitate, what excites them, and what they’re willing to pay for.
Process
We begin by carefully selecting 5–10 target customers who closely match the intended audience for the product or service. The interviews are structured but flexible, allowing for follow-up exploration of unexpected insights. Customers are first asked about their current behaviours, pain points, and existing solutions. Rather than leading them toward our proposition, we focus on understanding how they already solve the problem (or why they don’t). Once we establish context, we introduce the concept, feature, or experience being tested and observe their real-time reactions, questions, and objections. We don’t just record what customers say—we analyse what they don’t say. Do they ask about pricing immediately? Do they struggle to understand the proposition? Are they indifferent or immediately excited? These reactions tell us more than scripted responses ever could. After conducting multiple interviews, we synthesise common themes, looking for patterns in interest, resistance, and value perception. If customers consistently express frustration with an existing process but don’t show enthusiasm for our solution, we know we need to refine the proposition before moving forward.
We begin by carefully selecting 5–10 target customers who closely match the intended audience for the product or service. The interviews are structured but flexible, allowing for follow-up exploration of unexpected insights. Customers are first asked about their current behaviours, pain points, and existing solutions. Rather than leading them toward our proposition, we focus on understanding how they already solve the problem (or why they don’t). Once we establish context, we introduce the concept, feature, or experience being tested and observe their real-time reactions, questions, and objections. We don’t just record what customers say—we analyse what they don’t say. Do they ask about pricing immediately? Do they struggle to understand the proposition? Are they indifferent or immediately excited? These reactions tell us more than scripted responses ever could. After conducting multiple interviews, we synthesise common themes, looking for patterns in interest, resistance, and value perception. If customers consistently express frustration with an existing process but don’t show enthusiasm for our solution, we know we need to refine the proposition before moving forward.
We begin by carefully selecting 5–10 target customers who closely match the intended audience for the product or service. The interviews are structured but flexible, allowing for follow-up exploration of unexpected insights. Customers are first asked about their current behaviours, pain points, and existing solutions. Rather than leading them toward our proposition, we focus on understanding how they already solve the problem (or why they don’t). Once we establish context, we introduce the concept, feature, or experience being tested and observe their real-time reactions, questions, and objections. We don’t just record what customers say—we analyse what they don’t say. Do they ask about pricing immediately? Do they struggle to understand the proposition? Are they indifferent or immediately excited? These reactions tell us more than scripted responses ever could. After conducting multiple interviews, we synthesise common themes, looking for patterns in interest, resistance, and value perception. If customers consistently express frustration with an existing process but don’t show enthusiasm for our solution, we know we need to refine the proposition before moving forward.
Requirements
To run this experiment effectively, we need access to qualified customers, a structured yet adaptable interview guide, and a framework for analysing insights. The strongest outcomes come when we observe not just what customers say but how they react—giving us a clear signal on whether the idea is worth further investment.
To run this experiment effectively, we need access to qualified customers, a structured yet adaptable interview guide, and a framework for analysing insights. The strongest outcomes come when we observe not just what customers say but how they react—giving us a clear signal on whether the idea is worth further investment.
To run this experiment effectively, we need access to qualified customers, a structured yet adaptable interview guide, and a framework for analysing insights. The strongest outcomes come when we observe not just what customers say but how they react—giving us a clear signal on whether the idea is worth further investment.
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