We asked industry experts to share one effective method they used to validate their business idea before launching and the insights they gained from the process. Discover the secrets to validating your business idea and testing the viability of your concept before making a significant investment.
- Launch a Pilot Program
- Build a Pre-Launch Landing Page
- Test Demand with Real Projects
- Run Paid Search Micro-Tests
- Conduct a Targeted Survey
- Create an Immediate MVP
- Use a ‘Fake Door’ Test
- List Inexpensive Land Parcels Online
- Observe Real-World Customer Challenges
- Pre-Sell Your Product
- Conduct Targeted Pilot Workshops
- Approach Similar Businesses for Feedback
- Analyze the Competition Thoroughly
- Test Different Landing Pages
- Analyze Online Discussion Forums
- Conduct Targeted Interviews with Recent Movers
Launch a Pilot Program
One effective method I used to validate my business idea was launching a small pilot program with a limited group of students before going all in. I offered a few free demo classes and promoted them locally through WhatsApp groups, parent communities, and my personal network.
This allowed me to test not just interest but engagement. Were parents asking questions? Were students excited to return? What kind of feedback was I getting on the content, teaching style, and structure?
The insights were clear: there was strong demand for structured chess learning, especially when it was engaging, flexible, and taught by rated players. I also realized that parents valued clear communication and regular progress updates—something we later built into our core system.
The key takeaway? Start small, listen closely, and build based on real feedback—not assumptions. Validating with a small audience helped shape the foundation of a scalable, trusted academy model.
Harikrishnan A
Commonwealth Chess Player and Founder of Chesseasy Academy, ChessEasy Academy
Build a Pre-Launch Landing Page
Based on my experience, the most effective way to validate a business idea before launching is to build a pre-launch landing page with lead capture and drive targeted traffic to it.
I have found that many SaaS companies use this strategy to verify their ideas. I usually build a landing page with some key elements (features, capture forms, etc.) that could show the best solutions for the pain points of our target audience. Also, we could talk with our potential customers from the lead forms to get more opinions about how to satisfy their needs.
The key insight I gained from the process is the importance of research when developing a business idea, especially in today’s digital world. There are many ways to find our target audiences, including paid ads, SEO, interviews, surveys, and more.
Chris Wu
Founder, Clickgrower
Test Demand with Real Projects
One of the most effective ways we validated 10/10 before launching was by testing demand with real projects. Instead of relying on hypotheticals, we secured productions early on. This proved there was a need for a director-driven, craft-focused production company.
We spoke with brands, agencies, and directors to understand their biggest frustrations. Many felt stuck with the same production partners or struggled to find the right creative match. That insight shaped our model. We combined a director’s agency with a high-end production company. This gave brands fresh creative perspectives and directors real opportunities.
By operating before we were officially launched, we refined our approach in real time. The takeaway is simple: The best validation is not a survey or a pitch deck. It is the market itself. If people trust you with their budgets from day one, you are onto something real.
Deniz Alkaç
Executive Producer & Founder, 10/10
Run Paid Search Micro-Tests
For me, paid search micro-testing saved us from a potentially disastrous product launch. Instead of relying solely on customer interviews or surveys, we ran small Google Ads campaigns for different positioning angles to see which resonated most with our target market.
We created landing pages for three different value propositions and ran limited ad spend to test market response. While our team was convinced that “Save Time” would be our winning angle, the data showed that “Reduce Errors” generated more conversions at a lower cost per lead.
This completely shifted our product messaging before we finalized packaging and marketing materials.
The beauty of this approach is that you’re testing with real purchase intent rather than hypothetical feedback. People searching for solutions are showing their actual priorities through clicks and conversions, not just telling you what sounds good in an interview.
What shocked me most was how our internal assumptions about customer priorities were almost completely backward. The positioning we were least excited about internally performed best with actual prospects.
Remember: What customers do matters more than what they say. Test with real buying behavior whenever possible.
Aaron Whittaker
VP of Demand Generation & Marketing, Thrive Digital Marketing Agency
Conduct a Targeted Survey
One effective method I used to validate my business idea before launching was conducting a targeted survey with a small group of potential clients–entrepreneurs and influencers in the personal branding space. I asked them about their current challenges with PR and branding and gauged their interest in a service that could elevate their social media presence and secure high-profile press features.
The insights I gained were invaluable; not only did I confirm there was a significant gap in the market for a high-end, results-driven PR service, but I also discovered key pain points that I could directly address. This feedback allowed me to refine my offerings and approach, ensuring that when I launched my company, it resonated with my target audience from day one. The experience taught me that true market validation comes from understanding your clients’ needs deeply and using that insight to craft a solution that solves real problems.
Sahil Sachdeva
CEO & Founder, Level Up PR
Create an Immediate MVP
The most effective method we used to validate our business idea was creating an immediate MVP to solve a specific, real-world problem for my previous workplace that I encountered while working there. This approach provided us with direct, real-time feedback since my previous employer became our first active customer from day one. Having immediate access to practical insights allowed us to quickly iterate and refine our product based on genuine user needs.
In parallel, we continuously engaged with various stakeholders, potential customers, and compliance agencies, leveraging these interactions to validate and enhance our value proposition further. This proactive dialogue significantly improved our sales strategy, helped clarify our messaging, and deepened our overall understanding of market requirements and customer expectations.
A critical milestone occurred early on when we pitched our solution to a major compliance agency that showed interest in potentially acquiring our product. Although the acquisition did not materialize, this interaction revealed an important lesson: the necessity of understanding our end customers deeply, rather than relying solely on the consultancy viewpoint typically adopted by agencies. This realization was pivotal in pushing us to sharpen our product-market fit, embrace direct customer engagement, and adopt a more customer-centric approach.
Furthermore, our time investment in Search Engine Optimization (SEO) proved highly beneficial by attracting potential customers organically. SEO enabled us to reach businesses actively searching for compliance solutions related to Extended Producer Responsibility (EPR), significantly enhancing our visibility and demonstrating real demand within our targeted market segment. These inbound leads validated the effectiveness of our content strategy and reinforced the importance of digital visibility in scaling our business.
Niclas M.S.R.H. Brinkmann
CEO, ForSURE Europe B.V.
Use a ‘Fake Door’ Test
Test with real user actions, not just opinions. A simple “fake door” can validate demand before you build anything.
Instead of building MVPs or doing extensive market research, we simply added a navigation link for our proposed new service to measure genuine interest.
Helping our client, we observed that when visitors clicked the “Advanced Analytics Solutions” link, they reached a “coming soon” page explaining the service was in development, with an option to join the waitlist.
This simple test generated 440 email signups in two weeks, proving substantial market interest before we invested in building the actual product.
What made this approach so valuable was how it measured actual behavior rather than hypothetical interest. People weren’t just saying they might want this service someday – they were actively seeking it out and providing their email to learn more.
This insight came from analyzing which existing customer segments showed the highest interest. While we expected enterprise clients to dominate the waitlist, mid-market companies actually showed significantly higher engagement, completely shifting our initial target market.
Matt Bowman
Founder, Thrive Local
List Inexpensive Land Parcels Online
I began by purchasing a few inexpensive land parcels and listing them online to see if my business could work. I wanted to discover one thing—would regular people truly want to buy land if it were simple and inexpensive? I had my answer within a week. The listings sold more quickly than I anticipated, and buyers repeatedly echoed the same sentiment: “I never thought land ownership was possible for me.”
That stuck with me. It taught me that the problem wasn’t interest; it was access. They were frustrated with red tape, large down payments, and arcane systems. I realized we could fill a gap in the market by keeping things simple and flexible—that gave me the green light to go all in.
Paul Herskovitz
CEO and Founder, Discount Lots
Observe Real-World Customer Challenges
Before launching, I visited places like hospitals, banks, and service centers to observe how people waited in line and how staff managed queues. I wasn’t there to sell anything; I just wanted to see the real challenges firsthand.
What I discovered was that waiting wasn’t just about time—it was about the experience. People got frustrated when they weren’t sure how long they’d wait or what would happen next. Staff also felt the pressure, especially when lines got long.
This confirmed that the problem was real and widespread. It also somewhat changed the way we built our platform—by focusing on making waiting more transparent and giving staff better tools to manage service. Sometimes, simply watching and listening can give you the clearest answers.
Rauno Rüngas
CEO, Qminder
Pre-Sell Your Product
The process of pre-selling proved to be the most effective way for me to validate my business concept before launch. Utilizing a basic landing page alongside targeted advertisements, I offered prospective customers my product to determine their reaction before launching operations. The pre-selling method provided me with concrete evidence that my business concept received market approval beyond my personal beliefs. The biggest insight? People vote with their wallets. The idea requires additional development when potential customers refuse to pay for it. The validation I received from customers allowed me to advance confidently and helped me refine my product to meet genuine customer requirements from the beginning.
Mark Tipton
CEO & Founder, Aspire
Conduct Targeted Pilot Workshops
To be completely honest, one of the most effective methods we used to validate our business idea—especially regarding offering POSH (Prevention of Sexual Harassment) training and workplace culture improvement services—was conducting targeted pilot workshops with small to mid-sized companies before officially launching.
Instead of relying solely on surveys or assumptions, we reached out to HR professionals and business leaders and offered free or low-cost sessions, followed by structured feedback forms and open discussions. This provided us with genuine insight into what organizations were lacking—such as emotionally intelligent facilitators, clarity on compliance, or comfort in discussing sensitive topics.
Our findings were eye-opening: companies desired more than legal checklists—they were seeking trusted, safe, and relatable education that could improve behavior and mindset. That insight shaped not only our training model but also our long-term positioning.
Validating the idea through real-world interaction helped us build something that people genuinely needed—not just what we thought they might want.
Pallavi Pareek
Founder & CEO, Ungender
Approach Similar Businesses for Feedback
Before launching, I approached businesses in a similar space to see if they’d buy the concept outright. If multiple competitors showed interest, it was a clear sign that the idea had real potential. Some were willing to make an offer, while others shared valuable feedback that helped me refine the concept.
Seeing that established companies recognized its value gave me the confidence to move forward with my own launch. This process saved time and ensured I was creating something the market truly needed.
Joe Schaeppi
CEO & Co-Founder, Solsten
Analyze the Competition Thoroughly
One effective method I’ve used to validate a business idea before launching is to thoroughly analyze the competition. It’s not enough to have a passion or a great product idea; you need to understand the existing market landscape.
Imagine I had an idea for a new type of productivity software. My initial excitement might lead me to believe it’s revolutionary. However, before investing significant time and resources, I would delve deep into analyzing the existing productivity software market. This involves identifying direct competitors, understanding their features, pricing models, and target audiences. I’d also look at indirect competitors—alternative solutions people are currently using to solve the same problem.
Through this analysis, I aim to develop a differentiation strategy. The goal isn’t just to be “better” but to be different in a way that resonates with a specific customer need. For example, I might discover that while many competitors offer a wide range of features, users often find them overwhelming. This insight could lead me to focus on developing a more streamlined and user-friendly solution targeting individuals who value simplicity.
A key takeaway from this process is the realization that you’re never operating in a silo. There will always be other players competing for the same customers. Intentionally defining how your offering will stand out is crucial for survival. Like GEICO in the car insurance market, which is a seemingly boring space, finding a quirky and memorable way to differentiate yourself can be highly effective. The insight gained isn’t just about identifying what others are doing but understanding where there are unmet needs or opportunities to approach the market uniquely. This competitive analysis directly informs your value proposition and helps you communicate your solution in a motivating way to your target customer.
Enoch Olalusi
CEO, Hustle Strikers
Test Different Landing Pages
One effective method we used to validate our current business idea was building three different landing pages, each with a unique offer, angle, and value proposition, targeting our ideal customer.
We ran a small ad campaign (under $1,000 total spend) and tracked everything: click-through rates, email sign-ups, and estimated customer acquisition costs. The results made it clear which value proposition resonated best.
But we didn’t stop there. We reached out to the people who shared their emails and had real conversations about their needs, challenges, and expectations.
This process gave us clarity before building anything. It helped us avoid a costly misstep and launch a service that was validated by real interest and feedback.
Daniel Reparat Bort
Founder, Smarktek
Analyze Online Discussion Forums
One effective approach I adopted was to spend time analyzing real opinions on similar products across various online discussion forums. I dedicated a few weeks to exploring platforms like Reddit and industry-specific boards where users openly discussed their experiences. Rather than relying solely on structured surveys, I found that these conversations provided genuine insights into what people really liked or disliked about existing offerings.
For instance, I observed recurring complaints about usability and features that were frequently praised but rarely implemented well by competitors. This helped me identify clear gaps in the market and adjust our product roadmap accordingly. By tapping into this unfiltered feedback, I could validate that our concept addressed actual pain points, which ultimately bolstered our confidence in the product’s potential before launch.
Shakshi Gupta
Business Manager, Zonduo Technologies
Conduct Targeted Interviews with Recent Movers
Before launching our moving platform, we conducted targeted interviews with recent movers in various demographics, which revealed a surprising insight: reliability trumped price as the primary decision factor.
We interviewed over 80 households who had moved within six months, documenting their experiences, frustrations, and what would have influenced their choice of moving company.
This research fundamentally redirected our business approach when we discovered that 73% of interviewees would willingly pay more for guaranteed reliability and transparency.
Instead of creating another price comparison tool, we developed a verification system for moving companies that emphasized consistency, on-time performance, and accurate quotes. The data challenged our initial assumption that cost was the primary driver in the moving industry.
The most valuable validation came from creating a simple landing page that outlined our proposed solution with an email signup for early access.
We ran minimal social media ads targeting people who had recently updated their locations, and the 31% conversion rate on signups confirmed not just general interest, but willingness to engage with our specific approach to solving moving challenges.
Vidyadhar Garapati
Chief Executive Officer (CEO), Movers.com
