Most new companies that take the lean approach never reach an official launch stage. Instead, they continuously test with and adapt to real customers \u2013 refining their MVP and pivoting directions based on evidence of what does or doesn\u2019t get market traction.<\/p>\n\n\n\n
So how does that tie in with writing a business plan?<\/p>\n\n\n\n
Well, the traditional business plan model doesn\u2019t fit the lean paradigm shift.<\/p>\n\n\n\n
Lengthy, complex, intricate business plans take too much time to write. Attempting to project multiple years of expenses, sales, hiring, growth rates etc…..it\u2019s all just guesswork when you haven’t started selling anything yet.<\/p>\n\n\n\n
The lean startup business plan tosses unnecessary details out the window and instead focuses only on critical hypotheses and assumptions that must be tested as quickly as possible.<\/p>\n\n\n\n
Investors like this approach because it shows you:<\/p>\n\n\n\n
- Know what assumptions make or break your business<\/li>
- Can test them quickly at low cost<\/li>
- Will adapt based on real data<\/li><\/ul>\n\n\n\n
So if you\u2019re an early stage startup looking for funding or entering an accelerator program like Y Combinator, a lean business plan is likely your best bet to showcase your entrepreneurial abilities.<\/p>\n\n\n\n
Now the big question….<\/p>\n\n\n\n
What Does a Lean Startup Business Plan Include?<\/h2>\n\n\n\n
The lean startup template pares down the typical business plan format to just the essential elements early-stage investors care about:<\/p>\n\n\n\n
- Problem<\/strong> \u2013 What pain points will your product address? Why are those needs not being met?<\/li>
- Solution<\/strong> \u2013 How will your product alleviate that pain better than alternatives? Why will customers buy from you over other options?<\/li>
- Target market<\/strong> — Who has that specific problem and will buy your solution? (Note: Be specific!<\/em> \u201cEveryone\u201d is never the right answer.)<\/li>
- Competition<\/strong> — Who else is tackling that customer problem? How is your solution fundamentally better or different?<\/li>
- Key features<\/strong> \u2013 What\u2019s the minimum feature set to address target customers\u2019 needs on day one and provide value?<\/li>
- Marketing & sales<\/strong> \u2013 What tactics will you use to reach early adopters? (Note: For most startups, digital sales & marketing channels rule supreme.<\/em>)<\/li>
- Operations<\/strong> \u2013 Outline your core business processes. Don\u2019t go into granular detail, just highlight how you\u2019ll deliver value to customers.<\/li>
- Milestones<\/strong> \u2013 What big assumptions will you test? Include timelines + costs to conduct experiments so you can demonstrate a logical thought process.<\/li>
- Financials<\/strong> – Optional<\/em> Breakdown high-level estimates only if useful. For the lean startup plan, elaborate projections are unnecessary and speculative. Focus everything on testing key assumptions.<\/li><\/ol>\n\n\n\n
You may have noticed one conspicuously absent item \u2013 the Executive Summary. We\u2019re skipping it because unlike traditional business plans sent to various stakeholders, your lean startup plan has just one audience \u2013 startup investors.<\/p>\n\n\n\n
And remember, the lean methodology is all about using real-life data instead of guesses and best-case scenarios. So even if some assumptions in your original lean business plan don\u2019t pan out, that\u2019s actually great news! It gives you hard evidence to adapt intelligently while developing your MVP.<\/p>\n\n\n\n
Now that you know what the lean startup template includes at a high-level, let\u2019s go through each of the core sections in more detail.<\/p>\n\n\n\n
1. Problem<\/h2>\n\n\n\n
First and foremost, you need to spell out exactly what customer problem your startup aims to solve. (And yes, it needs to be an actual must-solve problem, not a nice-to-have).<\/p>\n\n\n\n
Start by broadly describing the pain points your target customers face. Get tactical by including stats, data or quotes that showcase why this issue is so urgent for them.<\/p>\n\n\n\n
Then explain how the problem ties into a larger trend in your target industry. Paint a big picture view of why common solutions up until now have failed to address this pain sufficiently.<\/p>\n\n\n\n
Essentially, convincingly convey that there\u2019s a pressing customer need ready for innovation.<\/p>\n\n\n\n
You need to display beyond any doubt that you:<\/p>\n\n\n\n
- Deeply understand your target customers\u2019 challenges<\/li>
- Can explain why those problems exist in the first place<\/li>
- Will provide a compelling solution tailored to fix them<\/li><\/ul>\n\n\n\n
This sets the stage for why launching a startup to address this issue makes so much sense.<\/p>\n\n\n\n
2. Solution<\/h2>\n\n\n\n
Now that you\u2019ve framed the problem, shift gears into explaining your startup\u2019s solution. Start by providing an overview of your product and how it alleviates target customer pains better than alternatives already on the market.<\/p>\n\n\n\n
Then embellish with details on:<\/p>\n\n\n\n
Product Benefits<\/strong><\/em><\/p>\n\n\n\n
How specifically will your product make customers\u2019 lives easier? Don\u2019t just describe product features or functionality. Speak directly to how you\u2019ll empower them to achieve something that\u2019s currently difficult, inconvenient or even impossible for them to accomplish on their own.<\/p>\n\n\n\n
Competitive Advantage<\/strong><\/em><\/p>\n\n\n\n
What specifically sets your solution apart from potential competitor offerings and substitutes? Is it higher quality, better convenience, lower cost, less hassle, faster performance \u2013 or perhaps an innovative model that\u2019s never been seen before in the market?<\/p>\n\n\n\n
Highlight your startup\u2019s special sauce that no one else can easily replicate. Explain barriers to entry that will hinder copycats.<\/p>\n\n\n\n
Customer Incentive<\/strong><\/em><\/p>\n\n\n\n
Why will target users\u2019 purchase from your brand over chasing other options? It usually comes down to believing you can deliver significantly MORE value than alternatives or solve an urgent pain nothing else currently satisfies. Make your case for why you fit one or both scenarios.<\/p>\n\n\n\n
Scalability<\/em><\/strong><\/p>\n\n\n\n
Particularly if you are pursuing venture capital investors, explain how your business can rapidly scale up to tap a very large global market with your solution. Outline a blueprint for how you realistically grow from thousands to millions of customers in the coming years.<\/p>\n\n\n\n
Remember, don\u2019t drown potential investors in intricate details about every single product feature and technical specification. They care most about how your solution nails the value proposition trifecta:<\/p>\n\n\n\n
- Targets an urgent customer problem<\/li>
- Provides 10x+ better value over existing options<\/li>
- Can scale to a very large market long term<\/li><\/ul>\n\n\n\n
If you can compellingly check all three boxes, you\u2019ll spark investor interest even with limited hard evidence at such an early phase.<\/p>\n\n\n\n
Of course, that doesn\u2019t mean you won\u2019t eventually need to back up your claims. However, the lean startup plan is more about framing hypotheses than definitive proof. We\u2019ll cover how to demonstrate enough evidence to warrant launching experiments soon.<\/p>\n\n\n\n
For now, stick to crafting an intriguing startup story that sets you up to start testing fundamental assumptions very soon after funding. There will be plenty of time to figure out minor product details once you validate solving a pressing problem for real paying customers.<\/p>\n\n\n\n
3. Target Market<\/h2>\n\n\n\n
Up until now, I\u2019ve used the term \u201ctarget customer\u201d quite loosely. But it\u2019s time to get very specific on who those real-world people actually are for your startup.<\/p>\n\n\n\n
Venture capital investors want to quantify the population size and traits of target buyer personas in precise detail. So you need to describe exact psychographic and demographic qualities of your beachhead market \u2013 the subset of overall customers you tackle first to gain a foothold quickly.<\/p>\n\n\n\n
Start by explaining your total addressable market (TAM) \u2013 the entire population who could plausibly need and want your solution for the core problem it tackles. Depending on the ubiquity of that issue for consumers and\/or businesses, the TAM could be very narrow or encompass hundreds of millions globally.<\/p>\n\n\n\n
Then segment down from that full market to identify your specific beachhead target customer population. The ideal beachhead often has these characteristics:<\/p>\n\n\n\n
- Suffers from the problem much more painfully than casual groups<\/li>
- Has already tried existing solutions without sufficient success<\/li>
- Has disposable income to purchase a premium solution for relief<\/li>
- Is easy to access and serve operationally in early phases<\/li>
- Isn\u2019t incredibly price sensitive<\/li>
- Can provide extensive feedback on the product<\/li>
- Has influencer qualities to attract wider market segments<\/li><\/ul>\n\n\n\n
Nail down quantifiable population size estimates for this core beachhead subset. Combine publicly accessible data from existing market research reports with reasonable inferences or assumptions from adjacent industries.<\/p>\n\n\n\n
But resist the founder\u2019s tendency towards magical thinking \u2013 \u201cIf we nailed even just 1% of the market…!\u201d Generic hypotheticals don\u2019t sway experienced investors focused on tangible traction signals.<\/p>\n\n\n\n
Paint a detailed demographic picture of exactly who fits the mold of a hot prospect customer for you in the beginning.<\/p>\n\n\n\n
For B2C startups<\/strong><\/em>, call out relevant attributes like:<\/p>\n\n\n\n
- Age range<\/li>
- Gender<\/li>
- Income<\/li>
- Location<\/li>
- Marital\/family status<\/li>
- Home ownership<\/li>
- Job titles<\/li><\/ul>\n\n\n\n
For B2B startups<\/strong><\/em>, highlight qualities like:<\/p>\n\n\n\n
- Industry vertical<\/li>
- Company size<\/li>
- Title seniority<\/li>
- Annual revenue<\/li>
- Tech adoption habits<\/li><\/ul>\n\n\n\n
Then outline statistical commonalities across your core beachhead buyers \u2013 what key similarities unite this subgroup vs. the entire population facing the problem?<\/p>\n\n\n\n
Finally, convey TAM expansion opportunities once you solidify solutions tailored for that first niche. But defer outlining detailed ways to extend your reach right now since nailing product\/market fit with just one segment is the critical prerequisite to win over adjacent groups.<\/p>\n\n\n\n
Position your solution as optimized for an underserved niche ripe for disruption based on competitors failing to deliver adequate solutions. Then segue into how your distribution plan concentrated on this \u201clow-hanging fruit\u201d beachhead will purposefully evolve later to expand TAM reach long term.<\/p>\n\n\n\n
4. Competition<\/h2>\n\n\n\n
What the competition section lacks by traditional business plan standards in length, it more than makes up for in strategic rigor.<\/p>\n\n\n\n
The core question competitive analysis must answer:<\/p>\n\n\n\n
Why are current solutions in the market failing to adequately alleviate your target customers\u2019 pain?<\/em><\/p>\n\n\n\n
Start by inventorying existing competitor products\/services currently used by prospects experiencing this problem. List out the main options your target persona has for solving their struggles today, even if those solutions don\u2019t perfectly fix the issue or fully satisfy them.<\/p>\n\n\n\n
Then contrast point-by-point specifics on why your solution beats competitors, especially on the metrics most important to your target niche. Show how you will \u201cdisrupt the disruptors\u201d because even pioneering products have limitations needing innovation.<\/p>\n\n\n\n
Criteria to call out where you claim competitive advantage:<\/strong><\/em><\/p>\n\n\n\n
- Price<\/li>
- Quality<\/li>
- Convenience<\/li>
- Speed<\/li>
- Experience<\/li>
- Scale potential<\/li>
- Business model innovation<\/li><\/ul>\n\n\n\n
Back up any bold claims of superiority with limited initial evidence beyond conjecture — data from beta user testing prototype versions, customer quotes from initial beachhead outreach, or precedents from analogs in adjacent markets.<\/p>\n\n\n\n
Take care to focus specifically on competitors targeting the same early adopter beachhead market segment though. Details contrasting solutions for other peripherical segments are unnecessary right now.<\/p>\n\n\n\n
Round out competitor analysis by itemizing macro trends almost certain to diminish prospects for legacy products over the next 5-10 years. These should make the rationale behind your startup now abundantly clear even to skeptics.<\/p>\n\n\n\n
5. Key Features<\/h2>\n\n\n\n
Thus far you\u2019ve made a case for:<\/p>\n\n\n\n
- A pressing customer problem inadequately solved<\/li>
- Your startup\u2019s superior solution<\/li>
- Quantified target beachhead market<\/li><\/ul>\n\n\n\n
Now it\u2019s time to shift to specifics on the crucial product and feature details enabling your entire value proposition.<\/p>\n\n\n\n
Remember \u2013 only include what\u2019s absolutely necessary for launch based on addressing revealed target customer needs!<\/strong><\/em><\/p>\n\n\n\n
Err on the side of a minimal feature set early on. Describe additional functionality prospects request once you start serving initial customers.<\/p>\n\n\n\n
Outline the critical set of features required to deploy a minimum viable product (MVP) with just enough core attributes to satisfy early adopters on day one.<\/p>\n\n\n\n
Organize by:<\/p>\n\n\n\n
Must-Have Features<\/strong><\/em><\/p>\n\n\n\n
What feature absolute \u201cmust-haves\u201d must be ready for early adopters to provide enough value converting from current solutions?<\/p>\n\n\n\n
Nice-To-Have Features<\/strong><\/em><\/p>\n\n\n\n
What would enhance perceived value but aren\u2019t imperative to activate paying users? Defer these to later product milestones.<\/p>\n\n\n\n
Future Features<\/strong><\/em><\/p>\n\n\n\n
Briefly mention functionality on the long-term roadmap to showcase platform potential.<\/p>\n\n\n\n
Think of must-have features as the \u201cwalking version\u201d of your product – unscalable manual processes providing baseline value perfect for testing with friendly early adopters.<\/p>\n\n\n\n
Then nice-to-haves represent the \u201cjogging version\u201d – automating more of the workflow via technology – while future functionality serves as the \u201crunning version\u201d enhanced for steep vertical scaling.<\/p>\n\n\n\n
In conjunction with digital tools, brainstorm creative ways to manually deliver MVP experiences centered around must-haves. This showcases your determination to activate solutions for that first tiny niche even sans a fully built production-grade product.<\/p>\n\n\n\n
Emphasize with investors that you respect their money enough to not waste it on premature optimizations. Your plan ensures you build and roadmap additional functionality responsibly IF AND ONLY IF initial feature experimentation proves substantial product\/market fit warranting doubling down.<\/p>\n\n\n\n
6. Marketing & Sales<\/h2>\n\n\n\n
Thus far you\u2019ve covered the key value proposition and functionality your startup will offer. Now shift to tactical specifics on how you\u2019ll connect your novel solution with that clearly defined target beachhead.<\/p>\n\n\n\n
Start by breaking down your blended omni-channel market blueprint to cut through the noise and achieve conversion lift.<\/p>\n\n\n\n
Here is an ideal framework pairing both scalable and targeted elements for seed-stage ventures:<\/strong><\/em><\/p>\n\n\n\n
Paid Digital Marketing<\/strong><\/p>\n\n\n\n
- Targeted Facebook\/Instagram\/TikTok Ads<\/li>
- Search\/Display Retargeting<\/li>
- Streaming Radio Spots<\/li>
- Industry Forum Sponsorships<\/li>
- Highly-Targeted Content Marketing<\/li><\/ul>\n\n\n\n
Grassroots Outreach<\/strong><\/p>\n\n\n\n
- Beachhead Email Outreach<\/li>
- Beachhead Calls\/Texts<\/li>
- Industry Event Networking<\/li>
- Local University Campus Reps<\/li>
- Early Adopter Referral Programs<\/li><\/ul>\n\n\n\n
Earned Media<\/strong><\/p>\n\n\n\n
- Contributed Articles<\/li>
- Podcast Interviews<\/li>
- Reviews \/ Testimonials<\/li>
- Referral Partnerships<\/li>
- PR Launches & Press Releases<\/li><\/ul>\n\n\n\n
The glaring omission? Sales team headcount.<\/p>\n\n\n\n
Early on, founders must handle sales themselves to economize cash burn. Hiring reps too early risks overextending finances before ensuring product viability.<\/p>\n\n\n\n
So spotlight your personal founder sales fit first. Play up hands-on selling experience within the specific market context you\u2019re pursuing with this venture.<\/p>\n\n\n\n
Then convey a scaling plan centered on refining and automating conversion funnel elements that empirically guide qualified leads to become delighted long-term customers.<\/p>\n\n\n\n
The core funnel methodology goes:<\/p>\n\n\n\n
- Broad-based brand awareness marketing \u2192 Baits wide audience<\/li>
- Lead capturing mechanisms \u2192 Filters for buyers<\/li>
- Consultative selling touchpoints \u2192 Focuses high-potential targets<\/li>
- Frictionless conversion \u2192 Delivers ROI proof<\/li><\/ul>\n\n\n\n
If your business model doesn\u2019t fit this framework, adapt concepts accordingly while sticking to the seed stage constraints of capital efficiency and lean experimentation.<\/p>\n\n\n\n
7. Operations<\/h2>\n\n\n\n
By this point you\u2019ve described WHAT your startup does and WHO it serves. Now it\u2019s time to explain HOW you\u2019ll deliver on ambitious promises to customers.<\/p>\n\n\n\n
Start by simply framing core business processes required to get your product or service from raw inputs all the way through to solving target user pain points.<\/p>\n\n\n\n
For physical products, that could involve flows like:<\/strong><\/em><\/p>\n\n\n\n
- Design concepts \u2192 Engineering specifications \u2192 Prototyping \u2192 Manufacturing \u2192 Quality assurance \u2192 Packaging \u2192 Distributing \u2192 Support<\/li><\/ul>\n\n\n\n
For software platforms:<\/strong><\/em><\/p>\n\n\n\n
- Product requisites \u2192 Cloud infrastructure \u2192 Coding \u2192 Version control \u2192 Usage analytics \u2192 Onboarding \u2192 Technical support<\/li><\/ul>\n\n\n\n
For services:<\/strong><\/em><\/p>\n\n\n\n
- Prospecting \u2192 Onboarding \u2192 Account Management \u2192 Delivery capacity \u2192 Quality control \u2192 Supplemental services \u2192 Support<\/li><\/ul>\n\n\n\n
You get the idea. Just define macro processes without diving into granular details. Those come through experimentation!<\/p>\n\n\n\n
Primarily, concentrate operational details on two crucial pillars:<\/p>\n\n\n\n
- Proprietary unfair advantages that supercharge efficiency to delight customers while maintaining profit margins despite tight costs. Common examples include algorithms, datasets, novel business model frameworks, or embedded industry experts.<\/li>
- Partnerships or platforms enabling you to deliver baseline functionality matching incumbent competitors on day one. Don\u2019t attempt to build everything end-to-end or innovate across every dimension from the start! Leverage existing commoditized solutions while you test differentiated value propositions focused on solving target customer problems 10x better.<\/li><\/ol>\n\n\n\n
Essentially, convey you grasp the key 20% inputs that drive 80% of customer value. If the processes seem complex, find ingenious ways to simplify. Position enhanced intricacies as optional add-ons once baseline product\/market fit is proven vs. overbuilding the wrong advanced solution.<\/p>\n\n\n\n
8. Milestones<\/h2>\n\n\n\n
The milestones section represents the culmination of everything you\u2019ve documented thus far. Here, outline the step-by-step process for methodically testing the riskiest assumptions underlying your startup.<\/p>\n\n\n\n
In conjunction with the experiment design, detail concrete metrics or signals indicating whether hypotheses prove true or false. Then estimate costs, durations, and resource requirements for rapid experiments.<\/p>\n\n\n\n
Frame assumptions through statements structured like:<\/strong><\/em><\/p>\n\n\n\n
We believe [this capability] will result in [this customer reaction]<\/em><\/p>\n\n\n\n
Then design tests around the ability to measure:<\/strong><\/em><\/p>\n\n\n\n
- behavioral changes<\/li>
- sentiment improvements<\/li>
- usage increases<\/li>
- revenue lift<\/li><\/ul>\n\n\n\n
Common milestone tests to consider:<\/strong><\/p>\n\n\n\n
- Solution Viability \u2013 Manual then automated demonstrations quantifying interest<\/li>
- Demand Validation \u2013 Willingness to prepay as a signal<\/li>
- Market Sizing Accuracy \u2013 Applying proxies from analogous use cases<\/li>
- Business Model Fit \u2013 Contrasting pricing sensitivity across customer segments<\/li>
- Feature Prioritization \u2013 Gauging reactions to mockups or limited functionality<\/li>
- Operational Scalability \u2013 Maximizing utilization before adding overhead<\/li><\/ul>\n\n\n\n
Combine testing both internally-facing operations and externally-visible customer experiences. But concentrate on product\/solution related hypotheses first.<\/p>\n\n\n\n
Beating competitors takes precedence over backend experimentation. Optimize business operations AFTER establishing winning customer value propositions.<\/p>\n\n\n\n
The key is conveying to investors an empirical, metrics-driven approach centered on turning critical assumptions into facts or disproving them faster than incumbents hampered by legacies and red tape.<\/p>\n\n\n\n
Cement belief you\u2019ll double down on evidence proving repeatable formulas to acquire and monetize target niche segments. And quickly cut losses spending minimal capital if data suggests limited viability.<\/p>\n\n\n\n
9. Financials<\/h2>\n\n\n\n
We\u2019ve made it clear that traditional multi-year financial projections typical of standard business plans are counterproductive guesses for early stage startups.<\/p>\n\n\n\n
However, seed investors still want to see back-of-napkin math you\u2019ve done to quantify potential venture scale. So mock up top level metrics more as directional guidelines than definitive targets.<\/p>\n\n\n\n
Take utmost care however NOT to pull imaginary hockey stick numbers from thin air. Founders claiming $100 million valuations on basic eCommerce stores face extreme investor skepticism…and deserve to!<\/p>\n\n\n\n
Baseline financial model components should include:<\/strong><\/em><\/p>\n\n\n\n
- Estimated Customer Acquisition Costs Per Beachhead Channel<\/li>
- Willingness-To-Pay Price Range For Target Personas<\/li>
- Logical Volume Estimates Based On Analog Use Cases<\/li>
- Assumed Conversion Rates Each Funnel Stage<\/li>
- Operational Unit Economics At Various Scale Points<\/li><\/ul>\n\n\n\n
Use inherently bottom-up thinking grounded in realities of what combination of inputs would need to scale to hit specific 8-figure outcomes. Top-down abstract number picking lacks validity.<\/p>\n\n\n\n
And remember, early-stage startup financial models serve more as instruments of learning than definitive targets. Adapt projections based on empirical evidence once live.<\/p>\n\n\n\n
Concentrate everything on validating customer demand first. Defer advanced modeling of operational minutiae or elaborating hockey stick projections.<\/p>\n\n\n\n
Getting REAL buyers is all that matters initially.<\/p>\n\n\n\n
Bringing It All Together<\/h2>\n\n\n\n
Despite extending 3k+ words at this point, the lean startup methodology boils down to an elementary formula:<\/p>\n\n\n\n
- Start by deeply understanding a pressing customer problem<\/li>
- Design an innovative solution specifically addressing root causes<\/li>
- Concentrate on dominating an underserved niche beachhead market segment<\/li>
- Validate demand empirically through rapid testing<\/li>
- Scale up deliberately only once achieving initial product\/market fit<\/li><\/ul>\n\n\n\n
In that sense, think of the lean business plan format as more of an exercise in startup soul searching than a stuffy document.<\/p>\n\n\n\n
It pushes founders to pressure test their value proposition, business model, and operational viability through the lens of target customers rather than theoretical academic assumptions.<\/p>\n\n\n\n
You can\u2019t survive let alone thrive in the brutally competitive startup game without getting inside the hearts and minds of actual buyers needing your solutions.<\/p>\n\n\n\n
So escape the temptation to overly complicate initial planning with intricate spreadsheets and 40-page reports professional managers expect.<\/p>\n\n\n\n
Instead, concentrate efforts on distilling explanations of the crucial assumptions requiring testing above all else before launch.<\/p>\n\n\n\n
Then close your lean startup business plan with next step calls-to-action so readers clearly understand how you\u2019ll leverage funding to start rapidly experimenting using the scientific method.<\/p>\n\n\n\n
Now…go show the world what your brilliance is made of!<\/p>\n\n\n
Related Posts<\/h3>
- Prospecting \u2192 Onboarding \u2192 Account Management \u2192 Delivery capacity \u2192 Quality control \u2192 Supplemental services \u2192 Support<\/li><\/ul>\n\n\n\n
- Product requisites \u2192 Cloud infrastructure \u2192 Coding \u2192 Version control \u2192 Usage analytics \u2192 Onboarding \u2192 Technical support<\/li><\/ul>\n\n\n\n
- Design concepts \u2192 Engineering specifications \u2192 Prototyping \u2192 Manufacturing \u2192 Quality assurance \u2192 Packaging \u2192 Distributing \u2192 Support<\/li><\/ul>\n\n\n\n
- Solution<\/strong> \u2013 How will your product alleviate that pain better than alternatives? Why will customers buy from you over other options?<\/li>
- Problem<\/strong> \u2013 What pain points will your product address? Why are those needs not being met?<\/li>
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