Interest is not demand. Before committing budget to a launch, a new market or a new product line, companies need evidence that customers will actually buy, at what price and in what volume. This framework shows how to get it.

Sylas Merrick
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Interest is not demand
Positive feedback in a meeting, likes on a post or a colleague saying “I would buy that” are signals of interest. Demand is something else: a sufficient number of customers with a real need, the budget to pay for a solution and a reason to choose yours. Confusing the two is one of the most expensive mistakes a company can make before a launch.
Step 1: Define the decision
Validation starts with a clear question. “Is there a market for this?” is too vague. “Can we reach 400 B2B customers in Spain and Portugal within two years at an average price of €2,000?” can be tested. The more precise the decision, the more useful the study.
Step 2: Check the market from the outside
Desk research establishes the context: market size, growth, number of potential buyers, existing alternatives and price levels. This step is fast and inexpensive, and often rules out weak options before any fieldwork is needed.
Step 3: Ask the market directly
When secondary data is not enough, primary research fills the gap:
In-depth interviews with potential buyers to understand needs, current solutions and switching barriers.
Quantitative surveys to measure how widespread a need is and estimate willingness to pay.
Expert interviews with distributors, consultants or industry insiders who see the market from another angle.
“The goal of validation is not to confirm an idea. It is to find out, as cheaply as possible, whether it deserves investment.”
Step 4: Translate findings into scenarios
Evidence becomes useful when it is turned into numbers: conservative, base and optimistic scenarios for volume, price and time to reach the target. Each scenario should state which assumptions it depends on, so the decision can be revisited as new data comes in.
Final thoughts
Validating demand does not slow a project down. It prevents months of work and budget from going into a market that was never there, and it gives teams and investors a shared, evidence-based view of the opportunity.
Planning a launch?
We design demand validation studies around the specific decision you need to make. Contact us to discuss your project.
Sylas is the brains behind bold business roadmaps. He loves turning “half-baked” ideas into fully baked success stories (preferably with extra sprinkles). When he’s not sketching growth plans, you’ll find him trying out quirky coffee shops or quoting lines from 90s sitcoms.

Sylas Merrick
Head of Strategy

