Yes. For Step 10, I would make this the final decision point of Phase 2. It should not simply teach people how to “test an offer.” It should take everything they built in Steps 1–9 and turn it into evidence-based decisions.

The most important thing is that Step 10 should not restart the process. It should test the offer that already exists.

Step 10 — Validate Your Offer

The Problem We’re Solving

“I’ve built an offer, but I don’t know whether real customers actually want it and will pay for it.”

You have now built the pieces of your offer:

• A validated problem

• A promising solution

• Problem–Solution Fit

• A defined customer outcome

• A transformation roadmap

• A designed offer

• A packaged offer

• A value proposition

• A strengthened offer

• A pricing strategy

But all of this is still a hypothesis until real customers respond to it.

You may believe:

“Customers will want this.”

You may believe:

“They will see the value.”

You may believe:

“They will pay this price.”

But belief isn’t validation.

Validation is about getting evidence.

Your job now is to put the offer in front of real people and learn what actually happens.

The EVUNN Mindset Shift

From “I Think They Will Buy” → “Let Me Find Out”

Experts often become emotionally attached to an offer they’ve spent time creating.

That’s dangerous.

You don’t need to prove that your offer is good.

You need to discover whether the market responds to it.

So don’t ask:

“How do I convince people to buy my offer?”

Ask:

“What evidence would tell me whether this offer is worth pursuing?”

This changes the exercise from selling your idea to learning from the market.

📖 Book — Testing Business Ideas

Testing Business Ideas

Authors: David J. Bland & Alexander Osterwalder

This is the primary book for Step 10.

Unlike earlier steps, you don’t need to read this book from beginning to end.

Your objective is to learn how to turn your offer assumptions into testable hypotheses and choose appropriate experiments.

What To Read

Section 2 — Test

Hypothesize

Essential

Learn how to turn assumptions into explicit hypotheses.

For example:

Weak:

“People will like my consulting offer.”

Better:

“Independent consultants with fewer than 10 active clients will pay ₦X for a structured client acquisition programme because inconsistent lead generation is preventing them from reaching their revenue goals.”

Now you have something you can actually test.

Experiment

Essential

Learn how to design experiments that generate evidence.

The question becomes:

“What is the smallest, fastest and most credible way I can test this assumption?”

Learn

Essential

Testing isn’t useful unless you know what the evidence means.

You need to distinguish between:

What happened

and

What you learned from what happened.

Decide

Essential

This is particularly important for EVUNN.

The result of validation should not always be:

YES — launch it.

It could be:

Proceed

Modify

Retest

Abandon

Return to an earlier assumption

Good validation gives you permission to change direction.

Section 3 — Experiments

You don’t need to study every experiment in the book.

Focus on the experiments that make sense for an expertise-based business.

Especially look at:

Discovery experiments

Useful when you still need to understand customer reactions.

Validation experiments

Useful when you want stronger evidence that customers will actually engage, commit or pay.

The exact experiment should depend on what assumption you are testing.

Your EVUNN Action

Build Your Offer Validation Plan

Don’t immediately start asking:

“How many people will buy?”

First identify what you actually need to learn.

1. Bring Forward Your Offer

Take the final offer from Step 8 and the pricing decision from Step 9.

Write:

Our Offer

For

To solve

Helping them achieve

At an initial price of

This becomes your Offer Validation Hypothesis.

2. Identify Your Biggest Assumptions

Your offer contains assumptions.

For example:

Customer assumption

“This is the right customer.”

Problem assumption

“This problem is important enough to solve.”

Solution assumption

“This solution can solve the problem.”

Outcome assumption

“This is the outcome the customer actually wants.”

Value assumption

“Customers see sufficient value in this solution.”

Pricing assumption

“Customers will accept this price.”

Behaviour assumption

“Customers will take action to buy this.”

List the assumptions behind your offer.

3. Rank Your Assumptions

Not every assumption deserves equal attention.

For each assumption ask:

How important is this assumption?

If it is wrong, does the offer fail?

How uncertain are we?

Do we already have strong evidence?

How easy is it to test?

Can we learn something quickly?

Prioritize the assumptions that are:

High importance + high uncertainty

These are your critical assumptions.

4. Choose Your Riskiest Assumption

Don’t test everything at once.

Ask:

“If this assumption is wrong, what could seriously undermine the offer?”

For example:

If your entire business depends on customers paying ₦500,000, but you have no evidence anyone will pay more than ₦100,000, price may be the critical assumption.

If you aren’t sure the customer even considers the problem important, problem importance may be the critical assumption.

Test the assumption that could cause the biggest failure.

5. Turn It Into A Testable Hypothesis

Use:

We believe [specific customer] will [specific behaviour] because [reason].

For example:

We believe Nigerian mid-level professionals who want to start consulting businesses will pay ₦150,000 for a structured six-week programme because they struggle to turn their expertise into a marketable offer.

Now define what evidence would support that belief.

6. Define What Counts As Evidence

This is extremely important.

Don’t run an experiment and then decide afterward that the result “looks positive.”

Before testing, establish your success criteria.

For example:

“If 5 out of 10 qualified prospects agree to a sales conversation, we will consider the interest signal strong enough to continue testing.”

Or:

“If at least three qualified prospects make a financial commitment, we will treat willingness to pay as a positive signal.”

The exact threshold will depend on:

• Your customer

• Your offer

• Your price

• Your experiment

• Your sample size

• The strength of evidence required

The important principle is:

Define the evidence before you see the result.

7. Choose The Smallest Useful Experiment

Don’t build a complete website, course, brand or automation system just to test an assumption.

Ask:

“What is the simplest experiment that could give me meaningful evidence?”

For an expertise-based business, possible experiments might include:

Customer conversations

Useful for understanding reactions and objections.

Offer concept test

Present the offer and observe responses.

Landing page test

Measure whether qualified prospects take meaningful action.

Call-to-action test

See whether prospects move to the next step.

Pre-sale

Ask customers to commit before fully building the offer.

Paid pilot

Deliver the offer to a small group and observe whether customers receive the promised value.

Deposit or reservation

Test whether interest is strong enough for financial commitment.

Concierge delivery

Manually deliver the solution before investing in systems or automation.

The experiment should match the assumption.

8. Test Behaviour, Not Just Opinions

This is one of the most important lessons for EVUNN.

Someone saying:

“That’s a great idea.”

is not the same as:

“I’d like to buy it.”

And:

“I’d buy it.”

is not the same as:

actually paying.

Whenever possible, move from:

Opinion → Intent → Action → Commitment → Payment

The closer you get to actual customer behaviour, the stronger your evidence becomes.

9. Run The Experiment

Now test the offer with real people who fit your target customer.

Record:

• Who participated

• What they were shown

• What they were asked to do

• What they actually did

• What they said

• Objections

• Questions

• Drop-offs

• Commitments

• Payments

• Unexpected reactions

Don’t rely on memory.

Capture the evidence.

10. Separate Signals From Noise

Not every response means something.

For example:

“I don’t like the colour of the page.”

may not tell you anything important about the offer.

But:

“I have this problem, but I wouldn’t pay ₦200,000 to solve it.”

could be an important pricing signal.

Ask:

“Does this observation change one of our critical assumptions?”

Focus on evidence that affects the business.

11. Analyse What You Learned

After the experiment, compare:

What we expected

vs.

What actually happened

Then ask:

What does this tell us about the assumption?

For example:

Expected:
10 qualified prospects would request a sales call.

Actual:
2 requested a call.

Possible learning:

The offer may not be sufficiently compelling, the audience may be wrong, the message may be unclear, or the problem may not be urgent enough.

Don’t immediately conclude:

“The offer failed.”

Investigate why.

12. Decide What To Do Next

Every experiment should lead to a decision.

Use four possible outcomes:

PROCEED

Evidence supports the assumption.

Continue developing the offer.

MODIFY

The idea has potential, but something needs to change.

Modify the relevant part and retest.

RETEST

The experiment wasn’t strong enough to provide reliable evidence.

Run a better test.

ABANDON

Evidence strongly suggests the assumption is wrong and continuing would not be sensible.

Move on.

13. Update Your Offer

Validation is not simply:

“Pass or fail.”

It is a learning loop.

Your process becomes:

Hypothesis

↓

Experiment

↓

Evidence

↓

Learning

↓

Decision

↓

Offer Improvement

↓

New Hypothesis

↓

New Experiment

This is how the offer becomes progressively stronger.

Your Phase 2 Validation Gate

Before you declare the offer ready, ask:

Problem

Do we have evidence that the customer cares about the problem?

Solution

Do we have evidence that our solution addresses it?

Outcome

Does the customer actually want the promised outcome?

Offer

Does the structure make sense to the customer?

Value

Does the customer perceive meaningful value?

Price

Is there evidence that the proposed price is acceptable?

Behaviour

Are customers taking meaningful action?

Payment

Where possible, have we obtained actual financial commitment?

Delivery

Can we actually deliver the promised transformation?

Your Step 10 Deliverable

By the end of this step, you should have an:

Offer Validation Report

Containing:

Final Offer
↓
Critical Assumptions
↓
Riskiest Assumption
↓
Testable Hypothesis
↓
Success Criteria
↓
Experiment Selected
↓
Customer Evidence
↓
What We Learned
↓
Decision
↓
Offer Changes
↓

Validated Offer Direction

This becomes the final output of Phase 2.

🎯 Your Phase 2 Outcome

You have now moved from:

“I think I have a good offer.”

to:

“I have an offer built around a validated problem, a defined customer and a desired outcome—and I have tested the key assumptions behind the offer with real-world evidence.”

Your Phase 2 journey is therefore:

Problem
↓
Solution
↓
Fit
↓
Outcome
↓
Transformation
↓
Offer
↓
Packaging
↓
Value Proposition
↓
Offer Strengthening
↓
Pricing
↓

Validation

And the entrepreneur leaves Phase 2 with a validated offer direction, not merely an attractive offer sitting on paper.

🔓 EVUNN Execution Toolkit

Offer Validation Toolkit

Don’t guess whether your offer will work.

Use the EVUNN Offer Validation Toolkit to turn the assumptions behind your offer into testable hypotheses, select the right experiments, capture customer evidence, evaluate what you learned and decide whether to proceed, modify, retest or abandon.

→ Unlock The Toolkit

One Payment. All Stage 1 Toolkits. Yours For Life.

No monthly subscription. No recurring fees. Just the tools you need to execute.

→ Unlock All Stage 1 Execution Toolkits

🎯 You Have Completed Phase 2

You started this phase with:

“I have a validated problem. What should I create to solve it?”

You finish with:

A validated offer direction.

You now have:

A promising solution
→ Problem–Solution Fit
→ A defined customer outcome
→ A transformation journey
→ A structured offer
→ A clear value proposition
→ A strengthened offer
→ A pricing strategy
→ Real-world validation evidence

But there is an important distinction:

You have not yet built a market position.

You now know what you’re offering and why it matters.

The next question is:

“Who exactly should this offer be positioned for, and why should they choose it over the alternatives?”

Phase 3 — Position & Get Attention

That’s where you move from building the offer to positioning it in the market and creating a system for getting the right people to notice it.