how to create an offer
Categorieshow to create an offerBy Evunn

How to Design an Offer: Create a Valuable Offer Customers Want | EVUNN

PROBLEM: I understand the problem, but I don't fully understand what it's like to experience it.

To find a profitable problem to solve, you must understand what it is like to experience the problem

STEP 3: DEVELOPING EMPATHY

Step 5 — Design The Offer

The Problem We’re Solving

“I know what my customer needs, but I don’t know how to turn my solution into an offer that is clear, valuable and worth paying for.”

You’ve already done the work that should come before offer creation.

You have:

  • A validated customer problem

  • A Most Promising Solution

  • A Problem–Solution Fit assessment

  • A defined Customer Outcome

  • A Transformation Roadmap

Now you need to turn those pieces into an actual offer.

This is where you move from:

“I can solve this problem.”

to:

“Here is the specific offer I will provide to help this customer achieve this outcome.”

Your offer should not simply package your expertise.

It should package your expertise around the customer’s desired transformation.

The EVUNN Mindset Shift

From “What Can I Sell?” → “What Offer Creates The Most Value For This Customer?”

Experts often begin with what they already know how to deliver:

“I’ll offer consulting.”

“I’ll create a course.”

“I’ll provide coaching.”

“I’ll run a six-week programme.”

But those are delivery formats, not offers.

Your offer needs to answer:

Who is this for?

What important problem does it solve?

What outcome does it help create?

What transformation does it provide?

What exactly does the customer receive?

Why is this worth paying for?

This is where $100M Offers becomes particularly useful.

📖 Book — $100M Offers

$100M Offers

Author: Alex Hormozi

You’ve already done the customer and problem work.

Now use Hormozi’s framework to think about how to construct the offer around the customer’s desired outcome and increase its perceived value.

You do not need to read the entire book for this step.

Your job is to extract the parts that help you design the core offer.

What To Read

Section III — Value: Create Your Offer

Chapter 6 — Value Offer: The Value Equation

Essential

This introduces the framework for thinking about perceived value.

Pay particular attention to the relationship between:

  • Desired outcome

  • Perceived likelihood of achievement

  • Time delay

  • Effort and sacrifice

This is highly relevant to the offer you’re designing.

Chapter 7 — Free Goodwill

Skim

Use this to understand the role of giving value before or around the offer.

Don’t let this turn your offer into a collection of free bonuses.

Chapter 8 — Value Offer: The Thought Process

Essential

Use this to understand the thinking process behind constructing an offer around the customer’s desired outcome.

Chapter 9 — Value Offer: Creating Your Grand Slam Offer Part I — Problems & Solutions

Essential

This is particularly relevant to EVUNN.

You have already identified the customer’s problem and your proposed solution.

Now use this chapter to think about how those pieces can become components of the offer.

Chapter 10 — Value Offer: Creating Your Grand Slam Offer Part II — Trim & Stack

Essential

Use this to decide:

  • What belongs in the offer

  • What should be removed

  • What should be combined

  • What genuinely adds value

The goal isn’t to make the offer bigger.

It’s to make it more valuable and coherent.

What To Read Later

Section IV — Enhancing Your Offer

Chapters 11–16 are useful, but I would not make them the focus of Step 5.

They cover:

  • Scarcity

  • Urgency

  • Bonuses

  • Guarantees

  • Naming

These are important offer-enhancement decisions, but EVUNN has deliberately separated offer creation from offer strengthening.

You’ll deal with these more deliberately in:

Step 8 — Offer Value Builder

That prevents Step 5 from becoming an exercise in making an offer look attractive before you’ve properly designed it.

What You Can Skip For Now

Section I — How We Got Here

Chapters 1–2

Useful background, but not necessary for completing this step.

Section II — Pricing

Chapters 3–5

Important, but pricing has its own place in EVUNN:

Step 9 — Pricing Strategy

Don’t let pricing distract you from designing the offer.

Section V — Execution

Your First $100,000

Not relevant to this step.

Your EVUNN Action

Build Your Offer

Start with the work you’ve already completed.

Don’t start from a blank page.

Bring forward:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit
↓
Customer Outcome
↓
Transformation Roadmap

Now turn those into your offer.

1. Define Who The Offer Is For

Complete:

This offer is designed for [specific customer] who is struggling with [specific problem] and wants to achieve [specific outcome].

Be specific.

Your offer should not try to serve everyone who could theoretically benefit from your expertise.

2. Define The Core Promise

What is the primary result your offer is designed to help the customer achieve?

Use the Customer Outcome from Step 3.

Don’t invent a completely new promise.

Your offer should remain connected to the outcome you’ve already identified.

3. Define The Transformation

Bring forward the Transformation Roadmap from Step 4.

Ask:

“What must happen for the customer to move from their current state to the desired state?”

These transformation milestones become the foundation for what your offer needs to provide.

4. Decide What The Customer Needs

For each transformation milestone, ask:

“What does the customer need in order to make this change?”

They may need:

  • Knowledge

  • Skills

  • Tools

  • Templates

  • Guidance

  • Feedback

  • Practice

  • Accountability

  • Implementation support

  • Done-for-you assistance

Don’t include something simply because you are capable of providing it.

Include it because it helps the customer progress.

5. Build The Offer Components

Turn those needs into actual components of the offer.

For example:

Core Solution

Implementation Tools

Guidance

Feedback

Support

But don’t copy this structure automatically.

Your offer components should come from your customer’s transformation journey.

6. Apply The Value Equation

Now examine the offer through four questions:

How desirable is the outcome?

Does the customer genuinely care about achieving it?

How likely are they to believe they can achieve it?

What can increase their confidence?

How quickly can they experience progress?

Can you reduce unnecessary delay?

How much effort or sacrifice is required?

Can you make implementation easier?

This gives you a much more useful question than:

“What else can I add?”

Instead ask:

“How can I increase the value of the transformation?”

7. Trim The Offer

More isn’t automatically better.

Look at everything you’ve included and ask:

“Does this help the customer achieve the desired outcome?”

If the answer is no, remove it.

Your offer should be:

Useful → Relevant → Coherent → Focused

Not simply:

Big → Complicated → Full of bonuses

8. Stack The Offer

Now organize the components that genuinely belong.

Your customer should be able to see:

What They Get

Core Solution
What directly addresses the problem.

Transformation Support
What helps them move through the journey.

Implementation Resources
What makes taking action easier.

Support/Guidance
What increases the likelihood of success.

The exact structure will depend on the type of expertise-based business.

9. Define The Delivery Format

Only now decide how the offer will be delivered.

It could be:

  • Consulting

  • Coaching

  • Training

  • Workshop

  • Course

  • Productized service

  • Done-for-you service

  • Digital product

  • Toolkit

  • Hybrid offer

The delivery format should serve the transformation.

Don’t design the transformation around the format.

10. Write Your Offer Statement

Bring everything together:

[Offer Name] helps [specific customer] move from [current problem/state] to [desired outcome] through [core solution/transformation].

For example:

A 6-week Client Acquisition System that helps independent consultants move from inconsistent referrals to a repeatable process for generating qualified prospects.

The statement isn’t your final marketing message.

It is your internal offer definition.

Your Offer Design Test

Before leaving this step, ask:

Customer Test

Can I clearly identify who this offer is for?

Problem Test

Does it solve the validated problem?

Outcome Test

Does it lead toward the customer’s desired outcome?

Transformation Test

Does the offer support the transformation journey?

Value Test

Would the customer consider the outcome valuable?

Coherence Test

Do all the components belong together?

Clarity Test

Can I explain what the customer is buying without a long explanation?

If the answer to any of these is no, refine the offer before moving forward.

Your Step 5 Deliverable

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

Complete Offer Blueprint

Containing:

Target Customer
↓
Validated Problem
↓
Most Promising Solution
↓
Customer Outcome
↓
Transformation Journey
↓
Core Offer
↓
Offer Components
↓
Value Drivers
↓
Delivery Format
↓

Clear Offer Statement

You have now moved from a solution idea to a designed offer.

Your Phase 2 Master Offer Blueprint

Your work now connects:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit
↓
Customer Outcome
↓
Transformation Roadmap
↓

Designed Offer

The next step isn’t to redesign the offer.

It’s to determine how that offer should be structured and packaged for the customer.

🔓 EVUNN Execution Toolkit

Offer Design & Value Canvas

You’ve already identified the problem, solution, customer outcome and transformation. Now turn them into a coherent offer.

The EVUNN Offer Design & Value Canvas helps you define the customer, core promise, transformation, offer components, value drivers and delivery format—so you finish this step with a complete offer blueprint rather than scattered ideas.

→ 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

What Should I Learn Next?

You now have a designed offer.

But you still need to decide how that offer should be packaged and experienced by the customer.

What exactly do they receive?

How is it structured?

How is it delivered?

What is included—and what isn’t?

That’s the next step.

Step 6 — Package The Offer

The question we’re now trying to answer:

“How should I structure and package this offer so the customer clearly understands what they’re buying and can successfully experience the transformation?”

To understand their experience, use Book 3. Title: Practical Empathy

Practical empathy

 

Author: Indi Young

Time Investment: 5+ hours (Audiobook) 

Listen to Audiobook with Audible free trial |Buy at the Bookshop

 

The Big Idea from Practical Empathy 

Empathy helps you move beyond assumptions and develop a deeper understanding of how people experience problems, situations, what they do, and what matters to them.

For an expert, this is a critical shift. Your expertise tells you what you think the problem is. Empathy helps you understand the problem from their perspective.

 

What Does this Book Help you Achieve?

Practical Empathy helps you:

  • Listen without immediately interpreting

  • Understand people’s experiences more deeply

  • Separate what people actually say from your assumptions

  • Make sense of what you hear

  • Identify patterns across people’s experiences

  • Use those insights to improve what you create

The goal isn’t to become better at selling.

It’s to become better at understanding.

 

Should I Read it Now?

YES.

You’ve already explored:

Step 1: What problems might exist?

Step 2: Why might people want to solve them?

Now you need to understand: What is this experience actually like for the person living through it?

 

Which Chapters Matter Most for me Now?

Chapter 2: Empathy Brings Balance (Essential)

Understand what empathy actually means and why it matters when making decisions about customers.

Chapter 3: Put Empathy to Work (Essential)

Learn how empathy can become part of how you investigate and understand problems.

Chapter 4: A New Way to Listen (Essential)

This is one of the most important chapters for this stage.

Learn to listen to someone’s experience without immediately jumping to solutions, advice or conclusions.

Chapter 5: Make Sense of What You Heard (Essential)

Find out how to process and deepen your understanding of what people tell you.

Chapter 6: Apply Empathy to What You Create (Essential)

Understand how patterns in people’s experiences can influence what you eventually create.

Chapter 1: Business Is Out of Balance (Read this chapter for context only)

It explains why relying only on numbers and analytical thinking can leave important parts of the customer experience invisible.

Skip Chapters 7–9 for now

They focus more heavily on applying empathy within workplaces and organizations.

Listen to Audiobook with Audible free trial | Buy at the Bookshop

 

Your Step 3 Outcome

By the end of this step, you should have:

  • A deeper understanding of the experience behind each problem  of  the 3 problems generated in step 1

  • A clearer distinction between what you know and what you’re assuming

  • Initial insight into what people think, feel and do

  • A better understanding of their frustrations and desired outcomes

  • A list of questions you still need to investigate with real people

Notice what hasn’t happened yet:

You haven’t validated the problems yet. That’s intentional.

You’ve developed empathy, but empathy based on your own reflection is still not enough.

The next step takes you deeper.

 

🔒 Ready to Put Empathy into Practice?

Reading about empathy is not the same as practising it.

The EVUNN Customer Empathy Toolkit gives you a structured way to examine the problem from the customer’s perspective and separate evidence from assumptions.

 

🔒 Unlock the Empathy toolkit and complete Step 3 →

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn Next?

You now have a better understanding of the customer’s experience.

But there’s another question:

What are they actually trying to accomplish?

A customer may describe a problem, but the problem itself isn’t always the real objective.

They may be trying to make progress toward something bigger.

Step 4: Jobs-to-Be-Done

You’ll move from: Understanding their experience to understanding the progress they’re actually trying to make.

GO TO STEP 4
Customer Transformation Journey:
CategoriesCustomer Transformation JourneyBy Evunn

Customer Transformation Journey: How to Map the Path to their Desired Outcome | EVUNN

PROBLEM: I understand the problem, but I don't fully understand what it's like to experience it.

To find a profitable problem to solve, you must understand what it is like to experience the problem

STEP 3: DEVELOPING EMPATHY

I would make Step 4 the bridge between the desired outcome and the actual design of the offer.

The key distinction is:

  • Step 3 = Where does the customer want to get to?

  • Step 4 = What has to happen to get them there?

  • Step 5 = What will I actually offer to help them get there?

So I would write it like this:

Step 4 — Map The Transformation

The Problem We’re Solving

“I know the outcome my customer wants, but I don’t know how to map the journey that gets them there.”

In Step 3, you defined the customer’s desired outcome.

You now know:

Where the customer wants to go.

But a desirable outcome isn’t a transformation by itself.

If your customer is currently struggling with a problem and wants a meaningful result, something has to happen between those two points.

They may need to:

  • change a behaviour

  • learn something

  • make a decision

  • overcome an obstacle

  • complete a series of actions

  • adopt a new process

  • build a capability

  • change how they approach the problem

Your job now is to understand the sequence of change.

The EVUNN Mindset Shift

From “What Am I Selling?” → “What Transformation Must Happen?”

Experts often jump straight from:

“My customer has this problem.”

to:

“I’ll sell them six coaching sessions.”

or:

“I’ll create a course.”

But that starts with your delivery format.

EVUNN takes a different approach.

First ask:

“What has to change for this customer to achieve the outcome?”

Then:

“What does the customer need to do, learn, decide, stop, start or accomplish along the way?”

Only after you understand that journey should you decide how your expertise should be packaged and delivered.

What Is A Transformation Journey?

A transformation journey maps the movement from:

Current State → Desired State

But don’t simply list your service modules.

For example, this is not a transformation roadmap:

Module 1 → Module 2 → Module 3 → Module 4

That’s your curriculum.

Instead, map what changes for the customer:

Unclear about what to sell
↓
Identifies a specific customer problem
↓
Develops a relevant solution
↓
Builds confidence in the solution
↓
Creates a compelling offer
↓
Gets the offer into the market
↓
Achieves the desired outcome

The journey should describe customer progress, not simply what you teach or deliver.

Your EVUNN Action

Map The Customer’s Transformation

Start with the Customer Outcome you defined in Step 3.

Then work backwards and forwards to understand what has to happen.

1. Define The Starting Point

Where is the customer today?

Describe their actual situation.

Avoid vague statements like:

“They need help.”

Instead:

“They rely almost entirely on referrals and don’t have a consistent way to generate qualified leads.”

2. Define The Desired State

Take the outcome from Step 3.

What does the customer’s situation look like when the desired outcome has been achieved?

3. Identify The Major Obstacles

Ask:

“What is preventing the customer from getting there already?”

List the major barriers.

These could be:

  • knowledge gaps

  • skill gaps

  • uncertainty

  • lack of resources

  • behavioural barriers

  • poor processes

  • wrong assumptions

  • decision-making problems

4. Identify The Necessary Changes

For each obstacle, ask:

“What needs to change for this obstacle to be overcome?”

This is where the transformation starts becoming actionable.

5. Identify The Milestones

What meaningful progress points should the customer reach along the journey?

For example:

Current State

↓

Problem Clearly Defined

↓

Solution Chosen

↓

New Capability Developed

↓

New Behaviour Adopted

↓

Desired Outcome Achieved

The milestones will depend entirely on the problem and outcome you’re working with.

6. Identify The Customer’s Required Actions

Ask:

“What does the customer actually have to do?”

This is important for expertise-based businesses.

Your customer isn’t transformed simply because you teach them something.

They may need to:

  • make decisions

  • implement a process

  • talk to customers

  • practise a skill

  • change a behaviour

  • create something

  • test something

  • adopt a new system

Your transformation roadmap should make this visible.

7. Identify Where Your Expertise Creates Value

Now bring your expertise into the journey.

Ask:

“Where can my expertise help the customer move from one milestone to the next?”

This is where your solution begins to become a real transformation mechanism.

The Transformation Roadmap

Your completed roadmap should look something like:

Current State

Where the customer is now.

↓

Obstacle 1

What is preventing progress?

↓

Milestone 1

What needs to change?

↓

Obstacle 2

What prevents the next step?

↓

Milestone 2

↓

Obstacle 3

↓

Milestone 3

↓

Desired Outcome

Where the customer wants to arrive.

The number of stages should not be predetermined.

Don’t force every business into a five-step or seven-step transformation.

The customer journey determines the structure.

A Critical Distinction

Transformation ≠ Delivery

This is particularly important for your audience.

Suppose you’re a consultant.

You might deliver:

4 consulting sessions.

That’s your delivery structure.

The transformation might be:

Unclear strategy → clear strategic priorities → validated direction → execution plan.

Your four sessions should be designed around that transformation, not the other way around.

Likewise, a coach might deliver:

12 coaching sessions.

But the customer transformation might be:

Lack of confidence → clear decision → new behaviour → measurable result.

The delivery format comes later.

Your Step 4 Deliverable

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

Customer Transformation Roadmap

Containing:

1. Current State
Where the customer starts.

2. Desired State
Where they want to end.

3. Major Obstacles
What prevents progress.

4. Transformation Milestones
What needs to change along the way.

5. Customer Actions
What the customer must do.

6. Your Intervention Points
Where your expertise can help.

7. Evidence of Progress
How you’ll know the customer is moving forward.

Your Phase 2 Master Offer Blueprint

You now have:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit
↓
Customer Outcome
↓

Customer Transformation Roadmap

This is a major milestone.

You now understand not only what you’re solving, but also what transformation your eventual offer needs to help create.

🔓 EVUNN Execution Toolkit

Transformation Roadmap Journey

Turn the customer’s current situation and desired outcome into a clear journey of transformation.

The EVUNN Transformation Roadmap Journey helps you identify the obstacles, milestones, customer actions and points where your expertise can create meaningful progress.

→ 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

What Should I Learn Next?

You now know:

The problem → the solution → the fit → the outcome → the transformation.

But you still haven’t defined exactly what you’re going to sell.

The next step is where you turn the transformation into a concrete offer.

Step 5 — Design The Offer

The question we’re now trying to answer:

“What exactly should I offer to help this customer achieve this transformation?”

Now your expertise, solution and transformation journey come together to form the foundation of your actual offer.

To understand their experience, use Book 3. Title: Practical Empathy

Practical empathy

 

Author: Indi Young

Time Investment: 5+ hours (Audiobook) 

Listen to Audiobook with Audible free trial |Buy at the Bookshop

 

The Big Idea from Practical Empathy 

Empathy helps you move beyond assumptions and develop a deeper understanding of how people experience problems, situations, what they do, and what matters to them.

For an expert, this is a critical shift. Your expertise tells you what you think the problem is. Empathy helps you understand the problem from their perspective.

 

What Does this Book Help you Achieve?

Practical Empathy helps you:

  • Listen without immediately interpreting

  • Understand people’s experiences more deeply

  • Separate what people actually say from your assumptions

  • Make sense of what you hear

  • Identify patterns across people’s experiences

  • Use those insights to improve what you create

The goal isn’t to become better at selling.

It’s to become better at understanding.

 

Should I Read it Now?

YES.

You’ve already explored:

Step 1: What problems might exist?

Step 2: Why might people want to solve them?

Now you need to understand: What is this experience actually like for the person living through it?

 

Which Chapters Matter Most for me Now?

Chapter 2: Empathy Brings Balance (Essential)

Understand what empathy actually means and why it matters when making decisions about customers.

Chapter 3: Put Empathy to Work (Essential)

Learn how empathy can become part of how you investigate and understand problems.

Chapter 4: A New Way to Listen (Essential)

This is one of the most important chapters for this stage.

Learn to listen to someone’s experience without immediately jumping to solutions, advice or conclusions.

Chapter 5: Make Sense of What You Heard (Essential)

Find out how to process and deepen your understanding of what people tell you.

Chapter 6: Apply Empathy to What You Create (Essential)

Understand how patterns in people’s experiences can influence what you eventually create.

Chapter 1: Business Is Out of Balance (Read this chapter for context only)

It explains why relying only on numbers and analytical thinking can leave important parts of the customer experience invisible.

Skip Chapters 7–9 for now

They focus more heavily on applying empathy within workplaces and organizations.

Listen to Audiobook with Audible free trial | Buy at the Bookshop

 

Your Step 3 Outcome

By the end of this step, you should have:

  • A deeper understanding of the experience behind each problem  of  the 3 problems generated in step 1

  • A clearer distinction between what you know and what you’re assuming

  • Initial insight into what people think, feel and do

  • A better understanding of their frustrations and desired outcomes

  • A list of questions you still need to investigate with real people

Notice what hasn’t happened yet:

You haven’t validated the problems yet. That’s intentional.

You’ve developed empathy, but empathy based on your own reflection is still not enough.

The next step takes you deeper.

 

🔒 Ready to Put Empathy into Practice?

Reading about empathy is not the same as practising it.

The EVUNN Customer Empathy Toolkit gives you a structured way to examine the problem from the customer’s perspective and separate evidence from assumptions.

 

🔒 Unlock the Empathy toolkit and complete Step 3 →

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn Next?

You now have a better understanding of the customer’s experience.

But there’s another question:

What are they actually trying to accomplish?

A customer may describe a problem, but the problem itself isn’t always the real objective.

They may be trying to make progress toward something bigger.

Step 4: Jobs-to-Be-Done

You’ll move from: Understanding their experience to understanding the progress they’re actually trying to make.

GO TO STEP 4
customer outcome
CategoriesCustomer outcomeBy Evunn

Customer Outcome: How to Define the Result Your Customer Wants | EVUNN


PROBLEM: I understand the problem, but I don't fully understand what it's like to experience it.

To find a profitable problem to solve, you must understand what it is like to experience the problem

STEP 3: DEVELOPING EMPATHY

Yes. I would make Step 3 a clear transition from “Does my solution fit the problem?” to “What does the customer actually want to achieve?”

I would also make sure it doesn’t duplicate the Transformation Roadmap in Step 4. Step 3 defines the destination; Step 4 maps the journey to that destination.

Step 3 — Define The Customer Outcome

The Problem We’re Solving

“I know the problem I want to solve, but I’m not clear on the result my customer actually wants.”

In Step 2, you tested whether your Most Promising Solution actually addresses the customer’s problem.

Now you need to go one level deeper.

A customer doesn’t usually pay simply because they have a problem.

They pay because they want to change something about their situation.

They want to:

  • achieve something

  • become something

  • stop something

  • improve something

  • save something

  • gain something

  • move from one situation to another

For example:

“I don’t know how to market my consulting business.”

is a problem.

But:

“I want a predictable way to attract qualified consulting clients.”

is closer to the outcome.

That distinction matters because your offer shouldn’t simply promise to solve a problem.

It should help the customer understand:

“What will be different for me if this works?”

The EVUNN Mindset Shift

From “What Problem Do I Solve?” → “What Result Does The Customer Want?”

Experts often describe their businesses around the problem they solve:

“I help businesses with marketing.”

“I help professionals with leadership.”

“I help founders with strategy.”

But customers don’t buy problems being solved in the abstract.

They want a meaningful change in their situation.

So instead of asking:

“What problem does my solution solve?”

ask:

“What does the customer want to be able to do, achieve or experience after this problem is solved?”

Your expertise describes what you can do.

The customer outcome describes what they want to accomplish.

What Is A Customer Outcome?

A customer outcome is the meaningful result the customer wants to achieve as a consequence of solving the problem.

It should be more specific than:

“Improve their business.”

And more meaningful than:

“Complete six coaching sessions.”

The first is too vague.

The second describes your delivery, not the customer’s outcome.

A useful outcome describes the customer’s desired change.

Think:

Current Situation → Desired Situation

For example:

Current:
“I rely mostly on referrals and don’t know where my next clients will come from.”

Desired:
“I have a reliable way to generate qualified leads every month.”

That desired state becomes the destination your solution and eventual offer are designed to help the customer reach.

Your EVUNN Action

Define The Customer’s Desired Outcome

Start with the validated problem and your Problem–Solution Fit work from Step 2.

Then answer:

1. What does the customer want to change?

What would they like to be different?

2. What are they trying to achieve?

What result are they actively pursuing?

3. What would success look like to them?

If the problem were meaningfully solved, what would they see happening?

4. What would they be able to do that they cannot do now?

Look for changes in capability, confidence, behaviour or circumstances.

5. What would improve in their situation?

Identify the meaningful difference between their current and desired state.

6. Why does this outcome matter to them?

Go beyond the surface-level result.

Ask:

“Why is this important?”

Then ask again:

“Why does that matter?”

This helps you uncover the deeper outcome behind the obvious one.

7. How will they know they’ve achieved it?

Define observable indicators of success.

Avoid vague outcomes such as:

“Feel better.”

Instead, look for evidence that something has actually changed.

Separate The Outcome From Your Solution

This is one of the most important exercises in this step.

Your customer outcome should not be your method.

For example:

❌ “Complete my 12-week coaching programme.”

That’s your delivery mechanism.

❌ “Learn my marketing framework.”

That’s an activity/feature.

❌ “Attend six strategy sessions.”

That’s your service.

Instead:

✅ “Consistently generate qualified leads without relying entirely on referrals.”

That’s closer to a customer outcome.

The distinction is:

Your solution is what you provide.

The customer outcome is what they want to achieve.

Build Your Outcome Statement

Use this structure:

From:

[Customer’s current situation]

To:

[Customer’s desired situation]

So That:

[Why the outcome matters]

For example:

From: Struggling to consistently attract qualified clients
To: Having a predictable way to generate qualified leads
So That: They can grow their business without constantly worrying about where the next client will come from.

Your Outcome Hierarchy

Don’t stop at the first outcome you identify.

Work through three levels:

Level 1 — Functional Outcome

What do they want to accomplish?

Example:

Generate more qualified leads.

↓

Level 2 — Practical/Business Outcome

What does that enable them to do?

Build a more predictable client acquisition process.

↓

Level 3 — Deeper Outcome

Why does that matter?

Grow the business with greater confidence and less uncertainty.

You don’t necessarily need to promise the deepest outcome in your offer.

The exercise is to understand what the customer is really trying to change.

Your Step 3 Deliverable

By the end of this step, you should have:

Customer Outcome Statement

Current Situation:

Desired Situation:

Functional Outcome:

Business/Practical Outcome:

Why It Matters:

Evidence of Success:

Your Phase 2 Master Offer Blueprint now becomes:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit
↓

Customer Outcome

This gives you the destination your offer needs to help the customer reach.

🔓 EVUNN Execution Toolkit

Customer Outcome Builder

Turn the problem you’ve validated and the solution you’ve explored into a clearly defined customer outcome.

The EVUNN Customer Outcome Builder helps you distinguish the customer’s desired result from your method, service or product—and define what meaningful success looks like.

→ 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

What Should I Learn Next?

You now know where the customer wants to get to.

But knowing the destination isn’t enough.

You need to understand how the customer gets there.

What has to change first?

What obstacles must they overcome?

What milestones must they reach?

What does the customer need to do—and what does your solution need to help them do?

That’s the next step.

Step 4 — Map The Transformation

The question we’re now trying to answer:

“How does my customer move from their current situation to the outcome they want?”

This becomes the foundation for designing the actual transformation your offer will deliver.

To understand their experience, use Book 3. Title: Practical Empathy

Practical empathy

 

Author: Indi Young

Time Investment: 5+ hours (Audiobook) 

Listen to Audiobook with Audible free trial |Buy at the Bookshop

 

The Big Idea from Practical Empathy 

Empathy helps you move beyond assumptions and develop a deeper understanding of how people experience problems, situations, what they do, and what matters to them.

For an expert, this is a critical shift. Your expertise tells you what you think the problem is. Empathy helps you understand the problem from their perspective.

 

What Does this Book Help you Achieve?

Practical Empathy helps you:

  • Listen without immediately interpreting

  • Understand people’s experiences more deeply

  • Separate what people actually say from your assumptions

  • Make sense of what you hear

  • Identify patterns across people’s experiences

  • Use those insights to improve what you create

The goal isn’t to become better at selling.

It’s to become better at understanding.

 

Should I Read it Now?

YES.

You’ve already explored:

Step 1: What problems might exist?

Step 2: Why might people want to solve them?

Now you need to understand: What is this experience actually like for the person living through it?

 

Which Chapters Matter Most for me Now?

Chapter 2: Empathy Brings Balance (Essential)

Understand what empathy actually means and why it matters when making decisions about customers.

Chapter 3: Put Empathy to Work (Essential)

Learn how empathy can become part of how you investigate and understand problems.

Chapter 4: A New Way to Listen (Essential)

This is one of the most important chapters for this stage.

Learn to listen to someone’s experience without immediately jumping to solutions, advice or conclusions.

Chapter 5: Make Sense of What You Heard (Essential)

Find out how to process and deepen your understanding of what people tell you.

Chapter 6: Apply Empathy to What You Create (Essential)

Understand how patterns in people’s experiences can influence what you eventually create.

Chapter 1: Business Is Out of Balance (Read this chapter for context only)

It explains why relying only on numbers and analytical thinking can leave important parts of the customer experience invisible.

Skip Chapters 7–9 for now

They focus more heavily on applying empathy within workplaces and organizations.

Listen to Audiobook with Audible free trial | Buy at the Bookshop

 

Your Step 3 Outcome

By the end of this step, you should have:

  • A deeper understanding of the experience behind each problem  of  the 3 problems generated in step 1

  • A clearer distinction between what you know and what you’re assuming

  • Initial insight into what people think, feel and do

  • A better understanding of their frustrations and desired outcomes

  • A list of questions you still need to investigate with real people

Notice what hasn’t happened yet:

You haven’t validated the problems yet. That’s intentional.

You’ve developed empathy, but empathy based on your own reflection is still not enough.

The next step takes you deeper.

 

🔒 Ready to Put Empathy into Practice?

Reading about empathy is not the same as practising it.

The EVUNN Customer Empathy Toolkit gives you a structured way to examine the problem from the customer’s perspective and separate evidence from assumptions.

 

🔒 Unlock the Empathy toolkit and complete Step 3 →

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn Next?

You now have a better understanding of the customer’s experience.

But there’s another question:

What are they actually trying to accomplish?

A customer may describe a problem, but the problem itself isn’t always the real objective.

They may be trying to make progress toward something bigger.

Step 4: Jobs-to-Be-Done

You’ll move from: Understanding their experience to understanding the progress they’re actually trying to make.

GO TO STEP 4
problen solution fit
CategoriesProblem solution fitBy Evunn

Problem-Solution Fit: How to Test If Your Solution Solves a Real Problem | EVUNN


PROBLEM: I understand the problem, but I don't fully understand what it's like to experience it.

To find a profitable problem to solve, you must understand what it is like to experience the problem

STEP 3: DEVELOPING EMPATHY

Absolutely. I would rewrite Step 2 so it explicitly picks up the Most Promising Solution from Step 1 and tests it against the validated problem. It should also remain distinct from Step 10, where you validate whether the complete offer will actually be bought.

Step 2 — Test Problem–Solution Fit

The Problem We’re Solving

“I’ve chosen a promising solution, but I don’t know if it actually fits the problem my customer cares about.”

In Step 1, you explored three possible solutions and selected the Most Promising Solution.

But promising doesn’t mean proven.

Your solution may sound logical to you because it draws on your expertise. But the real question is whether it meaningfully addresses the customer’s problem.

A solution can be:

  • technically good but irrelevant

  • useful but not important enough

  • capable of solving only part of the problem

  • based on an assumption about what customers need

So before you turn the solution into a complete offer, you need to examine the fit between:

The Customer’s Problem → Your Proposed Solution

The question is not:

“Is my solution a good idea?”

It’s:

“Does this solution meaningfully address the problem this customer needs to solve?”

The EVUNN Mindset Shift

From “My Solution Makes Sense” → “My Solution Fits Their Problem”

Experts naturally evaluate ideas from their own perspective:

“This is what I know how to do.”

“This should help them.”

“I’ve used this approach before.”

But your expertise doesn’t prove that the solution fits the customer’s situation.

Instead, ask:

What part of the customer’s problem does this solution address?

Which pain does it relieve?

Which desired gain does it support?

What important part of the problem does it leave unresolved?

You’re not trying to prove your idea is right.

You’re trying to discover how well it fits.

Book — Value Proposition Design

Value Proposition Design

Authors: Alexander Osterwalder, Yves Pigneur, Gregory Bernarda & Alan Smith

In Step 1, you used this book to explore possible solutions.

Now you use the concept of Fit to examine whether your Most Promising Solution actually connects to what the customer needs.

The Value Proposition Canvas connects:

Customer Profile

Jobs
What the customer is trying to accomplish.

Pains
What makes that difficult, frustrating or risky.

Gains
What they want to achieve or experience.

with:

Value Map

Products & Services
What you’re proposing to provide.

Pain Relievers
How your solution addresses their pains.

Gain Creators
How your solution helps create their desired gains.

The objective is to find a meaningful connection between the two.

Which Parts Of The Book Should You Read?

You don’t need to read the entire book again.

1.1 Customer Profile — Review

Go back to:

  • Jobs

  • Pains

  • Gains

Much of this should already exist from Phase 1.

Your task is to make sure you’re still solving the right problem for the right customer.

1.2 Value Map — Essential

Review:

  • Products & Services

  • Pain Relievers

  • Gain Creators

Use this to examine exactly how your Most Promising Solution is supposed to create value.

1.3 Fit — Essential

This is the most important section for Step 2.

Focus on whether your Value Map actually addresses the Customer Profile.

3.1 What To Test — Recommended

Use this section to identify the assumptions behind your proposed solution.

Ask:

“What must be true for this solution to actually work for the customer?”

3.2 Testing Step-by-Step — Recommended

Use this as a reference for thinking about how those assumptions could eventually be tested.

3.3 Experiment Library — Skim

You don’t need to study every experiment.

Use it only when you need an idea for testing a specific assumption.

3.4 Bringing It All Together — Recommended

Useful for connecting your customer profile, value map and testing process.

What You Can Skip For Now

You can skip:

2.5 Finding The Right Business Model

Business model development isn’t the focus of this step.

2.6 Designing In Established Organizations

Not central to the expertise-based businesses EVUNN is helping build.

4. Evolve

This is more relevant after you’ve developed and tested the business.

Your EVUNN Action

Test Your Most Promising Solution

Take the Most Promising Solution you selected in Step 1.

Now place it against the validated customer problem from Phase 1.

1. What customer problem does it address?

Be specific.

2. Which customer job does it help them accomplish?

What are they actually trying to get done?

3. Which pain does it relieve?

What difficulty, frustration, risk or obstacle does it reduce?

4. Which desired gain does it support?

What does the customer want to achieve?

5. How exactly does your solution help?

Describe the mechanism—not just the feature.

6. What does your solution NOT solve?

Identify the gaps.

Don’t force a fit.

7. What assumptions are you making?

For example:

“Customers will use this.”

“This approach will produce the desired result.”

“Customers have the resources to implement it.”

“This solves an important enough part of the problem.”

8. What evidence do you already have?

Separate:

What you know
from
What you believe.

Your Problem–Solution Fit Decision

Now make a decision about your Most Promising Solution.

Strong Fit

The solution directly addresses an important customer problem and the connection makes sense.

→ Continue to Step 3

Partial Fit

The solution addresses part of the problem, but important gaps remain.

→ Refine the solution and reassess

Weak Fit

The solution doesn’t adequately address the customer’s problem.

→ Return to Step 1 and explore another solution

Remember:

Returning to Step 1 isn’t failure.

It’s better to discover a weak solution now than after you’ve spent weeks building an offer around it.

Your Step 2 Deliverable

By the end of this step, you should have:

  • Your Most Promising Solution

  • The specific customer problem it addresses

  • The customer jobs, pains and gains it connects to

  • The specific pain relievers and gain creators

  • The gaps in the solution

  • Your key assumptions

  • The evidence you currently have

  • A Problem–Solution Fit Decision

Your Phase 2 Master Offer Blueprint should now contain:

Validated Problem
↓
Most Promising Solution
↓
Problem–Solution Fit

This becomes the foundation for Step 3.

🔓 EVUNN Execution Toolkit

Problem–Solution Fit Canvas

Ready to test whether your solution actually fits the problem?

The EVUNN Problem–Solution Fit Canvas helps you connect your customer’s problem, jobs, pains and desired gains to your proposed solution—and identify the gaps and assumptions you still need to investigate.

→ 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

What Should I Learn Next?

You now have a solution that has been examined against the problem.

But solving a problem isn’t necessarily the customer’s ultimate goal.

The customer isn’t simply trying to “remove a problem.”

They’re trying to get somewhere better.

So the next question is:

“What meaningful result does this customer actually want to achieve?”

Step 3 — Define The Customer Outcome

The question we’re now trying to answer:

“What does success look like for the customer?”

That outcome will become the foundation for the transformation you eventually build into your offer.

To understand their experience, use Book 3. Title: Practical Empathy

Practical empathy

 

Author: Indi Young

Time Investment: 5+ hours (Audiobook) 

Listen to Audiobook with Audible free trial |Buy at the Bookshop

 

The Big Idea from Practical Empathy 

Empathy helps you move beyond assumptions and develop a deeper understanding of how people experience problems, situations, what they do, and what matters to them.

For an expert, this is a critical shift. Your expertise tells you what you think the problem is. Empathy helps you understand the problem from their perspective.

 

What Does this Book Help you Achieve?

Practical Empathy helps you:

  • Listen without immediately interpreting

  • Understand people’s experiences more deeply

  • Separate what people actually say from your assumptions

  • Make sense of what you hear

  • Identify patterns across people’s experiences

  • Use those insights to improve what you create

The goal isn’t to become better at selling.

It’s to become better at understanding.

 

Should I Read it Now?

YES.

You’ve already explored:

Step 1: What problems might exist?

Step 2: Why might people want to solve them?

Now you need to understand: What is this experience actually like for the person living through it?

 

Which Chapters Matter Most for me Now?

Chapter 2: Empathy Brings Balance (Essential)

Understand what empathy actually means and why it matters when making decisions about customers.

Chapter 3: Put Empathy to Work (Essential)

Learn how empathy can become part of how you investigate and understand problems.

Chapter 4: A New Way to Listen (Essential)

This is one of the most important chapters for this stage.

Learn to listen to someone’s experience without immediately jumping to solutions, advice or conclusions.

Chapter 5: Make Sense of What You Heard (Essential)

Find out how to process and deepen your understanding of what people tell you.

Chapter 6: Apply Empathy to What You Create (Essential)

Understand how patterns in people’s experiences can influence what you eventually create.

Chapter 1: Business Is Out of Balance (Read this chapter for context only)

It explains why relying only on numbers and analytical thinking can leave important parts of the customer experience invisible.

Skip Chapters 7–9 for now

They focus more heavily on applying empathy within workplaces and organizations.

Listen to Audiobook with Audible free trial | Buy at the Bookshop

 

Your Step 3 Outcome

By the end of this step, you should have:

  • A deeper understanding of the experience behind each problem  of  the 3 problems generated in step 1

  • A clearer distinction between what you know and what you’re assuming

  • Initial insight into what people think, feel and do

  • A better understanding of their frustrations and desired outcomes

  • A list of questions you still need to investigate with real people

Notice what hasn’t happened yet:

You haven’t validated the problems yet. That’s intentional.

You’ve developed empathy, but empathy based on your own reflection is still not enough.

The next step takes you deeper.

 

🔒 Ready to Put Empathy into Practice?

Reading about empathy is not the same as practising it.

The EVUNN Customer Empathy Toolkit gives you a structured way to examine the problem from the customer’s perspective and separate evidence from assumptions.

 

🔒 Unlock the Empathy toolkit and complete Step 3 →

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn Next?

You now have a better understanding of the customer’s experience.

But there’s another question:

What are they actually trying to accomplish?

A customer may describe a problem, but the problem itself isn’t always the real objective.

They may be trying to make progress toward something bigger.

Step 4: Jobs-to-Be-Done

You’ll move from: Understanding their experience to understanding the progress they’re actually trying to make.

GO TO STEP 4
Design the solution
CategoriesDesign the productBy Evunn

Design the Solution: How Do I Develop a Product or Service That Solves a Problem? | EVUNN


PROBLEM: I know the problem I want to solve, but I don't know what solution I should create.

To find the right solution for the validated problem, first brainstorm solutions

Step 1: Design The Solution

 

You have already done the hard work of identifying and validating a problem.

But knowing that a problem exists doesn’t tell you what you should sell.

You may have several ways your expertise could help like starting: a consulting service, a coaching programme, a training programme, done-for-you service, digital product, a workshop, a toolkit, or a combination of services and products.

The challenge is deciding:

What solution should I create to address this specific problem?

 

The EVUNN Mindset Shift

From What Can I Sell? → What Would Solve this Problem?

When you have expertise, it’s easy to start with what you already know how to deliver.

You might think, I can coach them, I can create a course, I can provide consulting, but your existing expertise is not the solution.

The solution should be designed around the customer’s validated problem and needs.

Instead of asking: What can I sell?

Ask: What could I create that would help this customer overcome this problem?

This keeps you from packaging your expertise before understanding what the solution needs to accomplish.


To create solutions that really solves the problem, use this Book - Value Proposition sign

Design the solution

 

 

Authors: Alexander Osterwalder, Yves Pigneur, Gregory Bernarda & Alan Smith

Buy at the Bookshop

 

The Big Idea from Value Proposition Design

A valuable solution isn’t simply something you know how to deliver. It should connect to what the customer is actually trying to accomplish.

This book provides the Value Proposition Canvas, which connects:

Customer Profile (Jobs-to-be-done, Pains, Gains) with Value Map (Products & Services, Pain Relievers, Gain Creators)

The goal is to find fit between the two.

This gives you a useful way to move from my customer has this problem to:

“Here is what my solution needs to do to help them.”

 

Which Parts Of This Book Should You focus on?

You do not need to read the entire book for this step. Focus on:

Part 1. Canvas

This is the most important section for this step.

Part 1.1 Customer Profile

Review:

  • Jobs

  • Pains

  • Gains

You have already gathered much of this information during Phase 1.

Your job here is to bring that customer understanding into the solution-design process.

Part 1.2 Value Map (Essential)

Focus on:

  • Products & Services

  • Pain Relievers

  • Gain Creators

This is where you begin translating customer needs into potential solution components.

Part 1.3 Fit (Essential)

Understand how the Value Map connects to the Customer Profile.

This introduces the idea that your solution should address things that actually matter to the customer.

 

Part 2. Design

You only need selected parts here.

Part 2.1 Prototyping Possibilities (Recommended)

This helps you explore different possible solutions rather than immediately committing to your first idea.

Part 2.2 Starting Points (Recommended)

Useful for generating possible starting points for solution design.

Part 2.3 Understanding Customers

Skim this part.

You’ve already done substantial customer understanding in Phase 1, so don’t duplicate that work.

Part 2.4 Making Choices (Recommended)

Useful when you have several possible solutions and need to decide which direction to pursue.

 

Parts You Can Skip For Now

 

Part 2.5 Finding The Right Business Model (Skip for now)

Business model design belongs elsewhere in the EVUNN roadmap.

Part 2.6 Designing In Established Organizations (Skip)

Your audience at this stage is primarily building or developing an expertise-based business, so this isn’t essential.

Part 3. Test (Don’t study this section yet)

Testing becomes much more relevant later when we reach Step 10 – Offer Validation

You don’t want to confuse designing a potential solution with validating the final offer.

4. Evolve (Skip for now)

This is more relevant to continuous improvement after you’ve taken the solution into the market.

You are simply asking: What could I create that would genuinely help this customer solve this problem?

Buy the book at the Bookshop

 

Your Step 1 Outcome

By the end of this step, you should have:

Generated 3 potential solutions

Each connected to the:

Validated Problem
↓
Customer Pain
↓
Desired Gain
↓

Final Result – Select 1 Most Promising and strongest Solution out of the 3 to take into Step 2.

 

🔓Your EVUNN Execution Toolkit

Ready to turn your validated problem into potential solutions?

Use the Solution Design Canvas. It guides you through the customer pains, desired gains, solution possibilities and assumptions behind each option helping you create solutions to solve the validated problem.

 

. 🔒 Unlock the solution toolkit and complete Step 1

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

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

  

What Should I Learn & do Next?

You now have a potential solution but there’s still an important question you haven’t answered yet: Does this solution actually solve the problem well enough?

A solution can sound logical to you and still fail to address what the customer actually needs.

That’s why the next step is:

 

Step 2: Test Problem–Solution Fit

The question we’re now trying to answer: Does my proposed solution actually address the problem my customer cares about?

 

GO TO STEP 2
Problen validation
CategoriesProblem ValidationBy Evunn

Problem Validation: How to Test a Business Problem Before Building | EVUNN


PROBLEM: I've identified and framed a problem, but I don't know if it's worth building a business around.

To build a solution people will gladly pay for, you must validate the problem with real people with the problem

Step 9: Problem Validation

You’ve done the investigation. You’ve also:

  • Identified potential problems

  • Understood customer motivation

  • Developed empathy

  • Explored the customer’s job

  • Conducted customer discovery

  • Prioritized the strongest problem

  • Mapped the problem

  • Framed it clearly

But there is still a difference between: People have this problem and this problem is worth building a business around.

That’s what validation is for.

 

The Evunn Mindset Shift

From Belief → Evidence

At this stage, don’t try to prove that your idea is right.

Try to find out whether it is right. Don’t ask how can I make this idea work?

Ask:

“What would I need to learn to decide whether this problem deserves further investment?”

Your goal isn’t certainty. Your goal is to reduce the biggest risks before you commit significant time, money and effort in building a solution.

You don’ t want to spend tine and money creating a solution no one will want to pay for.

 

To be sure you are solving the right problem people will pay for, validate the problem with real people using Book 9. Title:Testing Business Ideas

Problen validation

 

Author: David J. Bland & Alexander Osterwalder

Time Investment: 5+ hours (Audiobook) 

Buy at the Bookshop

 

The Big Idea from Testing Business Ideas

Test your most important assumptions before investing time and miney in your business idea.

The book is often associated with startups, but its underlying method works equally well for coaches, consultants and professionals.

Why? Because an expertise-based business also rests on assumptions like:

  • People have this problem,
  • It’s important enough for them to act,
  • They want a better solution, 
  • They will choose my approach.
  • They are willing to invest in solving it.

You don’t need to build a startup to test these assumptions. You need to design small experiments that produce useful evidence.

 

How this Applies To Coaches And Professionals

A coach doesn’t necessarily need to build an app.  A consultant doesn’t need to develop a complicated MVP.

A lawyer doesn’t also need to create a technology platform.

Your experiment could be:

  • A paid pilot

  • A workshop

  • A consultation

  • A landing page

  • A waitlist

  • A pre-sale

  • A prototype service

  • A structured offer test

  • A customer commitment

  • A small real-world experiment

The principle is:

Find the cheapest and fastest way to test the assumption that matters most to the survival of that business idea.

 

Which Parts of Testing Business Ideas Should You Focus on?

You do not need to read the entire book. Focus on the sections that help you design and run useful experiments as follows:

Section 1: Design

Shape The Idea – p. 15 (Essential)

Use this to clarify what you’re actually trying to test. You don’t want to test a vague business idea.

Section 2: Test

Hypothesize – p. 27 (Essential)

Turn your assumptions into explicit hypotheses.

Ask: What must be true for this problem and business opportunity to work?

 

Experiment – p. 41 (Essential)

Learn how to design a test that can generate evidence.

Learn – p. 49 (Essential)

The purpose of an experiment isn’t simply to get a positive result.

It’s to learn something that changes your decision.

Decide – p. 59 (Essential)

Determine what you will do with the evidence.

Continue? Change direction? Investigate further? Stop?

Section 3: Experiments

Select An Experiment – p. 91 (Essential)

This is particularly useful for EVUNN toolkit users.

You need to choose the simplest appropriate experiment for the assumption you’re testing.

Discovery – p. 101 (Recommended)

Use this to understand experiments designed to discover whether your assumptions are actually true.

You have already conducted customer discovery in Step 5, so focus on the parts that add new evidence rather than repeating that work.

Validation – p. 231 (Essential)

This is the core of Step 9.

Focus on experiments that can provide stronger evidence that the problem and opportunity are worth pursuing.

Section 4: Mindset

Avoid Experiment Pitfalls – p. 313 (Recommended)

Useful for avoiding false confidence and poorly designed experiments.

 

What You Can Skip For Now

You can skim or skip:

  • Design The Team – p. 3

  • Manage – p. 65

  • Lead Through Experimentation – p. 317

  • Organize For Experiments – p. 323

These become more relevant as the business grows and involves teams.

Buy at the Bookshop

 

Your Step 9 Outcome

By the end of this step, (after using the book and Evunn toolkits, you should have:

  • A clearly defined problem hypothesis

  • The key assumptions behind it

  • The riskiest assumption identified

  • An experiment designed to test it

  • A clear measure of what would count as evidence

  • Results from your experiment

  • A decision based on what you learned

Your possible outcome isn’t necessarily validated, let’s build.

It could be:

Proceed → The evidence is strong enough to continue.

Refine → The problem needs to be reframed or narrowed.

Investigate further → The evidence is insufficient.

Stop → The problem isn’t strong enough to pursue.

That’s what good validation looks like. You aren’t trying to prove yourself right.

You’re trying to avoid building the wrong business.

 

🔒 Ready To Validate Your Problem?

You’ve spent the roadmap moving from assumption to evidence. Now it’s time to test the problem in the real world.

The EVUNN Problem Validation Toolkit helps you turn your problem into testable assumptions, identify the riskiest unknowns, choose an appropriate experiment, define what evidence matters and make a decision based on what you learn.

Don’t spend months building an offer around an untested problem.

 Stop learning. Start building

 

🔒 Unlock the Problem Validation toolkit and complete Step 9

One Payment. All Stage 1 Toolkits. Yours For Life.
No monthly subscription. No recurring fees. Just the tools you need to execute

 

You’ve Completed The Problem-Finding Journey

You started with: I have expertise, but I don’t know how to turn it into an offer people will pay for.

You’re now at:

“I understand a real problem, I know who experiences it, I’ve investigated it, and I have evidence that it’s worth solving.”

That is the foundation for building an offer around your expertise that people quickly pay for.

What’s Next?

You’ve validated the problem. Now, its time to build the solution.

Lets turn the validated problem into an offer people will pay for.

GO TO phase 2
what's your problem
CategoriesProblem framingBy Evunn

Problem Framing: How to Define the Right Problem to Solve | EVUNN

PROBLEM: I understand the structure of the problem better, but I still don't know exactly which problem I should solve.

To find nail the specifc problem you are solving, narrow down the main problem you chose into something more specific using framing

Step 8: Problem Framing

In Step 7, you mapped the problem.

You uncovered the people, situations, behaviours, causes, consequences, workarounds and unmet needs surrounding the problem you chose..

But a problem map can reveal more problems than you started with.

Now you need to narrow your focus. Problem mapping expands your understanding. Problem framing focuses your decision.

Your goal is to turn a broad or confusing problem into a clear, specific problem worth validating.

 

The Evunn Mindset Shift

From Describing The Problem → Defining The Right Problem

It’s tempting to jump straight to a solution like: they need a coaching program, they need an app, they need a course.

Don’t do that yet. First ask:

“What exactly is the problem we are trying to solve?”

A strong problem frame describes the customer, situation, struggle and desired progress without prescribing the solution.

 

To narrow down the specific problem you should solve, use Book 8. Title: What's Your Problem?

what's your problem

 

Author: Thomas Wedell-Wedellsborg

Time Investment: 5+ hours (Audiobook) 

Listen to Audiobook on Libro | Buy at the Bookshop

 

You’ve encountered this book earlier in step 1 of this roadmap.

But you are now returning to the reframing tools inside it that became more valuable after you’ve completed your customer research and problem map.

You are no longer trying to generate possible problems.

You are using evidence to determine whether your current definition of the chosen problem is actually the right one.

 

What Does This Book Help You Do?

The relevant chapters help you:

  • Challenge your initial definition of the problem

  • Look beyond the obvious frame

  • Examine the problem from different perspectives

  • Rethink the goal

  • Identify overlooked possibilities

  • Separate the problem from your assumptions

  • Move toward a more useful problem definition

 

Should I Read it Now?

Yes, but selectively.

You already read the introductory material in Step 1.

Now return to the reframing section with your chosen problem and problem map in front of you.

Your question is no longer: What problems could I solve?

It is: Have I defined this problem correctly?

 

Which Chapters Matter Most to me right now? Focus on these:

Chapter 2: Getting Ready To Reframe (Essential)

Prepare yourself to question the way you’ve currently defined the chosen problem.

Chapter 3: Frame The Problem (Essential)

This is directly relevant to the work you’re doing in this step.

Chapter 4: Look Outside The Frame (Essential)

Look beyond the obvious interpretation of the problem.

Chapter 5: Rethink The Goal (Essential)

Ask whether you’re solving the right problem, or simply pursuing the goal you’ve assumed matters.

Chapter 6: Examine Bright Spots (Recommended)

Look for situations where the problem doesn’t occur, occurs less severely or has already been overcome.

Chapter 7: Look In The Mirror (Recommended)

Challenge your own assumptions and consider how your perspective may be shaping the problem definition.

Chapter 8: Take Their Perspective (Essential)

Return to the customer’s perspective rather than framing the problem around your expertise.

Chapter 9: Move Forward (Recommended)

Use the reframed understanding to move toward a clearer definition of what should actually be solved.

Chapters 10–11:  Overcome Resistance (Optional for now)

These are useful for understanding resistance to reframing but aren’t essential to producing your problem frame.

You’re defining the problem before designing the solution.

Listen to Audiobook on Libro | Buy at the Bookshop

 

Your Step 8 Outcome

By the end of this step, you should have:

  • A clearly defined target person

  • A specific situation in which the problem occurs

  • A clear description of the struggle

  • The progress they are trying to make

  • Evidence-based obstacles or contributing factors

  • The consequences of the problem

  • A distinction between the problem and possible solutions

  • A reframed problem statement

  • A list of assumptions that still need to be tested

Your output:

ONE clear problem frame ready for validation.

You have now moved from something is wrong to this is the specific problem we believe is worth solving, for this specific person, in this specific situation.

 

🔒 Turn Your Research into a Clear Problem Frame

You’ve gathered the evidence, prioritized the opportunity, mapped the problem.

Now turn everything you’ve learnt into one precise problem definition.

The EVUNN Problem Framing Canvas guides you through the questions needed to challenge your assumptions, narrow the problem and create a clear problem frame ready for validation.

Don’t build a solution around a problem you haven’t clearly defined.

 

🔒 Unlock the framing toolkit and complete Step 8

One Payment. For All EVUNN Stage 1 toolkits.

 

What Should I Learn & do Next?

You’ve now defined the problem you believe is worth solving. But there is still one last important question.

Are we right?

A well-written problem statement isn’t proof that the problem is worth building a business around.

It is still a hypothesis. So, a  good problem statement isn’t the same as a validated problem.

You still need evidence that the problem is real, important, persistent, actionable & Worth solving

 

Next? Step 9: Problem Validation

The question now becomes: How can I test whether this problem is important enough to build a business around before I invest heavily in a solution?

This is the final step before you move from problem investigation → business building.

GO TO STEP 9
problem mapping
CategoriesProblem mappingBy Evunn

Problem Mapping: How to Analyze and Understand a Problem | EVUNN

PROBLEM: I've chosen the problem, but I don't fully understand what's happening inside it.

To find a profitable problem to solve, you must understand what it is like to experience the problem

Step 7: Problem Mapping

By now, you’ve now selected the problem with the strongest evidence and potential. But a problem is rarely one simple thing.

It may involve different situations, behaviours, causes, frustrations, consequences and workarounds.

If you don’t understand these layers, you risk building a solution for the symptom rather than the real problem.

So now, it’s time to take the problem apart.

 

The Evunn Mindset Shift

From A Problem → The Problem System

Don’t stop at: My customers have this problem.

Ask: What is actually happening when this problem occurs?

Your goal is to move from a broad problem statement to a structured understanding of the problem and everything surrounding it.

 

No Book. This is Purely an Execution Stage

You don’t need another book at this point.

You’ve already learnt how to identify problems, understand motivation, develop empathy, understand the customer’s job and conduct customer discovery.

Now you need to organize what you’ve learnt.

This is where the EVUNN methodology takes over.

The books roadmap gave you the thinking. EVUNN gives you the system for applying it.

 

What Problem Mapping Helps You Discover

A good problem map helps you see:

Who Experiences The Problem?

Which specific people experience it?

When Does It Happen?

What situations, events or triggers bring it to the surface?

What Happens?

What does the person actually do when the problem occurs?

What Causes Or Contributes To It?

What factors appear to create or worsen the problem?

What Are The Consequences?

What happens when the problem continues?

How Are They Coping Today?

What workarounds, alternatives or existing solutions are they using?

What’s Still Missing?

Where do those current approaches fail to adequately solve the problem?

What Do They Ultimately Want?

What outcome are they trying to achieve?

A problem map is not a collection of assumptions.

It is a structured representation of what you currently understand—and what you still need to investigate.

 

Your Step 7 Outcome

By the end of this step, you should have:

  • A structured map of your chosen problem

  • A clear picture of who experiences it

  • The situations and triggers surrounding it

  • The behaviours associated with it

  • Potential causes and contributing factors

  • The consequences of leaving it unresolved

  • Existing solutions and workarounds

  • Identified unmet needs and gaps

  • A clearer picture of the desired outcome

  • A list of remaining unknowns that require investigation

Most importantly, you should now be able to see the problem as a system rather than a single statement.

 

🔒 Map Your Problem With EVUNN Toolkit

You’ve done the research and prioritized the problem. Now turn what you’ve learned into a problem map.

The EVUNN Problem Mapping Toolkit gives you a structured canvas to break your chosen problem into its key components and connect the evidence you’ve gathered.

Instead of keeping your research scattered across notes, conversations and ideas, bring everything together in one clear map.

🔒 Unlock the Problem Map  toolkit and complete Step 7

One Payment. For All EVUNN Stage 1 toolkits.

 

What Should I Learn Next?

You now understand the structure of the problem. But there’s still a danger.

A broad problem map can contain multiple problems, symptoms and possible causes.

Mapping asks: “What’s going on with this problem?”

Framing asks: “What exactly are we trying to solve?” This is where you narrow, challenge and redefine the problem.

Before you build anything, you need to decide: Which specific problem are we actually trying to solve?

That’s the purpose of the next step.

Next? Step 8 – Problem Framing

You’ll move from: Mapping the problem→ Reframing your assumptions→ Defining the right problem→ Creating a precise problem statement

And that brings you one step closer to problem validation.

GO TO STEP 8
Problem Prioritization: Choose the Right Problem to Solve | EVUNN
CategoriesProblem prioritizationBy Evunn

Problem Prioritization: Choose the Right Problem to Solve | EVUNN

PROBLEM: I've investigated several problems, but I don't know which one is worth pursuing

If you don't want to build a product or service people care little about, you must prioritize

Step 6: Problem Prioritization

You now have 3 problems backed by customer conversations. But not every problem deserves to become a business.

A problem can be real but:

  • Too small

  • Too infrequent

  • Too difficult to solve

  • Poorly matched to your expertise

  • Already well served by existing alternatives

  • Not painful enough for people to act or pay for a solution

Your next job is to determine: Which problem has the strongest combination of customer need, evidence and business potential?

 

The Evunn Mindset Shift

From More Problems → The Right Problem

Don’t ask: Which problem do I like most?

Ask: Which problem has the strongest evidence and the greatest potential to pursue?

At this point, you are no longer brainstorming. You are making a decision.

 

Why There Is No Book For This Step

Unlike the previous steps, Step 6 doesn’t require another book, but you need the execuution toolkit for this step.

You’ve already learnt how to:

Identify problems → Understand motivation → Develop empathy → Understand the job → Gather customer evidence

Now you need to apply what you’ve learnt.

The books in our roadmaps give you the thinking. EVUNN toolkit gives you the system for making the decision.

 

What Makes A Problem Worth Pursuing?

Evaluate each problem against the evidence you’ve gathered.

1. Problem Severity

How painful is the problem?

Does it create meaningful frustration, loss, risk or difficulty?

2. Frequency

How often does it occur?

A severe problem that happens once in five years may be less attractive than a recurring problem.

3. Demand

Are people actively trying to solve it?

Look for evidence of action, not just agreement.

4. Evidence

How strong is your customer evidence?

Did multiple people independently describe similar experiences?

5. Existing Alternatives

How are people solving it today?

Remember: Doing nothing is also an alternative.

6. Unmet Need

What’s still missing?

Where do current solutions fail to adequately solve the problem?

7. Willingness To Act

Are people actually doing something about it?

Look for time, money, effort or behavioural commitment.

8. Expertise Fit

Can your expertise give you a meaningful advantage in solving it?

The goal isn’t simply to find a painful problem.

It’s to find a problem that your particular expertise is well suited to solve.

 

Your Step 6 Outcome

By the end of this step, you should have:

  • Compared your investigated problems systematically

  • Identified the strongest and weakest opportunities

  • Separated evidence from assumptions

  • Identified the problem with the strongest overall potential

  • Selected one primary problem to investigate more deeply

Your output:

ONE problem worth taking forward.

You are moving from: here are several problems I could solve to this is the problem I have the strongest reason to pursue.

 

🔒 Ready To Choose the most profitable Problem?

You don’t need another book. You need a decision system.

The EVUNN Problem Prioritization Matrix helps you evaluate your problems against the factors that matter and identify which opportunity deserves your attention.

Instead of relying on instinct, use the EVUNN toolkit to score the evidence and make the decision systematically.

 

🔒 Unlock the Prioritization toolkit and complete Step 6

One Payment. For All EVUNN Stage 1 toolkits.

What Should I Learn Next?

You’ve selected the problem with the strongest evidence and potential.

But right now, you may still be describing it too broadly.

Next?: Step 7- Problem Mapping

The question now becomes:

What are the different parts, causes, situations and experiences that make up this problem?

You’ll move from:

One broad problem

→ A structured map of the problem

→ A precise problem to frame and eventually validate.

GO TO STEP 7
The Mom test
CategoriesCustomer discoveryBy Evunn

Customer Discovery: How to Find and Validate Customer Problems | EVUNN

PROBLEM: I have assumptions about my customer's problem, but I haven't tested them with real people.

To be sure a problem is worth your time and resources, you must speak to real people exoeriencibg the problem

Step 5: Customer Discovery

 

So far, you’ve been working with hypotheses.

You think you know:

  • What problem people have

  • Why they care about it

  • What they experience

  • What progress they’re trying to make

But you don’t know it for sure yet. The only way to find out is to talk to the people experiencing the problem.

 

The Evunn Mindset Shift

From What I Believe → What I Can Learn

Don’t ask customers to confirm your idea. Don’t try to convince them that your solution is valuable.

Instead ask:

“What can I learn from their real experiences?”

Your goal isn’t to hear yes, I’d buy that. Your goal is to discover what is actually true.

 

To find out if the problem is real from people with the problem, use Book 5. Title: Mom Test

The Mom test

 

Author: Rob Fitzpatrick

Time Investment: 5+ hours (Audiobook) 

Listen to audiobook on Libro | Buy at the Bookshop

 

The Big Idea from Mom Test

Good customer conversations don’t ask people to predict what they might do. They uncover what people have actually experienced and done.

Instead of saying would you pay for help getting more clients?

Ask: Tell me about the last time you struggled to get clients.

The first question produces opinions. The second produces evidence.

 

What Does This Book Help You Do?

The Mom Test helps you:

  • Avoid leading questions

  • Ask about real experiences

  • Separate facts from opinions

  • Identify genuine problems

  • Recognize weak or misleading feedback

  • Keep conversations focused on learning

  • Avoid falling in love with your idea

 

Should I Read It Now?

Yes. You’ve developed hypotheses. Now you need to test them without accidentally steering people toward the answers you want.

Your objective is simple:

Learn what happened, not what people think might happen.

 

Which Chapters Matter Most to me at this stage? Focus on these sections:

1.The Mom Test (Essential)

Learn the core principles for having useful customer conversations.

2. Avoiding Bad Data (Essential)

Know how to to recognize unreliable feedback, compliments and hypothetical answers.

3. Asking Important Questions (Essential)

Learn how to ask questions that uncover meaningful information.

4. Keeping It Casual (Essential)

Find out how to have natural conversations rather than formal interrogations.

5. Commitment And Advancement (Essential)

Learn how to distinguish polite interest from genuine commitment.

6. Finding Conversations (Recommended)

Learn how to find people to speak with.

7. Choosing Your Customers (Recommended)

Learn who you should actually be talking to.

8. Running The Process (Essential)

Learn how to turn customer conversations into an ongoing discovery process.

Introduction and Conclusion/Cheatsheet:
Skim for context and review.

 

Supporting Book: Talking to Humans

talking to humans

 

Author: Giff Constable

Time Investment: 5+ hours (Audiobook) 

Listen to the Audiobook with Audible free trial |Buy on  Amazon

 

The Mom Test teaches you how to have better customer conversations. Talking to Humans helps you run the customer discovery process.

It provides practical guidance for:

  • Deciding who you need to learn from

  • Defining what you want to learn

  • Finding interview subjects

  • Conducting effective sessions

  • Making sense of what you discover

  • Avoiding common customer-discovery mistakes

Think of it this way:

The Mom Test → How to ask and listen

Talking To Humans → How to organize and execute the discovery process

 

Which Parts of Talking to Humans Should You Focus On? Focus on these:

1. Getting Started With Customer Discovery. Understand the purpose and process.

2. Who Do You Want To Learn From? Define the people you need to speak with.

3. What Do You Want To Learn? Turn your hypotheses into learning objectives.

4. How Do You Find Your Interview Subjects? Learn how to find appropriate people to speak with.

5.:How To Ensure An Effective Session? Prepare for and conduct useful conversations.

6. How Do You Make Sense Of What You Learn? Learn how to organize and interpret what you discover.

7. Screwing Up Customer Discovery. Review common mistakes before you make them.

The remaining sections are optional.

 

Your Step 5 Outcome

By the end of this step, you should have:

  • Conducted conversations with 10 people who actually experience your potential problem

  • Evidence about whether the problem exists in the way you expected

  • Real examples of the customer’s experiences

  • Evidence of what they currently do to deal with it

  • Evidence of the consequences of the problem

  • Evidence of what they have already tried

  • A clearer understanding of which assumptions were supported, challenged or disproved

This is a critical milestone.

You are no longer relying entirely on what you think customers need.

You now have evidence from real people.

But you may discover something uncomfortable:

Not every problem you investigated deserves to become a business.

Some may be painful but rarely acted upon. Some may be important but poorly suited to your expertise.

Some may have stronger evidence than others.

That’s why the next step is about choosing what deserves your attention.

 

🔒 Ready To Run Your Customer Discovery?

Reading about customer interviews won’t give you the evidence.

You need to plan the conversations, recruit the right people, ask the right questions and capture what you learn.

The EVUNN Customer Discovery Interview Kit helps you do exactly that.

It gives you a structured system for:

Recruiting → Preparing → Interviewing → Recording → Analyzing → Learning

 

🔒 Unlock the Customer Discivery toolkit and complete Step 5 

One Payment. For All EVUNN Stage 1 toolkits.

 

What Should I Learn Next?

You’ve now investigated your potential problems with real people. You discovered more than one problem worth pursuing in step 1.

The question is no longer: What problems exist?

It’s which problem deserves my attention first to build a busibess around?

 

Step 6: Problem Prioritization

You’ll learn how to evaluate your evidence and choose the problem with the strongest business potential to build a profitable business around 

That takes you from:

Assumptions → Evidence → Priorities

 

GO TO STEP 6