The idea
A business model begins with someone who has a problem worth solving. A customer segment is a group with similar needs, circumstances, and buying behaviour. Everyone is too broad to guide a useful offer. Separate the user from the buyer when they differ, such as an employee using training purchased by a manager. A problem should describe a situation and its consequence, not simply the absence of your product.
Apply it
Write a problem statement using this pattern: when a specific customer faces a situation, they struggle to complete a task, which causes a consequence. Record what they do today and why that workaround falls short. Ask about a recent occurrence instead of asking whether they like your idea. Prioritise problems that recur, have a meaningful cost, and are already prompting effort or spending.
Worked example
A bookkeeping provider initially targets small businesses. Interviews reveal that independent caterers struggle to match event deposits with final invoices after busy weekends. Some chase balances late and cannot see which events made money. The provider now has a clearer segment, trigger, task, and consequence. A retail shop may need different support, so it stays outside the first test.
Guided practice
Write two candidate customer segments, then choose one. Draft its problem statement and list three questions about the customer’s most recent experience. Use a real business, a community project, or a clearly labelled fictional case. Work on one offer or customer segment so your notes remain comparable. Write your answer before reading it aloud. Replace vague claims with a name, number, date, or observable action. Keep a short list of assumptions and the evidence you would need to check them. Save this worksheet for the next lesson.
Checkpoint
Could a person in your segment recognise the problem without hearing your proposed solution? Name the buyer and user separately where needed. Do not mark the lesson complete until you can explain your choice and identify one practical next action.