Markets rarely fail to respond because an organisation lacks a strategy document. More often, the gap is between what looks attractive on paper and what customers, channels, partners and teams can actually execute. The questions below are designed to make that gap visible early.
1. Is there a real market problem — and who feels it most?
Start with the problem rather than the product. Define the customer segment, the decision-maker, the end user and the practical pain point the offer solves. A market can look attractive at sector level while the addressable customer group remains narrow, difficult to reach or unwilling to change behaviour.
2. How is the customer currently solving the problem?
The most important competitor is not always another branded product. It may be an informal alternative, an established practice, a bundled service or simply doing nothing. Understanding the current behaviour helps clarify what must change for adoption to occur.
3. Does the proposition fit local purchasing realities?
Test value proposition, package size, payment terms, price points, buying cycles and the economics for everyone in the channel. A technically strong offer can still struggle if the commercial proposition does not work for the customer, distributor or retailer.
4. Which route to market can actually reach the target customer?
Map the route from supplier to customer in practical terms. Identify who imports, distributes, sells, recommends, demonstrates, finances or services the product. Then assess where relationships, incentives, capacity or availability could constrain growth.
5. Which local relationships are critical to entry?
Different markets depend on different combinations of distributors, professional associations, research institutions, public agencies, development organisations, commercial partners and industry networks. Prioritise relationships that solve a specific market-entry need rather than accumulating introductions.
6. What must be adapted before launch?
Product features may need no change, but positioning, pricing, packaging, channel incentives, communications, service models or implementation processes often do. Adaptation should be based on evidence from the target market rather than assumptions carried over from another country.
7. What should the first market test prove?
A first launch should answer specific commercial questions: who converts, why they buy, what blocks adoption, which channel performs, what support is required and whether the economics are repeatable. Design the initial market activity to generate evidence for the next investment decision.
Turn the perspective into a market decision.
Afriseed can structure a focused assignment around your target market, product, channel or commercialization question.