Assumptions kill campaigns. Real customer insight reveals why people actually buy, what language resonates, and which objections need addressing before you spend on ads.

Customer research is the fastest way to find what is broken in your funnel and how to fix it.
When keywords cost fifteen euros a click and sales cycles stretch for months, guessing is expensive. Five focused conversations can reveal the exact language your customers use to describe their problems, the moment they started looking for a solution, and what nearly made them choose a competitor instead.
I have done more than one hundred customer interviews across SaaS companies, e-commerce businesses, agencies, and professional services firms. In this playbook, I will show you step by step how to do it yourself. You will learn who to interview, how to get them on a call, how to run conversations that reveal real insights, and how to turn findings into messaging and campaigns you can use immediately.
Here is something most people do not realise: you can do customer research even if you do not have a product yet. You can interview the customers of your competitors.
When I worked at Sanoma, a large European media company, a colleague wanted to build a dieting app for women. Instead of building first, she set up three WhatsApp groups. Each group used a different competitor app. She paid for their subscriptions in exchange for regular feedback. After three months, she knew exactly what to build. The company had assumed users wanted a big library of recipes. But nobody used the recipes. What actually mattered was the social pressure of seeing other people lose weight. Both the motivation of "my neighbour can do it" and the proof that change was possible.
She built the product around that insight. Not around the assumption.
You might think that interviewing your competitors' customers is awkward or somehow off-limits. It is not. You are not trying to sell them anything. You are genuinely curious about what they like and what works for them. People are happy to share. They feel valued when someone asks for their opinion. I have done this many times, and the insights are often more honest than what your own customers tell you, because there is no relationship to protect.
Plan for 4 to 12 interviews, and do this every quarter. The investment is a few hours. The payoff shapes every campaign you run for the next three months.
Not all customer feedback is equally valuable. Learn which segments of your customer base will give you the insights that actually change how you sell and who you should prioritise when time is limited.
Getting busy people to give you thirty minutes is harder than it sounds. Use the right channels and messages to fill your interview calendar without begging or burning goodwill.
Bad interviews produce polite answers that confirm what you already believe. Good interviews surface uncomfortable truths that change your strategy. The difference is in how you ask.
A folder full of interview notes is worthless if nothing changes. Learn how to spot patterns across conversations and translate what you heard into concrete updates to your ICP and positioning.
Eric Ries
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A disciplined approach to experiments. Define hypotheses, design MVPs and learn before you scale.
Alistair Croll
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Pick the One Metric that Matters for your stage. Build lean dashboards and use data to decide the next best move.
Watch real users attempt tasks with your product to identify friction points that analytics alone can't reveal and prioritise improvements that remove blockers.
Capture exact language customers use to describe problems and solutions to write copy that resonates because it mirrors how your market actually thinks and speaks.
Identify specific problems customers experience to position solutions around relieving frustrations they're motivated to solve rather than nice-to-have features.
Conduct structured conversations with customers to uncover problems, motivations, and decision processes that surveys and analytics can't reveal.
Understand the underlying progress customers try to make by hiring products to uncover motivations that drive purchases beyond surface-level features.
The cockpit that sits above your four growth engines. Individual teams can excel at their own metrics, but without orchestration they're musicians playing different songs. This is where everything comes together and where improvements in one engine amplify gains in another.


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