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[MUSIC]

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Hi, my name is Hope Armstrong,
I'm a teacher and

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product designer here at Treehouse.

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I wanna tell you about a TV stand, when
I moved into my last apartment I spent

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some time unpacking boxes,
and reorganizing everything.

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During this process,
I realized the TV stand was missing.

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I love watching movies and TV shows so

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I knew I needed to put something together
so I could still watch my shows.

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After leaving my TV on the floor,
propped up against the wall for

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a few days,
I realized I needed a real solution.

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When my dad visited he
routed around my closet and

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found an old computer monitor arm.

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He discovered it worked quite well to
hold the TV on the entertainment stand.

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Let's dive in.

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But decided against it when
I realized it was costly and

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wouldn't provide any
additional functionality.

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Years later, I still use my free
computer monitor arm to hold in my TV.

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It works well enough and
it didn't cost me any extra money.

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A problem therefore is defined
by two components, one,

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the gap between the current and
desired state.

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And two, how much the problem owner
wants to do something about it.

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It works well enough and
it didn't cost me any extra money.

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Do people need my product?

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The first step and

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probably the most critical one is figuring
out the problem the product idea solves.

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Life is too short for you to work
on a product that doesn't matter.

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You don't have time to
work on the wrong product.

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If the product doesn't solve
a problem people care about,

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it is most likely that the business fails.

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You'll waste money, you'll spend
time you can never get back and

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you'll be taking a huge risk.

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Well, you might agree with
everything I just said.

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Many businesses invest time and energy
into developing a product while neglecting

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the critical part of what I like to
call falling in love with the problem.

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What these businesses do
sounds very reasonable,

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they approach as many people as they know,
usually friends and family.

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Describe their product idea and
ask them if they'll use it.

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If they think it's useful, if they'll pay
for it and how much they'll pay for it.

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If they're a little bit insecure, they
launch a survey asking the same questions.

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The feedback they collect usually
encourages them to think they have

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validated their product idea.

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And they quickly move ahead at full
speed to establishing their business and

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nailing down product development.

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The vast majority of businesses later
wonder why product sales are not

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taking off.

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Why people sign up,
then don't use their product.

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Why their beautiful so-called validated
creation is crashing to the ground.

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Perhaps their target audience
didn't actually need the product.

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In the book UX Strategy,

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Jaime Levy brings up an anecdote about
a client of hers who is convinced

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there's a need for someone to curate
the wardrobes of busy professionals.

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The client hypothesizes that these folks
don't wanna waste time in the morning

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thinking about what to wear.

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Once she does the competitive analysis,
she demonstrates to the client not only

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that the service exists, but that users
are pretty satisfied with their options.

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Unless his service plans to
offer clear differentiation,

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fulfilling a need that the competition
can't, it's not worth pursuing.

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She ends up saving her client from pouring
time and money into an ill-fitted idea.

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So the lesson here is to research what's
currently available in the market

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early on, before investigating too
deeply whether people want your product.

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This workshop will introduce you to
the difference between a need and a want.

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This distinction will help you
to solve problems in ways that

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capture the attention of users.

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Let's dive in.