1. Define what must be true
A broad question such as “Will Brazil work?” is not testable. Break it into assumptions: who has the problem, how acute it is, how they solve it today, who owns the budget, what changes locally, and which conditions make the economics viable.
2. Separate market attractiveness from product fit
A large category or fast-growing sector can still be a poor fit for a specific product. Validation should connect top-down context with bottom-up evidence from the exact buyer and use case.
3. Learn from prospective clients
Interviews are useful when they focus on present behavior: the problem, current workaround, buying process, alternatives, constraints, and willingness to take a concrete next step. Polite interest is not the same as demand.
4. Refine the ICP and proposition together
The ideal customer profile and value proposition influence each other. A message that fails broadly may work for a narrower segment; a segment that looks attractive may not value the original proposition.
5. Test the business model around the product
Pricing, payments, delivery, onboarding, sales cycle, support, and local operating needs can affect viability even when product interest is real. Bring specialist legal, tax, accounting, and regulatory advice into the relevant decisions.
6. Make the decision explicit
End the phase with a written evidence review: what was supported, what changed, what remains uncertain, and whether the next decision is to continue, adapt, run another test, or stop. Validation is valuable even when it prevents a premature launch.