What is a hypothesis?

The ideas we have in our heads must be checked against reality!!! Everything we have imagined in the creation of our company are only hypotheses that are worthless if we do not validate them with the market. Hypotheses are those facts that we believe to be true in our heads but that we are not really 100% sure about because we have not tested them. It is a very serious and very frequent failure to create a company on the basis of an erroneous hypothesis, for example, imagining customers that do not exist, or trying to cover needs that are not true, or creating a solution that does not provide a sufficient solution. The greatest number of failures occur in entrepreneurs who create a company that does not get customers: because there are no customers, or they don't have the imagined need, or they don't like the solution provided... or all at the same time. The first step to start validating is to know how to identify the assumptions you have made in your new company (+).

What is validating your hypotheses?

Validating hypotheses is a process of testing whether the assumptions or theories you have about a product, service or market are true. In the context of a new venture, validating hypotheses is essential to minimise risk and ensure that you are working on something that can really succeed in the market. The methods to validate hypotheses can be very varied, from surveys and interviews with potential customers to proofs of concept with prototypes or minimum viable versions of the product or service. The aim is to obtain concrete information and data to test whether the assumptions are correct and, if not, to adjust the company's strategy and approach.

Why does an entrepreneur need to validate his hypotheses before setting up his company?

Validating assumptions before setting up a company is essential to minimise risks and maximise the chances of success. If an entrepreneur does not validate his or her hypotheses, he or she could waste valuable resources on an idea that is not viable, which could lead to the bankruptcy of the company. Validating assumptions It also helps the entrepreneur to better understand his market, to adjust his business model and to develop a solution that really solves the needs of the customers. In short, the validation of hypotheses is a a critical part of the business creation process and can help entrepreneurs minimise risks and maximise the chances of success.

Steps to VALIDATE your business model:

Develop the validation plan

Develop the validation plan of your company is the first thing you have to do during the creation of the CANVAS of your business model during sprint 1 of the acceleration programme. 

Validar tu CANVAS

Validating your CANVAS is much easier if you answer in writing to the questions included in the deliverable "validation plan". Follow the order we propose! 

• • • Use your deliverable to answer the key questions of your validation plan.

Present and receive feedback from your peers: 

• • • Share the drive file of your VALIDATION plan with your programme partners, allowing them to comment and offer suggestions for improvement. (see+).

DEFEND YOUR VALIDATION PLAN IN THIS WEBINAR (watch+).

• Participate in the planned webinar where each entrepreneur can present his or her financial plan and receive feedback from others and the expert speaker (see+). This webinar will allow you to receive additional feedback and gain a broader perspective to validate and learn by collaborating on the other projects.
• Improve your Validation plan by taking advantage of all the feedback received (see+).
• With the feedback obtained, adjust your validation plan as necessary, focusing on validating all the hypotheses you have identified. 
• Consult your doubts at wikiTIPS (see+) If a query of yours does not get a good answer, don't worry, because an expert will take care of it. 

INDIVIDUAL SESSIONS WITH YOUR MENTOR OR ADVISOR

• Present your updated validation plan to your mentor or advisor and ask them to insert written comments in the file you will share with them as a commentator. 

ACTION PLAN

• Write down all the activities you have to carry out to complete the validation of your business model, and for each activity estimate the start date, duration, who is going to carry it out and its budget (if there is a cost).

FINAL REVIEW OF YOUR VALIDATION PLAN AND DELIVERY OF THE DOCUMENT

• Make a final review of your validation plan, making sure that it is realistic and complete, and that it is clear what is already validated and what is not - and what is not - how and when you will validate it.

When is it necessary to validate and when is it not necessary to validate hypotheses in a new venture?

In general, it is advisable to validate all key assumptions in a new venture before making major decisions and investments.

HOWEVER, THERE MAY BE CASES WHERE VALIDATION IS NOT NECESSARY OR NOT POSSIBLE, FOR EXAMPLE:

• In cases where the risk of failure is not high and the cost of validation is high, some hypotheses can be left unvalidated.
• If the company already has experience in a certain sector or activity, it may not be necessary to validate some assumptions that have already been proven in the past.
• In some cases, it may be impossible or impractical to validate certain assumptions before launching the business. In these cases, the option may be to carry out continuous validation and adapt the strategy according to the results.

In any case, it is important for the entrepreneur to be aware of the risks of not validating key assumptions and to make informed decisions with as much knowledge as possible.

THERE ARE SITUATIONS WHERE IT IS NOT NECESSARY TO VALIDATE THE ASSUMPTIONS IN A NEW COMPANY, FOR EXAMPLE:

1. When you have previous experience in the market: If the entrepreneur has worked in the same market or in a related industry, he/she may already have an in-depth knowledge of the customers, the competition and the business model. In this case, the hypotheses may be more precise and will not require as much validation.
2. When it is a line or brand extension: If the new venture is an extension of an existing product line or brand, it is likely that many of the assumptions have already been validated in the past.
3. When a solid data base is in place: If the company has access to a solid and reliable database that provides detailed market and customer information, assumptions can be more accurate and will not require as much validation.

In general, it is important to remember that it is always advisable to validate assumptions before launching a new venture, as this helps to reduce risks and increase the chances of success.

Steps to validate your company (see+ deliverable)

These are the steps you must take to validate your hypotheses, during the acceleration programme you will have to complete the deliverable we give you with these questions.

EXAMPLE OF VALIDATION OF A NEW COMPANY

Suppose an entrepreneur wants to create a mobile application to help people learn languages in an easier and more fun way.

BEFORE STARTING TO BUILD THE APPLICATION, THE ENTREPRENEUR HAS SOME HYPOTHESES THAT NEED TO BE VALIDATED:

• Client hypothesis: The app's target audience is university students and young adults looking to learn a new language in a fun way.
• Problem hypothesis: Students find it boring and difficult to learn languages using traditional methods such as textbooks and online lessons.
• Solution hypotheses: The application will provide interactive games and challenges to help students learn languages in an easier and more fun way.

TO VALIDATE THESE HYPOTHESES, THE ENTREPRENEUR CAN CARRY OUT SOME ACTIVITIES, SUCH AS:

• Conduct surveys of university students and young adults to confirm that they are looking for a more fun way to learn languages.
• Conduct in-depth interviews with some of these learners to better understand their needs and wishes in relation to language learning.
• Conduct market research to analyse the demand for language learning applications and the competition in the market.
• Create a minimum viable version (MVP) of the application with some basic functions and ask learners to test it and provide feedback on its usability and effectiveness in helping them learn languages.

Based on the results of these activities, the entrepreneur can validate his hypotheses and decide whether to continue with the development of the application or to pivot his idea based on the feedback and results obtained.

ANOTHER EXAMPLE OF VALIDATION OF AN ENTREPRENEUR'S HYPOTHESIS

For example, imagine an entrepreneur hypothesises that there is a market for his new mobile application that helps people maintain a healthy and balanced diet.

TO VALIDATE THIS HYPOTHESIS, THE ENTREPRENEUR COULD CARRY OUT THE FOLLOWING STEPS:

1. Market research: the entrepreneur can conduct market research to determine if there is a real demand for their application. This may include online surveys, focus groups or individual interviews with people who fit the profile of your target audience.
2. Proofs of concept: Once research data has been collected, the entrepreneur can create an early version of the application for proof of concept testing. This will allow users to experiment with the application and provide feedback on its functionality, ease of use and perceived value.
3. A/B testing: the entrepreneur can also carry out A/B testing on their website and/or mobile application to test different variants and see which one attracts more users and generates more interaction.
4. Data analysis: As tests are carried out and data is collected, the entrepreneur can conduct a thorough analysis to determine whether the results support his original hypothesis.
5. Iteration: If the data does not support the original hypothesis, the entrepreneur can make adjustments and pivot the idea. If the results are positive, the entrepreneur can move forward with the development and launch of the application.

The process of hypothesis validation for an entrepreneur may involve a series of steps that may include market research, concept testing, A/B testing and data analysis. It is important to carry out a rigorous process to validate hypotheses before making important decisions about the development and launch of a new company or product.