Summary of Key Points
This article focuses on how young entrepreneurs, especially students, can find their first real customer, breaking down the common misconceptions and practical methods throughout the process from identifying needs to closing a deal. The core message is that acquiring customers does not rely on connections or letters of intent; instead, it’s about targeting individuals who have genuine pain points, are at a critical point where change is necessary, and are willing to invest resources. Additionally, the criteria for evaluating B2B and B2C customers differ, and early-stage entrepreneurs need to interact with users personally to verify their needs through concrete actions, not just verbal commitments.
1. Letters of Intent Are Just a Starting Point; True Needs Are Revealed by Investment
Many students think that obtaining a customer’s letter of intent means they are secure in the deal, but such letters may merely represent formal support—such as an order received in a startup competition, which might not lead to actual payment. To determine whether the need is genuine, consider whether the customer is willing to invest real money:
- Have they scheduled another meeting?
- Are they willing to introduce you to actual users?
- Will they provide internal data or employee time?
- Are they willing to pay for a trial period?
For example, if a student receives a letter of intent for a career simulation product but the customer does not arrange a test, provide data, or urge delivery, that letter is essentially worthless. True demand exists only when the customer begins to share risks with you (e.g., by pushing you to move forward with the project).
2. Finding Customers Is Not About Building Relationships; It’s About Identifying Those Who Are Suffering
Students often try to get customers through teachers or alumni, but these introductions may just open the door; they don’t necessarily lead to a sale. The real customers are those who are already experiencing losses:
- Don’t target “manufacturing companies” but factories facing rising labor costs and needing automation engineers.
- Don’t target companies preparing to expand overseas but are stuck with licensing issues.
- Don’t target sales teams that need AI; instead, look for teams manually handling hundreds of leads without proper follow-up.
Industry lists are useless; the actual losses that customers are experiencing are what define their needs. Your product can help them mitigate these issues, making it more likely to be accepted.
3. In B2B Settings, a Boss’s Approval Is Not Enough; It’s the “Key Players” in the Organization Who Make the Difference
Many students think that securing a B2B deal depends on getting the boss’s approval, but projects often fail after this step. For instance, although the boss may want an AI system to improve efficiency, the IT manager might resist due to concerns about additional work and risk. You need to identify four types of people:
- Users: Those who are directly affected by the problem (e.g., frontline salespeople).
- Implementers: Those responsible for integrating the product (e.g., IT staff).
- Beneficiaries: Those who will benefit from the project’s success.
- Risk Takers: Those who will be held accountable if the project fails.
A frontline employee willing to help with data collection and testing is more valuable than a boss who merely says “it sounds good.” While the boss can approve funding, it’s the people within the organization who determine whether the project will succeed.
4. Why Do Customers Buy Now? Timing Is More Important Than Need
Just because a customer has a need does not mean they will buy immediately; they must be at a point where change is imperative:
- The product needs to be launched, but a chip shortage forces a switch in strategy.
- A company has rented a store abroad and is stuck with licensing issues that need to be resolved.
- An educational institution starts in September, and you need to find a new product to sell to parents before the start of the term.
In these situations, customers are already taking action but lack a solution. Even if your product is not fully developed, you may still get a chance to test it. If they say “let’s wait three months,” it likely means the need is not urgent enough.
5. Different Signals for Identifying Real Customers in B2B and B2C
- For B2B: Look at the organization’s investment—whether they are willing to provide money, data, employee time, or use internal resources to support you (e.g., recommending you to other departments).
- For B2C: Focus on individual behavior—user registration is not enough; see if they will actually use the product, pay for it, and recommend it to others. For example, for an AI learning product, target students who are preparing for exams and have already used three tools to organize their mistakes; they are already solving problems, and your product offers a better solution.
Early founders should personally help users test the product, understanding where they encounter obstacles and when they see value. A demo is not just for getting a yes; it’s for identifying flaws in the product (e.g., if customers say “professionalism doesn’t matter because no one will use it,” that’s critical feedback).
Tips for Student Entrepreneurs
The biggest advantage students have is that others are willing to give them opportunities due to their learning status. To maximize this:
- For B2B: Select specific customers and ask them to demonstrate how they currently solve the problem during the initial contact. Before ending the meeting, propose a plan for mutual investment (e.g., you provide resources, and they provide data for a trial).
- For B2C: Identify customers with the strongest needs and help them register and use the product personally; observe their first experience.
- Record Real Data Every Day: Track how many people respond, use the product, and return. Use data to identify issues, not rely on intuition.
In conclusion, your first customer is not someone who merely says “it sounds good”; it’s someone who urges you to move forward and shares the risks with you. Letters of intent can be useful, but don’t stop there—keep driving the customer towards action.