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package/skills/mom-test/references/case-studies.md

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+# Case Studies: The Mom Test in Action
+
+Four realistic scenarios showing Mom Test principles applied to different startup contexts. Each case study follows a founder through bad conversations, identifies what went wrong, and shows how applying The Mom Test produces genuinely useful data.
+
+---
+
+## Case Study 1: TaskFlow (B2B SaaS -- Project Management)
+
+### The Idea
+Alex is building TaskFlow, a project management tool designed specifically for marketing agencies. He believes agencies struggle with tracking campaigns across multiple clients and need a dedicated tool.
+
+### The Bad Conversations
+
+Alex meets with Maria, who runs a 15-person digital marketing agency.
+
+**Alex:** "I'm building a project management tool specifically for marketing agencies. We'd have campaign tracking, client dashboards, and deadline management all in one place. What do you think?"
+
+**Maria:** "That sounds amazing! We're always struggling with keeping track of everything. I'd love something built for agencies."
+
+**Alex:** "Would you pay $50 per user per month for something like this?"
+
+**Maria:** "Absolutely. That's totally reasonable for the time it would save us."
+
+**Alex leaves feeling validated.** Score: 0/10.
+
+### What Went Wrong
+
+| Mistake | Rule Violated |
+|---------|--------------|
+| Pitched the idea immediately | Rule 1: Talk about their life, not your idea |
+| Asked "what do you think?" | Collected an opinion, not a fact |
+| Asked "would you pay?" | Hypothetical, not past behavior |
+| Got a compliment and treated it as data | Didn't deflect the compliment |
+| Didn't ask about current behavior | Rule 2: Ask about specifics in the past |
+| Talked more than Maria | Rule 3: Talk less, listen more |
+
+### The Mom Test Conversation (Redo)
+
+**Alex:** "I'm trying to understand how agencies manage their project workflow. Can you walk me through how a typical campaign goes from kickoff to delivery?"
+
+**Maria:** "Sure. So when a new client comes in, we create a folder in Google Drive, set up a Slack channel, and our PM creates tasks in Asana. Reporting goes through a custom spreadsheet we built."
+
+**Alex:** "You mentioned Asana. How's that working for you?"
+
+**Maria:** "Honestly, it's fine for task tracking. The real problem is the reporting. My team spends about 6 hours every week manually pulling data from Google Analytics, Facebook Ads, and Asana into a spreadsheet to create client reports. It's brutal."
+
+**Alex:** "6 hours per week -- is that one person or spread across the team?"
+
+**Maria:** "That's our ops manager. She hates it. She threatened to quit over it last month, actually."
+
+**Alex:** "Have you tried anything to fix this?"
+
+**Maria:** "We looked at some reporting tools. Tried Databox for a while. Paid about $200 a month. But it couldn't pull from Asana, so we still had to do half of it manually. We cancelled after 3 months."
+
+**Alex:** "If you had to rank your top 3 operational headaches, where does reporting fall?"
+
+**Maria:** "Number one, no question. Client management is fine. Project tracking is fine. Reporting is killing us."
+
+### What Alex Actually Learned
+
+- The problem isn't project management -- it's reporting
+- They already pay for Asana and are satisfied with task tracking
+- They previously paid $200/month for a reporting solution (real willingness to pay)
+- The pain is acute enough that someone nearly quit over it
+- The specific gap is cross-platform data aggregation (analytics + ads + task tool)
+- This completely changes what Alex should build
+
+### The Commitment Test
+
+**Alex:** "This is really helpful. Based on what I'm hearing from you and others, we're exploring automated reporting that pulls from multiple sources. If I had a prototype in 3 weeks, would you be willing to test it with one client for a week?"
+
+**Maria:** "Absolutely. Can you have it pull from Google Analytics and Asana? Those are the two most painful ones."
+
+**Result:** Concrete commitment (time + access to real data). This is advancement, not spinning wheels.
+
+---
+
+## Case Study 2: FreshPlate (Consumer App -- Meal Planning)
+
+### The Idea
+Jordan is building FreshPlate, a meal planning app that generates weekly grocery lists based on dietary preferences. She believes busy parents want help planning healthy meals.
+
+### The Bad Conversations
+
+Jordan talks to her friend Dave, a father of two.
+
+**Jordan:** "I'm building a meal planning app for busy parents. You pick your dietary preferences, it generates a weekly meal plan with recipes, and it creates a grocery list. Does that sound like something you'd use?"
+
+**Dave:** "Oh wow, that would be incredible. We never know what to make for dinner. We always end up getting takeout."
+
+**Jordan:** "How much would you pay for something like this?"
+
+**Dave:** "I don't know... maybe $10 a month? $15? It would save so much time."
+
+**Jordan:** "Would you sign up for a beta?"
+
+**Dave:** "For sure! Send me the link."
+
+**Score: 1/10.** Jordan got one small signal (they get takeout often) but buried it under bad questions.
+
+### The Mom Test Conversation (Redo)
+
+**Jordan:** "I'm curious about how your family handles dinner on weeknights. What happened last night?"
+
+**Dave:** "Last night... honestly, we ordered pizza. Again. Third time this week."
+
+**Jordan:** "What did you do the other nights?"
+
+**Dave:** "Monday I think we made pasta -- just spaghetti with sauce from a jar. Tuesday we had leftover pizza. It's been a rough week."
+
+**Jordan:** "Is this a typical week or unusual?"
+
+**Dave:** "Pretty typical, honestly. We cook maybe two real meals a week. The rest is takeout or scrambled eggs."
+
+**Jordan:** "Have you tried anything to cook more? Meal kits, apps, anything?"
+
+**Dave:** "We did Blue Apron for about three months. It was $80 a week. The food was great but honestly, the cooking still took 45 minutes to an hour, and by the time we get home from work, feed the kids a snack, and do homework... we just don't have the energy."
+
+**Jordan:** "What happened when you cancelled Blue Apron?"
+
+**Dave:** "We said we'd start meal planning on Sundays. Bought a whiteboard for the fridge and everything. That lasted maybe two weeks. The whiteboard's been blank for six months."
+
+**Jordan:** "So the problem isn't knowing what to cook -- it's having the energy to actually cook it?"
+
+**Dave:** "Yeah, exactly. We have a folder full of recipes we'll never make. The issue isn't ideas. It's that cooking takes too long when you're exhausted."
+
+### What Jordan Actually Learned
+
+- The problem isn't meal planning -- it's cooking time and energy
+- They already have recipes and even tried planning (the whiteboard)
+- Blue Apron proved they'll pay $80/week but failed on the time dimension
+- The real competition isn't other apps -- it's takeout ($15-30 per night, multiple times per week)
+- A meal planning app doesn't solve the core problem (which is energy/time after work)
+- The real opportunity might be pre-prepped ingredients or 15-minute meals, not planning
+
+### The Pivot Signal
+
+Jordan's conversations reveal that 8 out of 12 parents describe the same pattern: they know what they should cook, they have recipes, they even buy ingredients -- but they're too exhausted by 6pm to actually cook. A meal planning app solves a problem that doesn't exist for this segment. The actual product might need to be something completely different.
+
+---
+
+## Case Study 3: SupplyLink (B2B -- Marketplace for Wholesale Suppliers)
+
+### The Idea
+Priya is building SupplyLink, a marketplace connecting small retailers with wholesale suppliers. She believes small store owners struggle to find reliable suppliers and get competitive pricing.
+
+### The Bad Conversations
+
+Priya visits a small boutique gift shop and talks to the owner, Tom.
+
+**Priya:** "I'm building a platform that helps small retailers find wholesale suppliers with competitive pricing. Would that be useful for you?"
+
+**Tom:** "Oh definitely. Finding good suppliers is such a pain."
+
+**Priya:** "What if you could compare prices from multiple suppliers in one place?"
+
+**Tom:** "That would be a game-changer. I'd use that for sure."
+
+**Score: 0/10.** Classic Mom Test failures. Tom said what Priya wanted to hear.
+
+### The Mom Test Conversation (Redo)
+
+**Priya:** "I'm trying to understand how small retailers source their products. Can you walk me through how you chose your current suppliers?"
+
+**Tom:** "Most of them I've been working with for years. My candle supplier -- I met her at a trade show in 2019. My jewelry line is from a friend of a friend. The stationery is from a company I found on Faire."
+
+**Priya:** "When was the last time you actually looked for a new supplier?"
+
+**Tom:** "Hmm. Probably eight months ago. I wanted to add home decor. I went to AmericasMart in Atlanta."
+
+**Priya:** "How did that go?"
+
+**Tom:** "It was fine. Found two new vendors. But honestly, the real problem isn't finding suppliers -- it's minimum order quantities. I found amazing ceramics from this one artist, but her minimum was 200 units. I can't carry 200 of anything. My store is 800 square feet."
+
+**Priya:** "Do other store owners you know have the same issue?"
+
+**Tom:** "Every small store owner I know. The suppliers want big orders, and we want small batches to test what sells. It's a constant tension."
+
+**Priya:** "Have you ever tried to negotiate lower minimums?"
+
+**Tom:** "All the time. Usually doesn't work. Sometimes I'll go in with another store owner and split an order, but that's a logistical headache -- coordinating, splitting the delivery, fronting the money."
+
+**Priya:** "How often do you do that split-order thing?"
+
+**Tom:** "Maybe 3-4 times a year. It's worth it when the product is great, but I've stopped doing it with anyone I don't trust completely because one time a co-buyer flaked and I was stuck with $3,000 of products I couldn't move."
+
+### What Priya Actually Learned
+
+- Discovery isn't the core problem -- relationships and trade shows work
+- Minimum order quantities are the real pain point
+- Store owners already informally solve this (cooperative buying) but it's risky and hard to coordinate
+- There's existing spending (trade show attendance, shared orders) that validates willingness to invest
+- The real product might be a cooperative buying platform, not a supplier discovery marketplace
+- Trust and reliability between co-buyers is a critical factor
+
+### The Commitment Test
+
+**Priya:** "I'm exploring ways to make cooperative buying less risky for small retailers. If I built something that matched stores for shared orders with payment protection, would you try it with your next order?"
+
+**Tom:** "That's actually interesting. My next order is in about six weeks. If you have something by then, I'd try it. Can I give you my email?"
+
+**Result:** Specific timeline (six weeks), specific use case (his next order), and proactive offer of contact info. Real interest.
+
+---
+
+## Case Study 4: StudyBuddy (Marketplace -- Peer Tutoring)
+
+### The Idea
+Kenji is building StudyBuddy, a marketplace connecting college students who need help in courses with peers who recently aced those same courses. He believes students prefer peer tutoring over professional tutoring because it's more relatable and affordable.
+
+### The Bad Conversations
+
+Kenji surveys 50 students online with the question: "Would you pay $15/hour for peer tutoring from a student who got an A in your course?" 82% said yes.
+
+**Score: 1/10.** Hypothetical survey data from a self-selected sample. Completely unreliable.
+
+### The Mom Test Conversations
+
+Kenji sits in the university library and approaches students who look like they're struggling.
+
+**Conversation 1: Lin (Organic Chemistry student)**
+
+**Kenji:** "You look like you're deep into something intense. What are you studying?"
+
+**Lin:** "Orgo. I have a midterm Friday and I'm panicking."
+
+**Kenji:** "Have you tried getting any help?"
+
+**Lin:** "I went to the TA's office hours twice. It's packed -- like 30 people in a tiny room. You can't even ask a question. I tried watching YouTube videos but Professor Stevens teaches it differently, so the methods don't match up."
+
+**Kenji:** "Have you tried a tutor?"
+
+**Lin:** "I looked into it. The university tutoring center is free but you have to book a week in advance and it's group sessions. I looked at Wyzant but it's like $40-60 an hour. I can't afford that."
+
+**Kenji:** "What did you end up doing?"
+
+**Lin:** "I texted my friend Sarah who took this class last semester and asked her to explain chapter 5. She came over for an hour. It was honestly the most helpful thing I've done all semester."
+
+**Kenji:** "Did you pay her?"
+
+**Lin:** "No, she's my friend. But I felt bad about it. I bought her lunch."
+
+**Conversation 2: Marcus (Computer Science student)**
+
+**Kenji:** "How's your semester going?"
+
+**Marcus:** "Honestly, terrible. I'm failing Data Structures. I've never failed anything before."
+
+**Kenji:** "What have you tried?"
+
+**Marcus:** "I go to every lecture, take notes, do the homework. But when I sit down for the exams, I blank. I think I understand it but then I can't apply it."
+
+**Kenji:** "Have you talked to the professor?"
+
+**Marcus:** "I went to office hours once. It was awkward. He kind of made me feel stupid for not getting it. I haven't gone back."
+
+**Kenji:** "Have you tried studying with anyone?"
+
+**Marcus:** "I tried a study group with people from class, but honestly, none of us know what we're doing, so it's the blind leading the blind. What I really need is someone who actually understands this stuff and can explain it in normal language, not professor-speak."
+
+**Kenji:** "What would that look like ideally?"
+
+**Marcus:** "Someone who took this exact class, with this exact professor, and got an A. They'd know the exam format, which topics to focus on, what the professor actually cares about. That's worth way more than a random tutor who's great at CS but doesn't know this class."
+
+### What Kenji Actually Learned
+
+- The hypothesis is validated: students do want peer help from people who took their exact course
+- The existing alternatives (TA office hours, tutoring center, Wyzant, study groups) all fail for specific reasons
+- Students already do this informally (Lin asked her friend) -- the behavior exists
+- Price sensitivity is real: $40-60/hour is too expensive, but $15-20/hour might work
+- The key value proposition isn't "peer tutoring" generically -- it's course-specific and professor-specific knowledge
+- The matching algorithm needs to match by course + professor + semester, not just subject area
+
+### The Commitment Test
+
+**Kenji (to Lin):** "What if I could connect you with someone who got an A in Stevens's Orgo class last semester, for $15 an hour? Would you want a session before your midterm?"
+
+**Lin:** "Yes. Can you actually do that? I'd want to meet tomorrow if possible."
+
+**Kenji (to Marcus):** "If I find someone who aced Data Structures with your professor last semester, would you pay $15 for an hour with them this week?"
+
+**Marcus:** "I'd do two hours. Seriously. When can we set this up?"
+
+**Result:** Both students want it now, urgently, and are willing to pay. This is a strong signal. Kenji's next step is to find the supply side -- recent A students willing to tutor for $15/hour.
+
+---
+
+## Patterns Across All Four Cases
+
+### 1. The Stated Problem Is Rarely the Real Problem
+- TaskFlow: "Project management" was fine; reporting was the real pain
+- FreshPlate: "Meal planning" wasn't the issue; energy and cooking time were
+- SupplyLink: "Finding suppliers" was manageable; minimum order quantities were the blocker
+- StudyBuddy: "Tutoring" is too generic; course-specific peer knowledge is the real value
+
+### 2. Past Behavior Reveals More Than Opinions
+In every case, asking about what people have already done (Blue Apron subscription, co-buying attempts, asking a friend for help) produced more reliable data than any hypothetical question could.
+
+### 3. Existing Spending Validates Willingness to Pay
+Every case revealed existing spending on the problem: $200/month for Databox, $80/week for Blue Apron, trade show attendance, buying a friend lunch. These are real data points for pricing.
+
+### 4. Commitment Separates Real Interest from Politeness
+In the good conversations, concrete commitments emerged naturally: test a prototype in 3 weeks, try cooperative buying on the next order, book a session this week. These are the signals that matter.
+
+### 5. The Biggest Risk Is Building the Wrong Thing
+In three of four cases, the original product idea would have missed the mark. Mom Test conversations saved months of building by revealing the true problem early.

package/skills/mom-test/references/commitment-advancement.md

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+# Commitment and Advancement
+
+The most dangerous lie in customer development is "That sounds great -- keep me posted." It feels like progress but is actually a polite dismissal. This reference covers how to distinguish real interest from empty enthusiasm, the three commitment currencies, and how to design conversations that end with clear advances.
+
+## The Core Problem: Compliments vs Commitments
+
+Compliments are free. Saying "great idea" costs nothing. Real interest always costs something -- time, reputation, or money. If someone won't invest any of these three currencies, they're not a real customer. They're being polite.
+
+### The Spectrum from Worthless to Valuable
+
+```
+Worthless                                                        Valuable
+   |                                                                |
+   "Cool idea"  →  "Keep me posted"  →  "I'll try it"  →  "Here's a deposit"
+   "Love it"    →  "Send me info"    →  "Meet my boss"  →  "Letter of intent"
+   "Sounds great" → "Let me think"   →  "Pilot program"  → "Pre-order payment"
+```
+
+The left side costs nothing. The right side costs something real. Your job is to push every conversation as far right as possible -- not to close a sale, but to test whether interest is real.
+
+## The Three Commitment Currencies
+
+### 1. Time Commitment
+
+Time is the easiest currency to ask for and the first test of real interest. If someone won't give you 15 more minutes, they won't give you their money.
+
+**Escalation ladder:**
+
+| Level | Commitment | What It Signals |
+|-------|-----------|-----------------|
+| 1 | Agrees to a follow-up call | Mild interest |
+| 2 | Clears their calendar for a 30-minute demo | Moderate interest |
+| 3 | Attends a full workshop or training | Strong interest |
+| 4 | Runs a pilot with their team for 30 days | Very strong interest |
+| 5 | Dedicates internal resources to integration | Essentially committed |
+
+**How to ask for time commitments:**
+- "Would you be up for a 15-minute demo next week?"
+- "We're running a small pilot -- it's 30 days, minimal setup. Would you be interested?"
+- "I'd love to show you a prototype. Can we book 20 minutes next Thursday?"
+- "We're hosting a workshop on this topic. Would you attend?"
+
+**Red flags:**
+- "Sure, just email me" (with no specific date/time = probably won't happen)
+- "Maybe next month" (indefinite postponement = not interested)
+- Cancels or reschedules repeatedly (actions reveal true priority)
+
+### 2. Reputation Commitment
+
+When someone risks their professional reputation by connecting you to their network, they're investing social capital. This is a stronger signal than time because it costs them something irreversible -- if your product is bad, they look bad.
+
+**Escalation ladder:**
+
+| Level | Commitment | What It Signals |
+|-------|-----------|-----------------|
+| 1 | Gives you a specific name to contact | Mild, low-risk |
+| 2 | Makes an email introduction | Moderate -- puts their name on it |
+| 3 | Recommends you to their boss or decision-maker | Strong -- career risk |
+| 4 | Agrees to be a reference or case study | Very strong -- public endorsement |
+| 5 | Publicly advocates for your product | Essentially a champion |
+
+**How to ask for reputation commitments:**
+- "Who else on your team deals with this problem? Could you introduce me?"
+- "You mentioned your VP is frustrated by this -- would you be comfortable connecting us?"
+- "If we build this, would you be willing to be one of our first case studies?"
+- "Do you know 2-3 other people who struggle with this? Would you mind introducing me?"
+
+**Red flags:**
+- "I know someone, but let me think about it" (never follows up)
+- Offers a general referral but won't make a specific intro
+- Introduces you but adds caveats that undermine credibility
+
+### 3. Money Commitment
+
+The ultimate test. Money is the most reliable signal because it is the most costly. If someone pays you -- even a small amount -- they are a real customer, not just a fan.
+
+**Escalation ladder:**
+
+| Level | Commitment | What It Signals |
+|-------|-----------|-----------------|
+| 1 | Agrees to a price in conversation | Low -- talk is cheap |
+| 2 | Signs a letter of intent | Moderate -- organizational commitment |
+| 3 | Puts down a refundable deposit | Strong -- money has moved |
+| 4 | Pre-orders or pays upfront | Very strong -- non-trivial commitment |
+| 5 | Signs an annual contract | Customer acquired |
+
+**How to ask for money commitments:**
+- "We're offering early access at 40% off for our first 10 customers. Would you want one of those spots?"
+- "Would you be willing to put down a $100 refundable deposit to lock in your place?"
+- "We're validating demand -- if we build this, would you pre-order at $X?"
+- "Can I send you a letter of intent for a pilot? No obligation, but it helps us prioritize."
+
+**Red flags:**
+- "I'd definitely pay for that" (without actually paying -- classic Mom Test failure)
+- "Let me check with my team" (stalling without a deadline)
+- Agrees to a price but won't sign anything or provide payment info
+
+## Advancement vs Spinning Wheels
+
+### What Advancement Looks Like
+
+Every conversation should move the relationship forward. If you can't point to a concrete next step with a specific date, you're spinning your wheels.
+
+**Clear advances:**
+- They agree to a follow-up meeting with a specific date and time in the calendar
+- They introduce you to someone specific via email (not "I'll mention you sometime")
+- They sign up for a pilot, trial, or beta program with a start date
+- They provide a deposit, pre-order, or letter of intent
+- They give you access to their data, system, or team for testing
+
+**Spinning wheels (feels like progress but isn't):**
+- "Let's stay in touch" (no specific next step)
+- "Send me more info" (they'll never read it)
+- "We should grab coffee sometime" (no date)
+- "I'll forward this to my colleague" (rarely happens without an intro email)
+- "Come back when you have a prototype" (delay tactic with no commitment)
+
+### The Advance Planning Framework
+
+Before every conversation, decide what advance you want. Have three levels ready:
+
+| Level | Description | Example |
+|-------|-------------|---------|
+| **Dream ask** | The best possible outcome | "They pre-order and intro me to 3 colleagues" |
+| **Realistic ask** | A reasonable next step | "They agree to test a prototype next week" |
+| **Minimum ask** | The bare minimum that constitutes progress | "They introduce me to someone more relevant" |
+
+If you can't get even the minimum ask, the conversation has given you important data: this person (or segment) isn't a real customer.
+
+## Designing the End of a Conversation
+
+The last two minutes of every conversation should follow this pattern:
+
+### Step 1: Summarize What You Learned
+"So if I understand correctly, your biggest challenge is [X], you've tried [Y] and [Z] but neither worked because [reason], and you're currently spending [amount] on this problem."
+
+This does three things:
+- Confirms your understanding
+- Shows you were listening
+- Gives them a chance to correct or add details
+
+### Step 2: Share Your Vision (Briefly)
+Now -- and only now -- you can share what you're building. Keep it to 30 seconds.
+
+"Based on what you've told me and what I'm hearing from others, we're building [one sentence description]."
+
+### Step 3: Make the Ask
+"Would you be willing to [specific commitment with a specific date]?"
+
+If they say no or hesitate, that's valuable data. Don't push harder -- instead, ask:
+- "What would need to be true for this to be a priority?"
+- "Is there someone else who might be a better fit for this?"
+- "What's holding you back?"
+
+### Step 4: Set the Exact Next Step
+Never end with "I'll follow up." End with:
+- "I'll email you Tuesday with the prototype link, and we'll do a 15-minute walkthrough Thursday at 2pm."
+- "You'll intro me to Sarah by end of week, and I'll reach out to schedule a call."
+
+## Commitment by Stage
+
+Different stages of your business require different commitment asks:
+
+### Idea Stage (No Product Yet)
+- **Ask for:** Problem validation and intros
+- **Good signals:** "Yes, this is a real problem. Talk to my colleague Sarah -- she deals with this daily."
+- **Bad signals:** "Sounds interesting, keep me posted."
+
+### Prototype Stage (Something to Show)
+- **Ask for:** Time to test and feedback on specifics
+- **Good signals:** "Can I try this right now? When will it be ready?"
+- **Bad signals:** "Looks great!" (with no follow-up action)
+
+### Beta Stage (Working Product)
+- **Ask for:** Pilot commitments, letters of intent, deposits
+- **Good signals:** "We'd like to run a 30-day pilot with our sales team."
+- **Bad signals:** "Definitely send me the link when it launches."
+
+### Launch Stage (Ready to Sell)
+- **Ask for:** Purchase, annual contract, referrals
+- **Good signals:** "Here's our PO number."
+- **Bad signals:** "We need to think about it." (after months of conversation)
+
+## The Zombie Lead Problem
+
+Zombie leads are the most dangerous outcome of bad customer conversations. They're people who:
+- Keep taking your meetings
+- Keep saying nice things
+- Keep promising they'll buy "when it's ready"
+- Never actually commit anything of value
+
+**How to identify zombie leads:**
+1. Count the number of meetings you've had with them
+2. Count the concrete commitments they've made
+3. If meetings > 3 and commitments = 0, you have a zombie
+
+**How to cure zombie leads:**
+- Force a clear yes or no: "We need to decide by Friday whether to include you in the pilot. Are you in or out?"
+- Set a deadline: "We're closing early access spots next week. Would you like to lock one in?"
+- Ask directly: "We've met three times and I really value your input. To move forward, I need [specific commitment]. Is that something you can do?"
+
+A "no" from a zombie is a gift -- it frees you to focus on real prospects.
+
+## Tracking Commitments
+
+Use a simple spreadsheet to track every conversation:
+
+| Column | Purpose |
+|--------|---------|
+| Name / Company | Who you spoke with |
+| Date | When the conversation happened |
+| Key quotes | Exact words, not your paraphrase |
+| Facts learned | Observable behaviors and specifics |
+| Commitment given | What they actually agreed to do |
+| Commitment kept? | Did they follow through? (Track this!) |
+| Next step | Specific action with specific date |
+| Belief update | Did this conversation change what you believe about problem/customer/solution? |
+
+The "commitment kept" column is the most important one. Over time, it reveals who your real customers are and which segments are full of zombie leads.