Market Feasibility Survey Template
Use this market feasibility survey template to measure stated demand, willingness to pay, and adoption friction before you spend on build, inventory, or headcount. You will screen for the right buyers, compare key segments, and turn responses into a simple go/pivot/kill scorecard. Treat results as directional and pair them with a behavioral test when the bet is big.
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When to Use a Market Feasibility Survey (and When Not To)
Use this section to pick the right moment to run the survey (so you do not confuse interest with a real buying signal).
- Choose your decision: concept go/no-go, expansion, or pricing sanity check.
- Write a one-paragraph concept description (what it is, who it is for, why it helps).
- Decide what you need to learn at each funnel stage (awareness vs consideration vs intent).
Common pitfall: Treating stated intent as guaranteed sales. It is useful, but it is not behavior.
Concept-stage go/no-go (before you build)
Run this when you have a clear concept but no product yet. Focus on problem severity, alternatives, and purchase intent with a realistic timeline.
Expansion into a new segment, geo, or location
Run this before you open a location, localize a product, or target a new industry. Use screeners and quotas so you can compare segments side by side.
Pricing and packaging sanity check (before you publish rates)
Run this before your first quotes or rate card. Use price bands and budget-owner questions so your price decision is grounded in buyer reality.
Purchase intent can predict sales directionally, but it often overstates real conversion. If the investment is material, pair this survey with a behavioral check (landing page test, pre-orders, pilots, or deposits) before you commit budget (research on when purchase intentions predict sales).
Quick decision tree (concept vs MVP vs in-market optimization)
- If you only have an idea: Run this feasibility survey + follow-up interviews (internal starter target: 5-10; adjust to your budget and how quickly you reach theme saturation). Do not ask feature-level questions yet.
- If you have an MVP (people can try it): Keep this survey, but add behavior questions (trial started, tasks completed, repeat use intent) and invite-to-pilot conversion.
- If you are already selling: Use a customer feedback or churn survey for optimization. Keep feasibility questions only for new segments or a major reposition.
| Funnel stage | What you are measuring | Question modules to prioritize |
|---|---|---|
| Awareness | Problem recognition and relevance | Problem frequency/severity, context, current alternatives |
| Consideration | Perceived fit vs options | Concept reaction, differentiators, switching triggers, trust/compliance |
| Purchase intent | Likelihood and timing | Intent + timeline, buying process, WTP bands, barriers to adoption |
Market Feasibility Survey Questions (Modular Blocks You Can Toggle)
Use this section to assemble the exact question blocks you need (so you can validate demand without bloating the survey).
- Start with screeners and role/context so you can segment results correctly.
- Add problem severity + alternatives before you show your concept.
- End with intent, timeline, WTP, and barriers so earlier questions do not anchor price.
Common pitfall: Writing a hypey concept description. If it reads like marketing copy, your intent numbers will inflate.
Use one concrete paragraph: what it is, who it is for, and the job it helps them do. Add specific examples (internal starter target: 2-3), and remove buzzwords. Keep it short enough to read in one pass (internal starter target: under 80-100 words; adjust based on your audience and complexity).
"Which of the following best describes you?"
Why it matters: Role and fit drive everything that follows. You need clean cuts between users, economic buyers, and influencers.
When to use: Include first. Use as a screener if you only want specific buyer types.
"How often do you run into [problem]?"
Why it matters: Frequency separates "nice-to-have" from "painkiller." It also helps you size urgency.
When to use: Ask before you show your concept. Pair with a severity question.
"How painful is this problem when it happens?"
Why it matters: Severity predicts switching energy. High frequency with low pain rarely converts.
When to use: Use a balanced agreement or 0-10 scale. Keep labels consistent across runs (see Likert scale best practices).
"What do you use today to solve this? (Select all that apply)"
Why it matters: Alternatives set the real benchmark (including "do nothing"). They also explain WTP and switching friction.
When to use: Always. Randomize the option order to reduce primacy effects for long lists.
"If you switched from your current approach, what would be the main reason?"
Why it matters: Switching triggers tell you what to lead with in positioning and what to build first.
When to use: Use after alternatives. Include "Nothing would make me switch" as an honest option.
"How well does this concept fit your needs?"
Why it matters: Fit separates curiosity from relevance. It also catches cases where the problem is real, but your approach is wrong.
When to use: Ask right after the concept description. Keep wording neutral and specific so you do not lead people (Tailored Design Method guidance for question wording).
"How likely are you to try or buy this in the next 90 days?"
Why it matters: Intent without a clock is weak. A short timeframe forces realism and helps you estimate near-term reach.
When to use: Use for both B2C and B2B. The "next 90 days" window is a common internal starter timeframe; adjust it to match your category and sales cycle. Add a second item for a longer window if your buying cycle is slower.
"Who would be involved in approving or purchasing this?"
Why it matters: B2B feasibility depends on the committee. If security/procurement will block you, you want to know now.
When to use: Add for B2B, higher-priced B2C, or anything that touches data. Follow with "Who owns the budget?"
"Which price range would you consider reasonable for this?"
Why it matters: Price bands give you a fast WTP read without forcing false precision. They also help you pick a starting package.
When to use: Ask after value and intent. Randomize band order if the list is long, and include a "too expensive" or "would not pay" option so you do not force false positives.
"What would stop you from trying or buying this?"
Why it matters: Barriers are where feasibility often dies: trust, compliance, integration, switching costs, or "no time."
When to use: Always. Offer a structured list (then an open-text "Other") so you can count blockers by segment.
"Where would you most likely discover a product like this?"
Why it matters: Reachability is part of feasibility. If you cannot reach buyers cheaply, demand alone will not save the plan.
When to use: Include before your final open-end. Use results to prioritize channels for your next test.
"What is your biggest hesitation or objection?"
Why it matters: Verbatims give you language for positioning and a punch-list for product and trust gaps.
When to use: Put at the end. Prompt for specifics: "What would you need to see to feel confident?"
When to add A/B message testing
- Default: Keep one concept description for clean reads.
- If positioning is unclear: Randomize two value props (A vs B) as an internal starter approach, then compare concept fit + intent. If you have many ideas, test in rounds rather than showing many variants at once.
- Guardrail: Keep everything else identical so differences come from the message, not the sample.
Sampling and Distribution Plan (So Results Are Believable)
Use this section to recruit the right people and balance your sample (so your feasibility call holds up outside your fan base).
- Write your target buyer definition and must-have screeners.
- Set quotas for the segments you need to compare.
- Pick a small set of recruiting sources (internal starter target: 2-3) and track completes daily.
Common pitfall: Only sampling your newsletter and friends. You will over-estimate demand.
Define who counts (then lock screeners)
Start with your buyer definition, then add screeners like role, industry, current solution, and budget ownership. Write screeners so they filter fast and do not teach people how to qualify.
Set quotas for comparisons you will actually use
Quotas stop one group from dominating your results. Common cuts: role (user vs buyer), industry, geography, and current alternative.
Monitor completes by segment while fielding
Check progress daily and adjust outreach if a quota lags. Close the survey when key quotas are filled, even if total completes keep rising.
Recruit from multiple sources (with clear tradeoffs)
Use your list for speed, communities for breadth, and panels for targeted reach. Expect each source to skew differently, so compare results by source before you finalize the decision.
Match effort to the decision. For deeper guidance, use SuperSurvey sampling plan guidance and these sample size guidelines to set a realistic target by segment.
Bias controls you can apply quickly
- Balance outreach: Invite across segments, not just your warmest leads (see response bias risks).
- Randomize where it helps: Randomize long option lists and rotate message variants evenly.
- Set incentive guardrails: Keep incentives modest and consistent so you do not attract only incentive hunters.
- Track outcome rates: Log invite, complete, partial, and breakoff so you can report field quality using AAPOR outcome rate definitions.
Fielding rules: send in waves (not one blast), watch drop-off by question, and stop when quotas are met. If you are running a formal org study, document the basics (sample frame, invitation text, field dates, and outcome rates) so others can interpret the results and limitations.
Results Guide: Feasibility Scorecard and Go/Pivot/Kill Thresholds
Use this section to turn answers into a go/pivot/kill call (so you can commit budget or change course fast).
- Pick your primary segment cuts (role, industry, current alternative, severity).
- Score five dimensions on a simple 0-2 scale (internal starter approach; adjust to your decision rigor).
- Write a one-page decision memo with metrics + verbatims (internal starter target: 3-5 quotes that represent the key themes; adjust for your audience).
Common pitfall: Averaging everyone together. Feasibility usually lives in a segment.
| Dimension | What to compute | Example score (0-2) (starter thresholds) |
|---|---|---|
| Demand | Top-box intent in your target segment | 0 = low, 1 = mixed, 2 = high |
| Urgency | Severity + near-term timeline | 0 = someday, 1 = 6-12 months, 2 = 0-3 months (adjust to your category) |
| Willingness to Pay | Acceptable price bands + budget ownership | 0 = below viable, 1 = borderline, 2 = supports target price |
| Switching Friction | Barriers: trust, compliance, integration, effort | 0 = heavy blockers, 1 = solvable, 2 = light |
| Reachability | Where buyers discover and buy | 0 = unclear/expensive, 1 = possible, 2 = clear channels |
- Step 1: Clean and segment firstRemove obvious junk (ultra-fast completes, straightliners), then build your key cuts: role (user vs economic buyer), current alternative, and severity tier. Keep a "source" cut too (list vs community vs panel) so you can spot skew.
- Step 2: Score Demand and UrgencyCompute top-box intent (your strongest positive option) and pair it with timeline. Treat intent as directional; it can predict outcomes, but it is not a guarantee of purchase (unified model of stated intentions and purchase behavior).
- Step 3: Score WTP with budget realityUse acceptable price bands, then check who owns the budget. If high intent sits with non-buyers, mark WTP as "at risk" until you validate with economic buyers.
- Step 4: Score Switching Friction (what will block adoption)Count the top barriers by segment. Pay extra attention to compliance, security review, integration needs, and contract lock-in -- these can kill timelines even with strong interest.
- Step 5: Apply go/pivot/kill thresholdsDefault rule: Go if Demand and Urgency both score 2 in at least one priority segment and WTP is not a 0. Pivot if interest is high but timeline, WTP, or buyer clarity fails. Kill if you see low urgency plus heavy barriers across segments.
- Step 6: Turn findings into next validation actionsIf you see high intent but weak proof, run a landing page or ad test. If WTP is borderline, run a pricing experiment or paid pilot offer. If the buyer committee is unclear, schedule follow-up interviews (internal starter target: 10-15) with users and economic buyers, then adjust based on how quickly themes repeat.
Red-flag patterns (treat as "pivot" until fixed)
- High interest, no timeline: People like the idea, but it is not urgent.
- High intent, low WTP vs alternatives: Your value story or target segment is off.
- Unclear buyer/approvals: Your champion cannot buy; sales cycle risk is high.
- Compliance/integration dominates objections: Your first segment may need to be less regulated.
One-page decision memo outline (copy/paste)
- Decision: Go / Pivot / Kill (and what changes if pivot).
- Target segment: Who you are building for first.
- Scorecard: Five dimension scores with 1-2 metrics each (internal starter target; adjust to your stakeholders).
- Evidence: Verbatim quotes that explain the "why" (internal starter target: 3-5, representative of the dominant themes).
- Next test: One behavioral validation with a date and success metric.
Deployment Checklist (Pre-Launch, Launch, Post-Launch)
Use this checklist to ship a clean survey run (so your feasibility call is based on usable data).
- Pilot with a small set of people and fix confusing items.
- Launch in waves and monitor quotas and drop-off.
- Clean low-quality completes before you score results.
Common pitfall: Changing questions mid-field. You will break trending and segment comparisons.
- Pre-launch: Run a small pilot: Internal starter target: 5-10 people. Watch people take it live, then rewrite any item they misread or ask about.
- Pre-launch: Confirm skip logic and piping: Make sure screeners route people correctly and the concept text uses the right inserted terms.
- Pre-launch: Keep it tight: Remove nice-to-know items. Internal starter target: 5-8 minutes unless you are paying panel rates; adjust after you time your pilot run.
- Launch: Field in waves: Send invites in batches so you can adjust quotas, fix a broken link, or pause if quality drops.
- Launch: Track drop-off and quota fill daily: If a question causes breakoff, shorten it or move it later. If a segment lags, rebalance outreach.
- Launch: Use consistent invite practices: Keep subject lines, reminders, and incentive amounts consistent so results do not shift due to recruitment changes.
- Launch: Add clear consent language: Tell people what you collect, how you will use it, and how to opt out. Follow recognized survey best practices (AAPOR best practices for survey research).
- Post-launch: Remove speeders and straightliners: Flag suspiciously fast completes and repetitive grid answers before you compute intent and WTP.
- Post-launch: Code open-ends and document limits: Tag objections into themes, then write down who you sampled and what you could not measure.
- Post-launch: Set sharing rules internally: Decide who can forward results, how charts will be labeled, and what disclaimers appear on every slide.
Do: keep screeners strict, segment results, and validate with one behavior test. Don't: treat a single average intent score as a forecast.
Frequently Asked Questions
How many responses do I need for a market feasibility survey?
Internal starter ranges: 50-150 completes is often enough for a directional read, and 200-500+ is more appropriate when the decision is expensive or you need stable segment cuts. Put your effort into quotas across the segments you will compare, not one big total. If you need help setting targets, use the sample size guidelines and build a simple sampling plan before you launch.
Can I use survey purchase intent as a go/no-go decision?
Use purchase intent as a directional signal, not a guarantee. If you are about to spend real money (build, inventory, hires), pair intent with behavior: landing page conversion, waitlist-to-pilot, pre-orders, or a paid deposit. Treat a go decision as intent + urgency + WTP + low blockers rather than intent alone.
Who should take a feasibility survey for B2B products?
Recruit both users and economic buyers, and include influencers like IT/security/procurement when the product touches data or systems. Add role and buying authority screeners so you can segment intent and WTP by who can actually approve spend. If user intent is high but buyer intent is low, plan a pivot before you build.
How do I ask pricing/WTP questions without biasing people?
Use price bands or ranges, and ask about value/fit before you ask about price. Randomize price order when you show many bands, and include an opt-out like I would not pay for this to avoid forcing false positives. If pricing is the primary decision, use a dedicated willingness-to-pay or pricing survey template instead of expanding feasibility questions.
Should the survey be anonymous or confidential?
Default to anonymous if you are asking about competitor switching, dissatisfaction, or sensitive compliance concerns. Use confidential (not anonymous) if you need follow-up interviews; collect contact info in a separate, optional form so survey answers stay clean. In both cases, state consent and data handling clearly in the invite and the first screen.
Where should I recruit respondents (and what are the tradeoffs)?
Your customer list is fast and cheap but can skew toward fans. Communities and newsletters broaden reach but still self-select. Paid panels are fastest for specific quotas, but you must watch quality and make sure screeners match your real buyer definition.
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