That’s actually a solid approach — what you’re describing is basically
problem-first business building (instead of idea-first).
Here’s a cleaner way to structure it so it’s actually actionable:
Start with one vertical (e.g., restaurants), then map the
real workflow:
A restaurant day-to-day includes:
- Supplier ordering + inventory management
- Staff scheduling + payroll
- Reservations / walk-ins
- Compliance (health inspections, licensing)
- Payments + accounting
- Marketing + delivery platforms
Now instead of “making a business plan,” you:
- Shadow the workflow
- Read restaurant owner forums, Reddit, reviews of POS systems, etc.
- Watch where they complain: delays, waste, staff no-shows, high fees.
- Build a friction map
- Where do they lose time?
- Where do they lose money?
- What tools feel outdated or fragmented?
- Turn friction into product ideas
- Example:
- Inventory mismatch → “auto-reorder + waste prediction tool”
- Staff chaos → “last-minute shift replacement marketplace”
- Delivery fees → “multi-platform order router”
- Validate fast
- Talk to 5–10 real owners
- Check if they already pay for partial solutions
- See what they hack together manually
- Only then build/sell
- Start with a tiny wedge feature, not a full system
One important pushback:
Don’t spend too much time on fake “full business plans” or supplier quotes early — those often create the illusion of progress but don’t validate demand. Real value comes from identifying
expensive, repeated pain and testing if people will pay to remove it.