Organize information

Turn a business idea into a one-page business brief

Convert an early business idea into explicit customers, value, operations, economics, assumptions, and tests

9 min setupTested with:ChatGPTReviewed: 2026-08-28
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Turn the supplied business idea into a decision-useful one-page brief.

Offer, customer, problem, location or channel, founder goal, and stage:
[idea]

Interviews, orders, prices, costs, capacity, competitors, regulations, resources, and dates:
[evidence]

Decision deadline, budget, owner capacity, risk tolerance, threshold, prohibited assumptions, and audience:
[decision]

Separate confirmed evidence, calculation, assumption, hypothesis, and unknown. Define target and excluded customers by observable situation; problem or desired progress; offer and boundaries; customer journey; acquisition and delivery channels; required activities, partners, tools, skills, permits, and service capacity; pricing logic; variable and fixed costs; cash timing; risks; and owner workload. Calculate only from supplied numbers, show units and formulas, and never invent market size, demand, margin, regulation, conversion, competitor fact, or founder capability. Identify the few assumptions that could invalidate the idea. For each, propose the cheapest ethical test with sample, cost, timeframe, measure, pass/fail/inconclusive rule, and decision consequence. Keep the page concise, but add a separate verification log for missing facts and external professional advice.
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From input to outcome

A worked example

See how concrete context turns this recipe into a usable result

Actual input

Business idea
Weekend bicycle tune-up pickup service in one Shanghai district. Intended customers are apartment residents who ride recreationally and postpone shop visits. Pick up Saturday morning, return Sunday evening. Founder wants to test as a side business before buying a van.
Evidence and numbers
Ten conversations in two cycling groups: 6 described transport to shops as inconvenient; 3 asked about price; no paid orders. Local shop prices observed Aug 20: CNY 120-220 for basic tune-up, pickup not included. Founder can use own cargo bicycle for 8 pickups/weekend. Estimated consumables CNY 18/order; payment fee 1%; current tools owned. Landing-page budget CNY 600. No permit, insurance, repair-time, damage-risk, or customer-acquisition facts verified.
Decision and constraints
Decide in four weeks whether to run a paid six-week pilot. Maximum test spend CNY 1,500 and 12 founder hours/week. Initial proposed price CNY 188. Pass threshold: at least 8 deposits from 40 qualified local visitors and at least 6 completed jobs with direct variable contribution positive. Audience: founder and partner. Do not infer district demand or legal requirements.

Example output

Customer and problem: provisional target is recreational cyclists in the named district who live in apartments, own a serviceable bicycle, and find shop transport inconvenient. Six of ten convenience-sample conversations support the inconvenience signal; this does not estimate district demand. Exclude urgent repairs, customers outside the pickup zone, and work beyond verified skill or equipment.

Offer: Saturday pickup, basic tune-up, Sunday return at a proposed CNY 188. Exact service checklist, exclusions, damage inspection, cancellation, turnaround exceptions, and customer approval for added parts are unknown and must be defined before deposits.

Operating model: current maximum is 8 pickups per weekend using the owned cargo bicycle. The 12-hour weekly limit implies 1.5 hours per order at 8 orders before admin and travel; actual repair and route time are unverified, making capacity a critical hypothesis. Do not buy a van for the test.

Known direct arithmetic: revenue per order CNY 188; consumables CNY 18; payment fee CNY 1.88; provisional direct contribution before labor, travel, replacement parts, refunds, insurance, tax, and damage is CNY 168.12. This is not profit. Six completed orders would produce CNY 1,008.72 on that incomplete basis.

Four-week tests: spend up to CNY 600 on a district-only landing page and recruitment. Pass demand only with at least 8 deposits from 40 verified local visitors; otherwise fail, while fewer than 40 qualified visitors is inconclusive. Run no more than 6 paid jobs only after service scope, intake evidence, safety, insurance, permits, and customer terms are checked. Pass operations if all 6 fit 12 hours/week, meet promised return, and direct variable contribution remains positive with actual parts/travel logged.

Stop or revise if required coverage or permits are unavailable, repair skill does not match scope, damage exposure is unacceptable, or capacity fails. Seek local legal, tax, and insurance advice; none is inferred here.

Why this works

  1. 1

    Evidence labels stop an attractive concept from hiding its most fragile assumptions.

  2. 2

    Unit economics and capacity connect customer value to an operable small business.

Check the result

  • Are facts, calculations, hypotheses, and unknowns visibly separate?

  • Do price, cost, capacity, cash timing, and owner workload use supplied units?

  • Can the next tests change a real go, revise, or stop decision?

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