New problems worth solving come from old solutions. Now that you have a small subset of archetypical customer forces canvases, study them for problems worth solving.
Problems worth solving can come from 3 sources:
Focus here if people never get started (non-consumption)
When we find a lot of people who struggle with getting started (e.g. the triggering event happens months before, but by the time they actually bought their solution it was 6-9 months later because they were doing all this research and they were going back and forth with a lot of questions in their mind) that's an opportunity where there is probably a marketing play or there is something you can do to position your products faster and make that switch happen.
People are stuck at the acquisition step. This is a non-consumption market, so the blue ocean strategy. This is often where you find a lot of desire to do a certain thing but something is preventing people from doing it (e.g. If you wanted to do video marketing 15 years ago, you needed a much bigger budget than today. People wanted to do it, they went through a few steps, but then they were out-priced by expensive cameras. Then cheaper inventions, like the iPhone, became available and so companies were able to go back to that segment and offer an affordable solution)
Focus here if people struggle to get the job done (dissatisfaction)
This is the obvious one, where there is a lot of friction and ongoing frustration with the existing product. And so there's an opportunity here to create a simpler better way.
And then within that we label habits and anxieties:
Habits are hard to change. You can't really fix them but you can sometimes frame your product in the right context to where it fits them.
(e.g. If I am offering a workout, like a fitness program, and run it from 4AM to 6AM because I believe philosophically that's the best time to workout, but my customers want to sleep, that's going to be a big problem. I cannot change their habits so easily. So either I have to change or I have to figure out how to gradually ease them into that)
Common antidotes:
Risk reversals (e.g. money back guaranteed)
Progress maps (e.g. martial arts belt system)
Set right expectations (e.g. snowboarding)
We always think that customers are super sophisticated but you have to recognize the when they switched to your product they are beginners and so you need to lead them through. And that's where the on-boarding and the initial experience becomes so important. So if you set the expectations right, you can build a more trusting longer relationship and get people through that trough of sucking or of disillusionment, which is what happens in the beginning of any product option.
Offer support (e.g. High touch on-boarding)
From a tactic perspective, we talked about permission to scale. Don't do a public launch and get a lot of free users but instead do an early access launch and provide high-touch support to those early adopters.