Look at the direction of the problem

Markets move. Some difficulties diminish as technology, habits, or infrastructure change. Other difficulties intensify. This direction affects the opportunity available to a new company.

Ask whether more people will face the problem. Ask whether its consequences will become more serious. Ask whether the existing response becomes less satisfactory over time.

An urgent problem can make a sale easier than a minor improvement. People have a stronger reason to act when delay carries a cost. Your understanding must still come from the market itself.

Avoid treating the trend as destiny. The point is to understand the forces at work. The company must still create and deliver a useful response.