Market research becomes useful when it helps a business choose between options. “Tell us everything about the market” is too broad to support a focused study or a comparable quote.
Define the decision and boundaries
State what you are deciding: which customer segment to prioritise, whether to enter a region or how to position a service. Set the geography, product definition and timeframe. Explain what evidence would change your decision.
List the assumptions you already hold and mark which have been tested. This helps the consultant avoid simply confirming the founder's preferred answer.
Agree on the research method
Ask which questions can be answered from existing sources and which need customer interviews or other primary work. Request a proposed sample, recruitment approach and a description of its limitations.
An interview with an interested respondent is not the same as proof of purchase intent. The report should distinguish what people said from what they demonstrably did.
Make the deliverables usable
Require a source register, interview themes, key assumptions and a recommendation tied to the original decision. Ask the consultant to show conflicting evidence and areas where the study could not reach a conclusion.
The SBA market-research guide provides a useful introduction to customer and competitor questions. Adapt the method to your geography and market rather than importing generic market-size figures.
End with a small set of next actions and the evidence needed for the following decision. Post a market intelligence project with a specific question and a clear boundary around the research.