A strong problem statement is specific and puts a problem in measurable terms. For example, instead of just stating that sales are down, a problem statement specifies that sales are down 5 percent from this time last year. A focused problem statement also leads to the development of a focused solution. Telling a company to raise sales 5 percent isn't enough -- people need to know how and where to raise sales. If the statement connects the 5 percent sales drop to the competition's superior web platform, the solution becomes clearer.
A problem statement should give as much background as possible, to help focus research and problem-solving efforts. Effective problem statements outline the nature, scope, potential causes, severity or impact of the problem. A problem statement develops most easily when the researcher or team addresses the problem by name; indicates who has the problem and why; and specifically states where and when the problem occurs.
Sometimes, what appears to be a problem is only a symptom of a deeper issue. Doctors experience this every day, such as when a patient comes in with a terrible cough, but the real problem is the pneumonia in her lungs. For businesses, while it may seem counter-intuitive, declining sales aren't the problem, but a symptom of a larger problem. As symptoms often prove easier to identify, they do help describe the issue when crafting an effective problem statement, as long as they're not identified as the problem.
When building a problem statement, savvy companies and research agencies include more than one department, to look at the problem from more than one perspective. Working together ideally ensures that each department gets the data it needs to build new strategy. When multiple people participate in framing the problem statement, the combined research reflects a greater set of needs, making the group more capable of addressing the problem's true impact.