Needs have layers. "Prepare my tax return" is the surface. Underneath sit check my return is accurate, reduce my audit risk, spend less time entering data — each a distinct benefit you could build for, price against, or ignore.
Write each one as a benefit statement you could read aloud to a customer, then ask them two things: what does this mean to you, and how well is it handled today. Importance and satisfaction together tell you where the opportunity is. Either alone tells you very little.
In practice: Makerz Network
The need Makerz Network settled on is not "help people manage products". It is narrower than that: professional service workers produce artefacts during a client engagement — a product manager writes user stories, a consultant writes a deck — and those artefacts are how progress gets proved and delivered.
Two findings made it worth building for. Producing them takes around 40% of a service worker's time. And the work divides into learning and doing, which compete for the same hours: time spent getting up to speed is time not spent producing, and holding that balance is itself the thing people struggle with.
Notice the shape of it. The need is written as something the customer already does and already pays for in hours — not as a feature, and not as a wish.