cat jira agile 24 june 2015 slideshare
TRANSCRIPT
Technical Non-technical
Prod.M. Role &
Focus
I’ve got an idea, now what?Alignment and team resources
Segmentation, Targeting & PositioningGenerating demand and supply
Identifying input for business simulationManaging Growth / Pricing + Costing Framework
StakeholdersGems, Hazards & Works
What’s on today’s menu?
1
2
3
4
I’ve got an idea, now what?Alignment and team resources
Segmentation, Targeting & PositioningGenerating demand and supply
Identifying input for business simulationManaging Growth / Pricing + Costing Framework
StakeholdersGems, Hazards & Works
What’s on today’s menu?
1
2
3
4
The Startup Agility SaaS for Founders and Funders an Agile Malaysia revenue arm
SaaS and story of Agile Malaysia monetizing
I’ve got an idea, now what? Time to backtrack and introspect
Identify Purpose Find Alignment I Got an Idea
• For the fun of it
• To impact a community without monetary incentive
• For profit and running it as full-time business
• Experimentation of skills and tools
• What does it mean to achieve & realize this idea?
• What was that A-HA moment?
• Who was inspiring it?
• What is the impact?
• When did you get it?
• Let’s back track!
• Create a vision board
• Talent (Who & How)
• Time (The Only Runway)
• Network (Idea Propagation)
• Purpose (Why)
• Location
• Hunger
Your actions will always follow your beliefs
I’ve got an idea, now what?Alignment and team resources
Segmentation, Targeting & PositioningPreparing the demand and supply
Identifying input for business simulationManaging Growth / Pricing + Costing Framework
StakeholdersGems, Hazards & Works
What’s on today’s menu?
1
2
3
4
Segmenting + Targeting
Who are we targeting to start? Why this target audience?
YY
XX
B A
C
Idea approval rating of Agile Malaysia:• Our survey indicated 100% approval
rating based on interviews conducted over xxx person across the demographic and behavior of xxx.
Demographic:1. Reach2. Relevance3. Resonance
Psychographic:4. Daily routine5. User current behavior6. Buyer market readiness
Audience motivation:7. Are they early adopters, majority or laggards8. How painful is their pain9. What would they do if they have a magic wand
Information Source:10.How do they currently source for relevant information11.Where are their hang out spots12.What do they do at information sources
Category A : User Story Journey & Motivation
Category B : User Story Journey & Motivation
Category C : User Story Journey & Motivation
Tools: Google Ventures Seek approval above 70%
The easiest part of a startup is developing the product, then comes hustling: Positioning
What is your role in the market
No Need Need BuyEvaluate
Enjoy Renew
Knowing which stage consumers are enables you to select the right medium and where to engage them for solution validation because you identified their purchase barriers.
• A Marketplace
• Retailer
• Vendor
• Agent
• Facilitator
• Platform
• Aggregator
No Need, Need Evaluation, Buy
What Problem-focus Solution-focus
How Stab and turn Pharmacy Assistant
Where Prospect’s turf 50-50 prospect & you
Purpose Entertain, engage Differentiate, Sell
Permission Market Sell
1
2 3
I’ve got an idea, now what?Alignment and team resources
Segmentation, Targeting & PositioningGenerating demand and supply
Identifying input for business simulationManaging Growth / Pricing + Costing Framework
StakeholdersGems, Hazards & Works
What’s on today’s menu?
1
2
3
4
Costing framework
Manipulative variables are cells marked in YELLOW
Business simulation | Monte Carlo style (Agile Malaysia as a business)
Research Method
• The "Upper & Lower Range Inputs" are derived from digital marketing experts (Calibrated Probability Assessment) to provide an estimate of what Agile Malaysia can achieve given its target audience and resources available.
• The "Upper & Lower Range Inputs" are inserted into a formula to calculate the LTV and CPA.
• A Monte Carlo Simulation is then used to derive various possible combinations of "Upper & Lower Range Inputs" at a 95% confidence interval. The sample size of the simulation is 22190.
• Each LTV and CPA output from the simulation is collected and stored into their respective "Bins" to obtain a histogram shown in the next slide.
Upper & Lower Range InputsUpper Range
Lower Range
Cost Per Click (USD) $
1.00 $
0.20
Impressions per month at $1,000 USD 1,500,000.00 350,000.00
Click Through Rate 2.00% 0.50%
SignUp to Agile Malaysia 25% 3%
Retention Rate 80% 40%
Average Invites per User 4.00 1.00
Conversion Rate for Every Invite 25% 5%
Free to Pay Conversion (Newsletters) 7% 2%
Ticket Fee(USD) $
50.00 $
7.00
Paid newsletters (USD) $
10.00 $
1.00
Quarterly Agile Reports and updates (USD) $
20.00 $
-
Ticket % Contribution to Revenue Mix 100% 20%Paid newsletters % Contribution to Revenue Mix 35% 0%Quarterly Agile Reports and updates% Contribution to Revenue Mix 10% 0%
-14 -12.5 -11 -9.5 -8 -6.5 -5 -3.5 -2 -0.5 1 2.5 4 5.5 7 8.5 10 11.5 13 14.5 16 17.5 19 20.5 22 23.5 25 26.5 28 29.5 31 32.5 34 35.5 37 38.5 40 41.5 43 44.5 46 47.5 49
0
10
20
30
40
50
60
LTV > CPA
$ in USD
Fre
quency
Agile Malaysia’s risk profile (histogram of statistical analysis)
Profile result
All in all, if we are able to maintain the "Upper & Lower Range Inputs" range of numbers, we are 95% confident that there is a 85.68% chance that Agile Malaysia 's LTV will be more CPA.
Histogram of the Difference between LTV and CPA
I’ve got an idea, now what?Alignment and team resources
Segmentation, Targeting & PositioningGenerating demand and supply
Identifying input for business simulationManaging Growth / Pricing + Costing Framework
StakeholdersGems, Hazards & Works
What’s on today’s menu?
1
2
3
4
Users
They are Gems:1. They give feedback because they
care
2. They invest time and resources with you
3. They have a pain you solved
They are Hazards:4. What they want may not be what
they need
5. Users may not be homogeneous
6. Clutter dev-op tickets
Do this with them:7. Talk to them as friends
8. It’s not always about business, you might find greater pain points that you are not aware of
Stakeholder management
Investors
They are Gems:1. Market, team and idea feasibility
2. They invest more than money
3. When you have bootstrap mentality
They are Hazards:4. There is nothing worse than trying
to impress them blindly
5. When you are in it just for the money
6. When you shop around
Do this with them:7. Talk to them as friends
8. It’s not always about business, there are great learnings that could utterly surprise you when barriers are taken off
Your Team
They are Gems:1. No team = no product = no
company
2. They are your market influencers
3. They are better than you
They are Hazards:4. When money is the only thing that
matters
5. When camaraderie is lost
6. When favours no longer happen
Do this with them:7. Titles are reference points of roles
8. Work and personal should not be entirely separated. Assignments and personal is what ought to be separated
