Cat jira agile 24 june 2015 slideshare

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    17-Aug-2015
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Transcript of Cat jira agile 24 june 2015 slideshare

  1. 1. Technical Non-technical Prod.M. Role & Focus
  2. 2. Ive got an idea, now what? Alignment and team resources Segmentation, Targeting & Positioning Generating demand and supply Identifying input for business simulation Managing Growth / Pricing + Costing Framework Stakeholders Gems, Hazards & Works Whats on todays menu? 1 2 3 4
  3. 3. Ive got an idea, now what? Alignment and team resources Segmentation, Targeting & Positioning Generating demand and supply Identifying input for business simulation Managing Growth / Pricing + Costing Framework Stakeholders Gems, Hazards & Works Whats on todays menu? 1 2 3 4
  4. 4. The Startup Agility SaaS for Founders and Funders an Agile Malaysia revenue arm SaaS and story of Agile Malaysia monetizing
  5. 5. Ive 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? Lets 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
  6. 6. Ive got an idea, now what? Alignment and team resources Segmentation, Targeting & Positioning Preparing the demand and supply Identifying input for business simulation Managing Growth / Pricing + Costing Framework Stakeholders Gems, Hazards & Works Whats on todays menu? 1 2 3 4
  7. 7. 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. Reach 2. Relevance 3. Resonance Psychographic: 1. Daily routine 2. User current behavior 3. Buyer market readiness Audience motivation: 1. Are they early adopters, majority or laggards 2. How painful is their pain 3. What would they do if they have a magic wand Information Source: 1. How do they currently source for relevant information 2. Where are their hang out spots 3. 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%
  8. 8. 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 Prospects turf 50-50 prospect & you Purpose Entertain, engage Differentiate, Sell Permission Market Sell 1 2 3
  9. 9. Ive got an idea, now what? Alignment and team resources Segmentation, Targeting & Positioning Generating demand and supply Identifying input for business simulation Managing Growth / Pricing + Costing Framework Stakeholders Gems, Hazards & Works Whats on todays menu? 1 2 3 4
  10. 10. Costing framework Manipulative variables are cells marked in YELLOW
  11. 11. 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 Inputs Upper 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%
  12. 12. 0 10 20 30 40 50 60 -14 -13 -12 -11 -10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 Frequency $ in USD LTV > CPA Agile Malaysias 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
  13. 13. Ive got an idea, now what? Alignment and team resources Segmentation, Targeting & Positioning Generating demand and supply Identifying input for business simulation Managing Growth / Pricing + Costing Framework Stakeholders Gems, Hazards & Works Whats on todays menu? 1 2 3 4
  14. 14. 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: 1. What they want may not be what they need 2. Users may not be homogeneous 3. Clutter dev-op tickets Do this with them: 1. Talk to them as friends 2. Its 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: 1. There is nothing worse than trying to impress them blindly 2. When you are in it just for the money 3. When you shop around Do this with them: 1. Talk to them as friends 2. Its 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: 1. When money is the only thing that matters 2. When camaraderie is lost 3. When favours no longer happen Do this with them: 1. Titles are reference points of roles 2. Work and personal should not be entirely separated. Assignments and personal is what ought to be separated
  15. 15. Richard Moh [email protected] Twitter @Richard_Moh Time for the floor