Had the pleasure to share my experience on product management from a startup perspective with Agile Malaysia on 24 June 2015. In a nutshell, product management for startups are similar of being superman; balancing multiple facets of the product as well as the market and team. In this presentation you will see how we took Agile Malaysia as a sample to monetize and considerations required before even building the product. To all viewers, hope this adds to better understanding on how some startups in ASEAN works. Feel free to contact for discussion over the topic.

1. Technical Non-technical
Prod.M.
Role & Focus

2. I’ve 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
What’s on today’s menu?
1
2
3
4

3. I’ve 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
What’s on today’s menu?
1
2
3
4

4. The Startup Agility SaaS for
Founders and Funders
an Agile Malaysia revenue arm
SaaS and story of Agile Malaysia monetizing

5. 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

6. I’ve 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
What’s on today’s menu?
1
2
3
4

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. 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

9. I’ve 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
What’s on today’s menu?
1
2
3
4

10. Costing framework
Manipulative variables are cells marked in YELLOW

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. 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 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

13. I’ve 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
What’s on today’s menu?
1
2
3
4

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. 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:
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. 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:
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. Richard Moh
richard.kymoh@gmail.com
Twitter @Richard_Moh
Time for the floor