How does mimiberry make money?

Currently, mimiberry operates on a commission model. As shown on Slide 7, they sell a t-shirt for $14, with $11 covering production and delivery. The remaining $3 is kept as profit. However, Slide 10 outlines a future transition to a subscription model where artists pay $30 per month to use the platform, allowing them to keep more of their individual sales margins.

What is the current traction of the platform?

According to Slide 13, mimiberry has launched version 1.0 of its website and has collaborated with 10 designers. They have sold a total of 500 t-shirts to date, with a current run rate of 300 t-shirts sold per month, generating $900 in monthly profit.

What are the specific production costs for a single shirt?

Slide 7 provides an unusually granular breakdown: $3 for the blank tee, $2 for transfer paper, $0.50 for pigment ink, $0.50 for the heat press process, and $2 for delivery. This totals $8 in direct costs, with an additional $3 allocated to the artist and $3 to mimiberry's profit.

Who is the team behind mimiberry?

The company was founded by Htoo Myat Aung (CEO) and Thel Darly Khin (Co-founder). Htoo Myat Aung has a background from the Business IT University of Greenwich and founded H&Ttechs. The team has been working together for 1.5 years and has won local startup prizes (Slide 9).

What is missing from this pitch deck?

The deck lacks a clear 'Ask' slide—it does not state how much capital they are looking to raise or how they will use it. It also lacks a competitive analysis and a long-term product roadmap beyond expanding into offline stores (Slide 15).

mimiberry Pitch Deck (2016): 31-Slide Seed Deck

See all 31 slides of the mimiberry pitch deck — a 2016 Seed / Early deck — with a slide-by-slide teardown of what the deck does well and where it falls short.

mimiberry is a Myanmar-based platform that handles production, sales, and delivery for graphic designers, allowing them to monetize their artwork without the risk of pre-printing inventory. The deck is notable for its extreme transparency regarding unit economics, detailing costs down to the 'pigment ink' ($0.50) and 'heat press' ($0.50) per shirt. While the current traction is modest—500 t-shirts sold and $900 in monthly profit—the founders propose a significant business model shift: moving from a $3 per-shirt commission to a $30 monthly subscription fee for artists. The deck lacks a formal…

Key takeaways

The platform solves a specific 'true story' problem where artists face 3-week wait times and high minimum order quantities from traditional print shops (Slide 3).
Unit economics are meticulously detailed: a $14 t-shirt costs $11 to produce and deliver, leaving $3 profit for the platform and $3 for the artist (Slide 7).
The business model plans to pivot from per-item charges to a $30 monthly subscription fee once the platform proves its value to artists (Slide 10).
The startup is currently lean, reporting $900 in monthly profit from 300 t-shirts sold per month (Slide 13).
Marketing is heavily reliant on Myanmar's 5 million daily active Facebook users and 'boost post' features (Slide 6).
The team has local validation, winning second prize at a Seedstars event and participating in technopreneurship contests (Slide 9).
Financial planning includes a highly specific monthly salary breakdown, with the CEO and CTO each drawing $1,000 USD (Slide 11).
Market size estimates are based on a target of 20,000+ designers in Myanmar, aiming for a 10% capture rate (Slide 14).

Executive Summary: The Print-on-Demand Opportunity in Myanmar

mimiberry is a localized solution to a global problem: the high barrier to entry for independent artists who want to sell physical merchandise. By handling the 'Step 2' of production—which the deck identifies as a major pain point involving high minimums and 3-week wait times—mimiberry positions itself as an essential infrastructure for the creative economy in Yangon and beyond. The deck is a masterclass in transparency, though it struggles with the transition from a small-scale operation to a venture-scale business model.

Slides 1-4: The 'True Story' Problem

The deck opens with a personal touch, introducing 'NayNay,' a graphic designer who serves as the user persona. Slide 3 explicitly details the friction in the current market: printing shops do not accept low quantities, take 5 days to finish orders, and force customers to wait 3 weeks. Slide 4 highlights the emotional and financial toll, noting that the profit for a designer is only 2,000 to 3,000 Kyats ($2-$3 USD), and the risk of pre-printing unsold inventory is too high. This is a classic 'hair on fire' problem for the target demographic.

Slides 5-6: The mimiberry Solution

The solution is presented as a full-service platform. Artists 'just need to give their artworks and name their artwork price.' mimiberry handles production, sales, marketing, delivery, and cash collection. Slide 6 identifies their primary sales channels: a proprietary website and a Facebook page. Given that Myanmar's internet usage is synonymous with Facebook, the focus on 'boost posts' for 5 million daily active users is a pragmatic, if not particularly innovative, go-to-market strategy.

Slide 7: The Unit Economics Masterclass

This is the strongest slide in the deck. Many early-stage founders gloss over costs, but mimiberry breaks down a $14 USD sale into seven distinct buckets. Slide 7 shows that the 'Tee' costs $3, 'Transfer Paper' is $2, and even 'Pigment Ink' and 'Heat Press' are accounted for at $0.50 each. By showing that they net $3 profit per shirt after paying the artist $3, they demonstrate a clear understanding of their margins. This level of detail builds significant investor trust in the founders' operational competence.

Slides 8-9: Marketing and Team

Slide 8 reiterates the Facebook strategy but adds a plan to use 'professional junior model pictures' to elevate the brand. Slide 9 introduces the founders, Htoo Myat Aung and Thel Darly Khin. Their credibility is bolstered by winning second prize at a Seedstars event and their 1.5-year history of building H&Ttechs together. This suggests the team has 'founder-market fit' and the technical ability to maintain the platform.

Slides 10-12: The Financial Pivot and Burn Rate

Slide 10 introduces a controversial pivot: moving from a per-item commission to a $30/month subscription fee. The goal is to reach 1,000 active artists in 2017 and 2,000 in 2018. While this provides predictable SaaS-like revenue, it may alienate the 'NayNays' of the world who only sell a few shirts a month. Slide 11 and Slide 12 provide a transparent look at their overhead. They list a monthly staff salary total of $3,400, with the CEO and CTO taking $1,000 each. Slide 12 shows a raw material budget of $4,850 for an initial stock of shirts, hoodies, and phone covers, indicating they are moving toward a multi-product ecosystem.

Slides 13-16: Traction and Market Size

Slide 13 reports 500 total shirts sold and a current profit of $900 per month. While small, it proves the concept. Slide 14 attempts to calculate the Total Addressable Market (TAM), estimating 20,000+ designers in Myanmar. If they capture 10% (2,000 members) at $30/month, they project $720,000 in annual profit. Slide 15 acknowledges 'Untested Markets' like offline outlets, and Slide 16 concludes with contact information for their Yangon headquarters.

What Works in the mimiberry Deck

Granular Cost Analysis: Most decks fail because they don't explain how they arrive at their margins. mimiberry's breakdown of ink and paper costs is refreshing and professional.

Local Market Context: The founders clearly understand the Myanmar market, specifically the reliance on Facebook and the logistical nightmare of local print shops.

Honest Traction: Reporting a $900 monthly profit might seem small, but it is better than reporting 'millions in potential' without a single sale. It shows the business is already functioning.

What is Missing from the mimiberry Deck

The Ask: The most glaring omission is the lack of a funding request. How much do they need? Is it for equipment, marketing, or hiring? Without an 'Ask,' this is a presentation, not a pitch.

Competitive Landscape: Are there other print-on-demand services in Southeast Asia? How does mimiberry defend against a larger player entering the Myanmar market?

Retention Data: While they have 10 collaborated designers, the deck doesn't say how many of those 10 are 'active' or how many shirts the average artist sells. This is crucial for validating the subscription model.

Founder Takeaway: Copy the Transparency, Fix the Scale

Founders should emulate mimiberry's 'Step-by-Step' problem slides. By walking the investor through the actual physical hurdles an artist faces, they make the solution feel inevitable. However, the transition to a subscription model needs more justification. If an artist only makes $3 per shirt, they need to sell 10 shirts just to break even on the $30 monthly fee. The deck needs to explain how mimiberry will help artists reach that volume. Finally, always include an 'Ask' slide; investors cannot help you if they don't know what you need.

Frequently asked questions

How does mimiberry make money?: Currently, mimiberry operates on a commission model. As shown on Slide 7, they sell a t-shirt for $14, with $11 covering production and delivery. The remaining $3 is kept as profit. However, Slide 10 outlines a future transition to a subscription model where artists pay $30 per month to use the platform, allowing them to keep more of their individual sales margins.
What is the current traction of the platform?: According to Slide 13, mimiberry has launched version 1.0 of its website and has collaborated with 10 designers. They have sold a total of 500 t-shirts to date, with a current run rate of 300 t-shirts sold per month, generating $900 in monthly profit.
What are the specific production costs for a single shirt?: Slide 7 provides an unusually granular breakdown: $3 for the blank tee, $2 for transfer paper, $0.50 for pigment ink, $0.50 for the heat press process, and $2 for delivery. This totals $8 in direct costs, with an additional $3 allocated to the artist and $3 to mimiberry's profit.
Who is the team behind mimiberry?: The company was founded by Htoo Myat Aung (CEO) and Thel Darly Khin (Co-founder). Htoo Myat Aung has a background from the Business IT University of Greenwich and founded H&Ttechs. The team has been working together for 1.5 years and has won local startup prizes (Slide 9).
What is missing from this pitch deck?: The deck lacks a clear 'Ask' slide—it does not state how much capital they are looking to raise or how they will use it. It also lacks a competitive analysis and a long-term product roadmap beyond expanding into offline stores (Slide 15).

Cover slide of the mimiberry pitch deck — Seed / Early Stage 2016 — mimiberry pitch deck, slide 1 (2016)

mimiberry pitch deck: the facts

Company: mimiberry
Year: Circa 2016/…
Stage: Seed / Early Stage
Slides: 31
Sector: E-commerce / Apparel
Deck type: Investor Pitch
Headquarters: Yangon, Myanmar

mimiberry pitch deck PDF

The full mimiberry deck is embedded on this page and can be read slide by slide in the browser — no download or account required. Each slide is covered in the breakdown above.

What the mimiberry pitch deck was used for

MIMIBERRY is a Myanmar-based print‑on‑demand platform that lets independent artists upload artwork to be printed on products like t‑shirts, mugs and phone cases, while the company handles production, sales and marketing, delivery, and cash collection. The Slideshare deck titled "mimiberry - an artwork t-shirts production and sale platform for artist" appears to be a seed / early‑stage fundraising presentation from around 2015–2017, with 31 slides focused on e‑commerce apparel and creator monetization. It highlights Myanmar‑specific pain points such as minimum print quantities at shops, multi‑week lead times, and limited online payment adoption, and proposes a centralized platform solution. The deck also outlines plans to grow beyond its initial artist base and monthly item sales by opening an offline store and eventually moving to a membership / subscription‑style fee model.

What the mimiberry deck got right

Compelling local problem framing. The deck directly addresses concrete logistical and financial barriers faced by independent artists in Myanmar, such as minimum print quantities, multi‑week production timelines, and difficulties with low‑budget delivery and cash collection in a low‑online‑payment environment.
Detailed operational and cost transparency. Slides reportedly contain a granular breakdown of production costs and operations, enabling investors to understand the economics of printing and selling apparel and other merchandise and how the platform can operate profitably at small scale.
Clear creator‑centric platform model. The solution slide presents a clear, simple value proposition: artists provide artworks and set prices while MIMIBERRY manages production, sales and marketing, delivery, and cash collection, with loyalty fees paid monthly—making the model straightforward for both creators and investors to grasp.
Early traction and growth ambitions. The deck demonstrates early traction by reporting 10 artists on the platform, 500 items sold per month, and $900 in monthly profit, along with concrete plans to expand via an offline store, more artists, and membership fees.
Strong localization to Myanmar market. By highlighting Myanmar‑specific constraints around online payments and leveraging cash collection, the deck shows awareness of local infrastructure realities and suggests that the business model is tailored to the market rather than transplanted from more developed ecosystems.

What could have been stronger

Limited quantified market opportunity. The slides focus on Myanmar artists’ pain points and operational details but do not present externally verified market sizing, segment breakdown, or a clear estimate of total addressable market for a Myanmar print‑on‑demand apparel platform; the Slideshare description only mentions current sales figures and growth ambitions without deeper market analysis.
Unclear competitive landscape and differentiation. While the deck describes production and delivery problems (minimum quantities, long lead times, cash‑based payments), it does not show comparative benchmarks versus existing regional or global print‑on‑demand platforms, leaving investors without a clear view of differentiation or defensibility beyond local context.
Sparse long‑term financial and funding roadmap. The Slideshare snippet notes ambitions to open an offline store and introduce membership fees, but the deck (as described) does not show detailed financial projections, unit economics beyond a granular cost breakdown, or capital requirements tied to specific milestones, making it difficult to evaluate scalability and funding needs.
Insufficient visibility on team capabilities. The available text emphasizes production and delivery logistics but provides no externally sourced information about the founding team’s backgrounds, prior experience, or execution track record, which limits an investor’s ability to assess founder‑market fit from the deck alone.

How an investor would read this deck

What draws attention

Evidence that local print shops in Myanmar require high minimum quantities, have multi‑week turnaround times, and that online payments are not yet widely adopted, validating the deck’s problem statements about production and cash‑collection friction.
Granular production and cost breakdowns reportedly included in the deck, which help investors understand unit economics for print‑on‑demand apparel in Myanmar and how MIMIBERRY might achieve profitability at small scale.
Early traction claims of 10 artists, 500 items sold per month, and $900 monthly profit, along with plans for an offline store and membership fees, which suggest some initial product‑market fit but require external validation.

Risks that stand out

No independent web or press sources currently substantiate the company’s existence, funding history, or ongoing operations beyond the Slideshare deck, creating material uncertainty about whether MIMIBERRY progressed beyond the early concept and initial traction claimed in the presentation.
The deck highlights Myanmar‑specific constraints such as low adoption of online payments and reliance on cash collection, which may increase operational complexity, limit scalability, and expose the business to payment risk and logistics bottlenecks.
If the model depends heavily on local printing partners with minimum quantity requirements and multi‑week lead times, MIMIBERRY may struggle to deliver fast, small‑batch orders—potentially undermining its value proposition versus more flexible global print‑on‑demand solutions.
The plan to expand into offline retail and introduce membership fees adds capital intensity and business model complexity, which could be risky without clear, externally verified evidence of sustained demand and strong margins.

Questions this deck invites

Can any external records or customer testimonials confirm the reported metrics (10 artists, 500 items per month, $900 profit) and the sustainability of those figures over time, beyond what is claimed in the Slideshare deck?
What is the legal and operational structure of MIMIBERRY in Myanmar (e.g., company registration, compliance with local e‑commerce and payment regulations), given that no external corporate filings or registrations have been identified?
How does MIMIBERRY source and manage printing partners, and what contracts or service‑level agreements exist to address the minimum quantity and long‑lead‑time issues highlighted in the deck’s problem slides?
What concrete steps has MIMIBERRY taken, if any, to transition from per‑item commissions to a membership or subscription fee model, and how has that affected artist retention and unit economics?
Are there any documented partnerships, press coverage, or platform integrations (e.g., payment services) that demonstrate traction or ecosystem positioning beyond the claims in the pitch deck?

What founders can take from the mimiberry deck

A deck that grounds its narrative in specific, local operational pain points—such as Myanmar print shops requiring large minimum quantities, long lead times, and cash‑based transactions—can make the problem vivid and credible for investors, even in less familiar markets.
Including granular production and cost breakdowns in a pitch deck helps investors understand unit economics and assess whether early profitability claims (like $900 monthly profit on 500 items) are plausible, especially in low‑margin categories like apparel.
Platforms serving creators can benefit from emphasizing how they reduce friction by handling production, sales and marketing, delivery, and cash collection, allowing artists to focus only on design and pricing; the MIMIBERRY deck’s solution slide clearly reflects this division of responsibilities.
Explicitly stating payout mechanics (e.g., loyalty fees paid at the end of each month) in a deck clarifies the revenue‑sharing model for creators and can build trust with potential platform users and investors by making financial flows transparent.
Ambitions to evolve from per‑item commissions to membership or subscription fees and to add offline stores should be accompanied by robust market sizing and financial projections; without them, investors may view expansion plans as aspirational rather than strategically grounded.

mimiberry pitch deck: common questions

What does MIMIBERRY do according to the pitch deck?

Based on the pitch deck, MIMIBERRY is a platform where artists in Myanmar upload their artwork, set a price for each design, and have the company handle artwork production, sales and marketing, delivery, and cash collection. Artists receive a loyalty (royalty) payment at the end of each month while MIMIBERRY manages the operational side of selling printed products like t‑shirts, mugs and phone cases.

What is contained in the MIMIBERRY pitch deck?

The deck is hosted on Slideshare under the title "mimiberry - an artwork t-shirts production and sale platform for artist" and contains around 31 slides covering the problem (high barriers for artists to produce and sell t‑shirts), the solution (a print‑on‑demand platform run by MIMIBERRY), operational details, costs, and future plans like offline stores and subscription fees. The OCR snippets show slides describing production and delivery challenges and a solutions slide outlining MIMIBERRY’s full‑service offering for artists.

What problem is MIMIBERRY trying to solve for artists?

From the deck text, artists face several issues: print shops require large minimum quantities; printing takes at least five days and customers end up waiting about three weeks for orders; artists do not know how to manage low‑budget delivery; and cash collection is difficult because online payments were not yet common in Myanmar. MIMIBERRY presents these pain points as the problem its platform solves by centralizing production and logistics.

How does MIMIBERRY’s platform work for artists, according to the deck?

The solution slide states that artists "just need to give their artworks" and "name their artwork price," while MIMIBERRY handles artwork production, sales and marketing, delivery, and cash collection. At the end of each month (28, 29, 30, 31), MIMIBERRY pays loyalty fees to artists, effectively turning the platform into a low‑friction way for artists to monetize their designs without upfront production or logistics burdens.

What traction and future plans does the MIMIBERRY deck claim?

The Slideshare snippet indicates that at the time of the deck, MIMIBERRY reportedly had 10 artists, sold about 500 items per month, and generated around $900 in profit per month, with ambitions to expand by opening an offline store, recruiting more artists, and eventually charging membership fees. These figures and plans are claims from the deck itself and do not have external verification from independent funding or company records.

Sources

Funding and outcome facts on this page were researched on 2026-08-22 from the pages below.

mimiberry pitch deck slides

mimiberry pitch deck slide 1 of 31 — mimiberry pitch deck — slide 1 of 31

mimiberry pitch deck slide 2 of 31 — mimiberry pitch deck — slide 2 of 31

mimiberry pitch deck slide 3 of 31 — mimiberry pitch deck — slide 3 of 31

mimiberry pitch deck slide 4 of 31 — mimiberry pitch deck — slide 4 of 31

mimiberry pitch deck slide 5 of 31 — mimiberry pitch deck — slide 5 of 31

mimiberry pitch deck slide 6 of 31 — mimiberry pitch deck — slide 6 of 31

What each slide of the mimiberry pitch deck says

Slide 2

Problems * Today, we see a lot of people who excited with graphic design, character design, visual art and other artworks. * Most of those people try to sell their artworks in many form. Such as Tees, Mugs, Phone covers, Handbags etc. Ez. : Ez. TT Lone. a RN =U 4 ’ ,. — ; a B- Eee wa, V4 %, pm ve) ) — Py a er

Slide 3

Problems (based on true story) f. ° ) A * NayNay is a passionate graphic designer. He has an amazing artworks for Tshirts. * Tosellitin online he has to do —

Slide 4

Upload items Upload design tee to facebook page Problems -Lack of own website, no e-commerce functionality, people hard to believe. -Need to standby 24 Hours for order (orders in Facebook often comes from comments and messages).

Slide 5

STEP 2 Production Go to Tshirt printing shop Problems - Need to have several number of t-shirt to print because printing shop does not accept low quantity. - Printing shop takes at least 5 days to finish his orders. - From the starting of ordered date his customer has to wait about 3 weeks.

Slide 6

STEP 3 Delivery Delivering T shirts Problems - Does not know how to make delivery with low budget. - Cash collection is plus. Because online payments still does not used to in Myanmar.

Slide 9

Solutions Artists * just need to give their artworks and * name their artwork price. We, MIMIBERRY will do e Artwork Production e Sales and Marketing * Delivery & Cash Collection At the end of the month (28,29,30,31) MIMIBERRY pay the loyalty fees to artists.

Slide text above is read directly from the mimiberry deck PDF embedded on this page.

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