For early-stage founders, especially those raising capital for the first time, a pitch deck is a tool to communicate clarity, readiness, and vision. In fast-growing startup ecosystems like Vietnam, where investor conversations are becoming more frequent and competitive, a well-structured deck can help set the tone and direction of a funding round.
Sample pitch decks are commonly shared as references — often with 10 to 12 slides covering the basics: problem, solution, market, traction, team, and financials. These templates can be useful starting points, but the real value lies in understanding why each slide exists, what role it plays, and how to adapt it based on stage, sector, and audience.
Investors don’t expect every pitch to follow the same format, but they do look for a few key signals:
- Does the founder deeply understand the problem they’re solving?
- Is the market opportunity clear and specific?
- Can the team execute the vision with focus and speed?
- Is there early evidence that something is working?
A solid pitch deck doesn’t just present facts — it builds a narrative. Founders often assume that adding more slides, stats, or visuals will impress, but in reality, clarity beats complexity. Each slide should serve a purpose: to build trust, answer investor questions before they’re asked, and guide the conversation toward what matters most.
This article takes a slide-by-slide approach to help you understand what each section in a sample pitch deck is designed to do — and how to make it meaningful based on your own startup journey.
Problem, Solution, Market — Setting the Foundation
Slide 1: The Problem
This is where the story begins. A strong pitch opens by defining a clear, specific problem — one that investors can immediately understand and recognize as worth solving.
Avoid vague or overly broad issues. Instead, focus on real pain points backed by simple observations, user quotes, or data. For example:
- Weak: “People want better food options.”
- Stronger: “Urban office workers in Vietnam spend 30+ minutes daily waiting for lunch — with few affordable, healthy options.”
This slide is not just about showing a problem — it’s about showing that you’ve lived with it, studied it, and are obsessed with solving it.
Slide 2: The Solution
Now that the problem is clear, this slide introduces your product or service — not in exhaustive detail, but in a way that directly responds to the problem just presented.
Founders often jump too quickly into features. Instead, describe the core idea simply and visually:
- What is it?
- Who uses it?
- What’s different about it compared to alternatives?
Avoid jargon. A strong solution slide helps investors say: “This makes sense — I can see why it’s needed now.”
Slide 3: The Market
This is where many decks lose credibility. Instead of quoting billion-dollar total addressable markets (TAM), show that you understand who your real users are, how many of them exist, and what they spend. Use real numbers when possible — even if modest — and explain how the market will grow.
In Vietnam’s context, highlighting emerging trends, digital behavior, or underserved segments can add depth.
Together, these three slides form the foundation of trust: that the founder understands the context, the pain, and the opportunity ahead.
Product Demo, Traction, and Business Model — Building Credibility
Slide 4: Product Demo or Walkthrough
Once the solution is introduced, this slide helps investors visualize how it actually works. A few clean screenshots, a short user flow, or a link to a live demo can be powerful — especially if the product is already functional.
Avoid cluttered interfaces or technical diagrams. Instead, focus on what the user sees, does, and feels. If possible, connect it back to the problem slide:
- What does the user experience from start to finish?
- How is the solution better or faster than the status quo?
If you don’t have a built product yet, explain what’s being built, and show a preview or prototype.
Slide 5: Traction
This is where investor interest usually deepens — or drops. Early-stage traction doesn’t mean explosive revenue. It can be:
- User growth
- Retention rates
- Pilot results
- Testimonials
- Strategic partnerships
What matters is that there’s momentum. Use simple charts or key milestones to show movement. Focus on quality over vanity: 1,000 active users with 40% retention is more compelling than 50,000 one-time installs.
In Vietnam’s startup scene, showing real traction — even at small scale — demonstrates that the market is responding.
Slide 6: Business Model
Here, clarity matters most. How do you plan to make money? Is it B2C, B2B, subscription, transaction, freemium?
Founders sometimes hide this slide or complicate it. But investors want to see you’ve thought about unit economics, even if the business model will evolve.
If you’re pre-revenue, share assumptions. If you’re generating revenue, share basic metrics like CAC (Customer Acquisition Cost) and LTV (Lifetime Value), and how you’re improving them.
These three slides help investors assess execution strength and commercial logic — critical elements before talking about funding.
Slide 7: Go-to-Market Strategy
A great product is not enough — investors want to know how you plan to reach users. This slide should outline your acquisition channels, sales approach, and early growth tactics.
Avoid vague terms like “social media marketing” or “viral growth.” Instead, explain how your target users will hear about you, try your product, and convert into active customers.
For example:
- Will you partner with schools, clinics, or SMEs?
- Will you launch through specific digital communities?
- Are there low-cost, high-trust distribution channels in Vietnam you can tap into?
If you’ve already tested channels, show results. If not, share a clear plan and rationale.
Slide 8: Competition
This slide is not just about listing names — it’s about showing that you’ve studied the market and know where you stand.
Create a simple comparison matrix or positioning map. Highlight your key differentiators: are you faster, more affordable, more localized?
Avoid claiming “no competitors.” Every problem has some existing workaround or solution. The goal is to show why now, and why you.
Slide 9: Team
Investors often say they invest in people first. This slide introduces the core founding team — and why they’re suited to build this company.
List names, roles, and 1–2 key strengths per person: past startup experience, domain expertise, technical skills, or strategic networks.
For gaps (e.g. no tech cofounder), be honest and explain how you’re filling them.
If you have key advisors, briefly mention them — but don’t overemphasize.
These three slides work together to answer a core investor question: Can this team bring the idea to life — and scale it responsibly?
Financials, The Ask, and Closing — Ending with Clarity and Confidence
Slide 10: Financials
This slide provides a snapshot of your startup’s financial outlook — not just to show numbers, but to communicate how you think.
At early stage, investors aren’t looking for perfect forecasts; they want to see reasonable assumptions, cost awareness, and business logic.
Typical content includes:
- Projected revenue and expenses (12–24 months)
- Key cost drivers (e.g. marketing, hiring, tech development)
- High-level unit economics (e.g. customer acquisition cost vs. customer lifetime value)
Keep it clean — 3–5 rows or visual summaries are enough. Include footnotes only if necessary.
Slide 11: The Ask
This is where you state how much you’re raising, what for, and the general terms (if any).
Be specific:
- How much funding? (e.g. $500,000 seed round)
- How long will it last? (e.g. 18 months runway)
- How will it be used? (e.g. 50% on product, 30% on marketing, 20% on team)
If you’ve already secured a lead investor or part of the round, mention it. Transparency here builds trust.
Slide 12: Closing / Summary
End strong. Use this slide to recap your story in one sentence, include your contact info, and leave a final impression.
Some founders add a short mission statement or tagline here. Others return to the core problem they’re solving — and the future they envision.
No need to oversell. A calm, confident close reinforces credibility.
When done well, these final slides shift the conversation from curiosity to commitment — helping investors understand not just your idea, but your readiness to move forward.
