Case Studies

B2C and B2B strategy – Satellite monitoring of the site

Case study: Strategia B2C i B2B - Satelitarny monitoring terenu

We have heard the rumours that recently it has been hard to observe what we are doing:) Hence the idea to regularly post brief case studies on cooperation with customers. We have plenty interesting solutions, projects and we hope that they will be equally interesting for you:) Sometimes, however, we cannot write about them because we are either obliged by confidentiality agreement, or the project is in strategic and R&D phase and we cannot show it at the time 馃檪

So shall we start?

Today we will tell you a little about space and geodetic industry 馃榾

馃搷 Who: A company dealing with the use of satellites to monitor land movements.

馃搷 What: The feasibility study of the application which would allow residents to check information on their land, as well as their business and marketing and sales strategy for obtaining a grant from the space agency.

馃搷 process: The whole process lasted 6 weeks. Each week is 1 sprint for a separate purpose.

Sprint 1 & 2

We started with the preparation and conduct of interviews with users – by examining their preferences concerning the functionality of the application, but primarily focusing on issues they have to face in connection with land subsidence. It turned out that the problem is not necessarily related to the damage on the property, but proving it to the insurer or organization that should take responsibility for the damage (for example, a mine, developer). The result involved 4 persons, both those interested in using the application, but also an exclusive persona (one that we knew would not be its user).

Sprint 3

In the 3d Sprint, we focused on transferring the personas, their problems and expectations on the shape of the product. Not only did we develop a list of core functionalities, but also a list of selling points, service value chain and we managed to determine groups of recipients which on the one hand, included the personas, but also referred more widely to their market representation.

Pic: In addition, we studied the audience for their attitude to the problem, as well as knowledge of the solutions.

Sprint 4

We focused on creating a list of system requirements from the point of view of the audience, and also Unique Value Proposition provided for them. Then, we divided these requirements into those which should be included in the MVP, and those that may be added by iteration in subsequent versions of the product.

Sprint 5

The next step was an in-depth analysis of:

馃 the competition (we first pointed to the way the recipients solve the problem at a given moment, to find market advantages, but we also analyzed the business models of the competition and their marketing activities),

馃 the market (where – in which locations in the world the solution is applied, what is the estimated value of the market, how settlement conditions are changing, etc.)

馃 the risks (what can affect the success or failure of the project)

馃 the benchmarks (examples from other markets with similar functionality, similar business model etc.)

Pic: An excerpt from the table of contents of the resulting document

At this stage, we also developed an initial proposal of the business model which was presented to the customer.

Sprint 6

In the last Sprint, we precisely described the final business model, as well as the marketing and sales strategy. They included such elements as: the values delivery chain, products and services that can be sold as part of the application, USP and UVP for partners, customers and recipients, specific marketing and sales channels along with their application, sales forecast, schedule of market entry and cost estimation. Trivia:

  • It turned out that the main source of income for the product that will be used by individuals are the B2B partners. So we are dealing here with a classic B2C2B model.
  • The starting point in this case was to promote information obtained from satellites to bring value to the residents. That’s why originally determined groups of recipients significantly influenced the shape of the product and its business model.
  • Business model assumes immediate scaling of the product to international markets, also due to the size and value of the individual markets.

Everything is in English, in versions for MVP and for the developed version of the product (assuming it lean nature of course) and in 6 weeks 馃榾

Effect …

It was presented to the agency responsible for space projects and (apparently) … it is shown as a model for other entities 馃榾 馃槀 It was very highly rated and it is currently processed.


The project was carried out in a team of three persons:

  • Tomasz Osowski – UX Research
  • Katarzyna Smole艅 – business intelligence
  • and I 馃檪 that is, Beata Mos贸r-Szyszka – coordination and strategy

Project team, i.e. who was responsible for what

Author of the Case Study

Beata Mos贸r-Szyszka CEO & Lean Strategist at Project: People
Wsp贸艂za艂o偶ycielka i CEO w Project: People- strategicznej agencji specjalizuj膮cej si臋 w metodach lean. Firma nie ma oferty - pracuje bezpo艣rednio na potrzebie/problemie, rozwi膮zuj膮c kluczowe trudno艣ci i wspieraj膮c realizacj臋 najwa偶niejszych cel贸w biznesowych klient贸w, by usprawni膰 dzia艂anie ich firm / projekt贸w / marek. Beata jest autork膮 metody tworzenia kampanii marketingowych - Lean Marketing Sprint oraz narz臋dzia do pracy na warto艣ciach - Values Poker. Jest r贸wnie偶 mentorem Google LaunchPad w obszarach Marketing i Produkt.

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