Case study: Strategia B2C i B2B - Satelitarny monitoring terenu

We’ve heard rumors that recently it’s been hard to see what we’re really doing 馃檪 Hence the idea to regularly publish short case studies of cooperation with customers. There are many interesting solutions and projects in our company and we hope that they will be equally interesting for you :). Sometimes, however, we do not write about them because either we are bound by a confidentiality agreement, or the project is in the research-strategic phase and cannot be shown yet :).

So, shall we begin?

Today we will talk a little bit about the space and geodetic industry 馃榾

馃搷 Who: A company that uses satellites to monitor terrain movements.

馃搷 What: Feasibility study of an application where residents could check their land information. As well as its business, marketing and sales strategy in terms of obtaining a grant from a space agency.

馃搷 Process: The whole process took six weeks. Each week is 1 sprint with a separate goal.

Sprint 1 & 2

We started by preparing and conducting interviews with users – examining their preferences regarding the functionality of the application, but most of all focusing on the problems they face in relation to land subsidence. It turned out that the problem was not necessarily related to the damage to the property, but to proving it before an insurer or an organisation that should take responsibility for the damage (e.g. a mine, a developer). The result was 4 personae, both those interested in using the application, and an exclusive persona (one that we knew would not be its user).

Sprint 3

In the 3rd sprint we focused on translating the personae, their problems and expectations into the shape of the product. Not only did we create a list of core functionalities, but also a list of selling points, service value chain and we designated groups of recipients, which on the one hand included the personae, but also spoke more about their market representation.

Pic: We analyzed the groups of recipients additionally in terms of their attitude towards the problem and knowledge about the solutions.

Sprint 4

We focused on creating a list of system requirements from the point of view of target groups, as well as the Unique Value Proposition provided for them. We then divided these requirements into those that should be included in the MVP and those that can be added iteratively in subsequent versions of the product.

Sprint 5

The next step was an in-depth analysis:

  • of the competition (we paid attention to how the recipients solve this problem at the moment in order to find market advantages, but we also analyzed the competition’s business models and their marketing activities),
  • of the market (where – in which locations in the world the solution is applied, what is the estimated market value, how the settlement conditions change, etc.),
  • of risks (which may affect the success or failure of the project),
  • of benchmarks (examples of solutions from other markets with similar functionality, similar business model, etc.).

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

At this stage, an initial proposal of a business model was prepared and presented to the client.

Sprint 6

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


  • It turned out that B2B partners are the main source of revenue in the product whose users will be individual customers. So we are dealing here with a classic B2C2B model.
  • The starting point here was to popularise information obtained from satellites in order to bring value to the inhabitants. Therefore, the originally established groups of customers significantly influenced the shape of the product and its business model.
  • The business model assumes that the product will immediately be scaled up to international markets, taking into account the size and value of individual markets, among other things.

All this only in English, in MVP versions and for the developed version of the product (assuming leaning of course) and in 6 weeks 馃榾


The project was presented to the Agency dealing with space projects and (allegedly)… It is shown as a reference model for other entities 馃榾 馃槀 It has been very highly rated and is currently being processed for implementation.

The team

The project was carried out in a team of 3:

  • Tomasz Osowski – UX Research
  • Katarzyna Smole艅 – business analysis
  • me 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
Beata is a strategist, marketer and lean consultant with over 14 years of experience in the international market.

She helps companies create and/or optimize their business model, and translate it into effective strategies, tactics and specific actions. She is the author of Lean Marketing Sprint, a method for creating marketing campaigns, and Values Poker, a tool for working with values.

As a speaker Beata performs at Polish and international conferences (e.g. Lean Startup Days Paris, VC night by Viva Technology, Open Living Lab).

Beata also has experience in organizing and designing acceleration programs such as Google LaunchPad Warsaw & WARP by Deutsche Telekom, T-Mobile & Cisco.

Case study isn't enough?

Would you like to learn about the whole process and how we could carry it out in your organization?

Let's talk