Every conscious company knows that without marketing there is no sale and vice versa, so the better the two departments function together, the higher the company’s results (not only financial).  How to create a marketing and sales strategy? Read the case study of the project to create such a strategy for VSoft – a Krakow software house from the fin-tech industry.

From the following case study you will learn:

  • how to carry out the process of organizing marketing and sales activities in your company,
  • how to figure out the needs and expectations of the team using Team Canvas,
  • what are the benefits of a qualitative analysis and why it is worth supplementing it with a quantitative one,
  • how to validate hypotheses in the form of workshops.
VSoft, fin-tech industry
Itroduction to marketing and sales strategy
Cooperation period
November 2019
Number of sprints
Number of people in the project

Project context

VSoft is one of Krakow’s largest software houses creating software for the financial industry, with over 20 years of experience in the fin-tech industry. As a result, the company can boast of a case study of cooperation with the largest financial institutions in Poland, mainly in areas such as debt collection, insurance, loans and reporting. The company bases on its own technology in the form of ready-made components and products that it applies to clients. 

In October 2019, VSoft came to us with the need to organize its marketing & sales activities. Due to the multitude of services and products, the company’s marketing was very extensive on the one hand, and dispersed on the other. Our goal was to build an “introduction” to the strategy, which would allow marketing and sales teams to improve their daily activities, while increasing the promotion of the company inside and outside.

Together with Beata Mosór-Szyszka, we divided our work into 3 stages, according to the process:

Thanks to qualitative analysis, we got to know the team and its expectations. Quantitative analysis allowed us to get acquainted with marketing and sales data, and the collected information was the basis for creating a list of recommendations, which we finally validated with project stakeholders.

Sprint 1: Qualitative analysis

Kick-off workshop

We started the project with a kick-off workshop, thanks to which we met the team, the structure of the company as well as the goals and expectations of its members. To facilitate the implementation of this task, we used the Team Canvas tool, which allowed us to interactively collect and organize all the previously mentioned elements.

We used Values Poker cards to determine the value of team members. The workshop participants’ task was to choose three cards from a deck of 40 universal values and justify their decision. Everyone understands and interprets a given value differently. Importantly, the deck is divided into 4 categories according to the DISC methodology, which facilitated the initial verification of each person’s personality.

What was the result of the workshop – why did we do all this?

  • Specific goals and expectations for the project,
  • Team competence map with a list of competences/features to be completed,
  • Batch for team DISC analysis (personality types)

Individual in-depth interviews

The one who knows Project: People knows that we love to research and thanks to this our final recommendations are even more holistic. As a complement to the workshop, together with Beata, we conducted individual in-depth interviews with team members and with directors of individual areas in the company.

We wanted to get answers to questions about:

The result of the interviews was a batch for SWOT analysis of marketing activities, a batch for resource analysis, DISC analysis of the team (personality types) with recommendations regarding compensation.

Sprint 2: Quantitative analysis

With a batch of qualitative analysis, we began researching and analyzing resources. Our goal was to familiarize ourselves with existing marketing and sales activities and the structure of resources in the company.

Why do we perform quantitative and qualitative analysis?

Qualitative analysis allows us to get to know people and their aspects in greater depth, thanks to empirical action. It is an ideal starting point in the project. At this stage, we often draw the first conclusions, which, however, are not completely and precisely validated. Quantitative analysis comes in handy – in this way we verify our hypotheses. In the project for Vsoft we subjected such analysis to:

  • activities on individual marketing channels,
  • marketing and sales funnel,
  • KPI & USP & metering,
  • offers & sales activities,
  • internal processes & communication,
  • competition & partners,
  • current strategy.

Thanks to the results of both analyzes, we were able to easily draw conclusions based on which we prepared recommendations for the client along with prioritization and tools necessary for their implementation.

marketing and sales

Sprint 3: Validation & recommendations

Initial validation workshop

We started the third week of work in a non-standard way – workshops in the form of Open Space Technology and individual feedback sessions. On the one hand, it allowed us to validate another part of the hypothesis, on the other, it prompted the team to discuss and work on issues relevant to the brand’s strategy.

Wait a minute, but it wasn’t planned! That is why we are called the strategic lean agency! The process and its individual elements are tailored to the client’s needs. Thanks to the process established at the beginning (consistent with expectations and goals), we operate in an orderly manner – everyone knows what will happen, when, why and what is the expected result. At the same time, we monitor the results on an ongoing basis – if something needs further research or verification, we modify the process. At VSoft, we needed additional validation, which is why we organized a workshop.

Two methods of work were used to implement the workshops:

I. Open Space Technology – at the beginning we collected the topics that participants considered important for discussion. Then, by voting, we selected the six most important ones. Discussions were held in three groups simultaneously. Anyone could join a topic that interests them the most and which they would like to speak on. Thanks to the “two-feet” principle, each participant could also change the discussion group at any time. As a result, within 1.5 hours, the teams developed specific solutions on 6 different topics!

II. Individual feedback sessions – in order for the inter-departmental communication and among the members of individual teams to function even better, we conducted individual feedback sessions. The participants’ task was to talk “1×1” with other colleagues and to give mutual honest feedback.

A high level of endorphins was a side effect of the workshop. Where there is joint discussion and feedback, magical things happen. 🙂

Final validation workshop

Based on the knowledge gained during two weeks of work and the initial validation workshop, we began to create an introduction to the strategy, which included:

  • team competence map,
  • SWOT analysis of marketing activities,
  • KPI & marketing and sales goals, metering
  • marketing, sales and analytical funnel
  • touchpoint map
  • roadmap of marketing and sales activities

Bearing in mind the desire to quickly implement the activities recommended by us, we have prepared a package of tools for the team and a tactical plan to facilitate the implementation of the strategy in the company.

The final validation workshop is used to summarize activities. It was there that the effects of our work were presented. The presentation itself took over 2 hours!

Project summary – in numbers and more


weeks to prepare the strategy


individual in-depth interviews


marketing & sales recommendations

What’s next?

We already have an introduction to the strategy, now it’s time to implement! That is why the VSoft team has started a series of activities enabling the implementation of recommended actions in everyday work. We also know that in the next step the customer wants to create a comprehensive strategy that will cover both marketing & sales activities in Poland and abroad.

What makes us particularly happy is the fact that many of the activities recommended by us were implemented immediately, which we can observe on social media channels, for example. Keep it up! 🙂


And what does the client – Sales and Development Director – Jakub Głąb think about the whole process and effects?

Project: People has made an introduction to marketing strategy for VSoft. The aim of the project was to identify and analyze existing marketing and sales activities, strengthen cooperation between the marketing and sales team, improve the efficiency of both teams and help build an efficient marketing and sales process along with a proposal to use specific tools for its implementation and measurement.

Workshops and meetings carried out as part of the project allowed the company to analyze the resources at its disposal, create a team’s competence / specialization map, set marketing and sales goals, and develop a marketing, sales and analytical funnel.

The result of the 3-week workshop was the recommendation of marketing activities presented by the Agency. It was also an indication of valuable tools that will improve the work of teams and the priorities that each team should choose for the upcoming months.

With full responsibility, I recommend Project People as a professional Agency with creative experts who conducted team analysis in an interesting way, accurately diagnosed the needs of team members and recommended actions that the company should take to create a good marketing strategy and its effective implementation.

Jakub Głąb, Sales and Development Director, VSoft

Tools, methods and techniques used in the project

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

Author of the Case Study

Katarzyna Golonka Lean Marketing Consultant
In business for five years, during which she managed a team of over a dozen people, created cycles of business events, co-created and managed the company. Currently, she specializes in Content Marketing and Personal Branding.

She helps companies to find their own "I" in business and to communicate it externally (marketing & business strategy).

Involved in numerous social activities. She is a certified Business Coach. She conducts workshops on the overlap of strategy & marketing. Author of texts for industry portals, including New Marketing, Marketing in Practice, E-commerce & Digital Marketing.

Other members of the team

Beata Mosór-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.