Strategic Designer
Project Manager
S&I Corporation
Digital Transformation Team
GTM Strategy
Product Roadmap
4 months
In-depth Interview, Card Sorting
Survey, Behavioral Analysis, JTBD
Lead Consultant
UX Designer
S&I Corporation, a major player in Korea's facility management industry, sought to expand into the small building management sector. Given the lack of structured digital service models in this segment, our goal was to develop a strategic market entry plan by leveraging UX research, market analysis, and business innovation approaches.
- Identify core customer pain points and existing service gaps.
- Explore opportunities for digital transformation in a fragmented market.
- Develop a scalable and sustainable business model tailored to this segment.
Delievered comprehensive, actionable market entry strategy, consisting of:
✔ Customer Segmentation & Value Proposition
Identified high-potential user segments
Defined key user needs and differentiated service value.
✔ Service Model Framework
Developed a digital-first service structure based on core user journeys and JTBD
Aligned functional priorities with user pain points
✔ Go-to-Market Strategy
Proposed product roadmap and pricing tiers based on willingness to pay.
Integrated supplier feedback to ensure supply-side feasibility.
I took charge of recruitment, planning interview protocol, and leading the 8 interviews.
Conducted an industry landscape analysis by reviewing digital services in the Proptech market. Combined with insights from internal stakeholder workshops, this informed initial hypotheses about target customer characteristics and pain points.
1. Self-managing owners are the main users who will engage with the platform.
2. Leasing feels urgent, but facility management gets delayed even though it matters.
3. Facility management has hidden risks like legal issues, no vendor visibility, and no digital tools.
Focus on understanding building management users' experiences and the challenges they face, as well as identifying areas for improvement and the reasons behind their needs.
I took charge of recruitment, planning the interview protocol, and leading the 8 interviews.
Key Questions
How do they manage their building?
What does "management" mean to them?
Which aspect do they consider most important?
We broke the problems into three types of pain points and turned them into opportunity areas for new service ideas.
I facilitated a workshop to synthesize research findings and extract key strategic insights.
Collected qualitative feedback on what resonated with them and what needed improvement.
Test Questions
Does the solution align with actual user pain points?
What makes users want to try the service?
User Feedback
Seek cross-category service coverage (repairs, interior, legal, etc.)
Value trustworthy vendor matching
Highlighted the need for responsiveness and reliability
Show demand for task automation, tracking, and visibility
Conducted a survey targeting users with high initial interest and validated their intent to use and willingness to pay.
User Feedback
49%
Respondents rated the service 4 or 5 out of 5 in terms of how helpful it would be in their actual work.
43%
Respondents were willing to pay for enhanced services.
Most preferred pricing range: ₩0–30K/month: 35%
Strategic Recommendation
We interviewed 10 service providers and uncovered three key factors required for entering the small-to-mid-sized building market.
1. Securing a minimum volume of small-scale repair projects
2. Guaranteeing on-time payment within agreed timelines
3. Eliminating high intermediary fees, especially those charged by real estate agents
