How to build a B2B channel that sells without millions of views: lessons from Propan Guru
B2B marketing is still dominated by the belief that high-margin services can only be sold through sales relationships, referrals and meetings. The story of Tomek Szultki and his channel Lekcje Propan Guru shows something different. It turns out that a channel about gas installations can genuinely generate sales without huge reach.
It's a story about strategy, testing, originality and consistency that attracts clients who are ready to pay more for a service. In the background there is also a price war, which Tomek's company deliberately walked away from in favour of educational marketing.
Watch the conversation (in Polish).
Full episode of the SUURowo o marketingu podcast.
The problem that launched a YouTube channel
The impulse to start a YouTube channel wasn't a desire to create content, but price pressure. In the year the channel launched, many competitors with lower prices entered the market. Tomek recalls that he was looking for a way to sell at a high price without a price war. Education became the alternative to discounting the service.
Before the first recording, Tomek prepared a list of about seventy episode topics. This helped him avoid creative paralysis and gave him a rhythm.
The channel didn't come from a creative idea, but from an obsession with clients' problems. Tomek takes part in selling installations himself, which keeps him in touch with real objections and doubts. Inspiration also comes from building sites, thanks to the installers' work. As a result, the content is very practical, based on real situations and experience.
Expertise instead of ego and virality
From the start, Tomek assumed that the channel had to sell, but not necessarily appeal to everyone. You can see this idea throughout the whole project.
An important part was working on formats for different stages of the client's decision. Episodes about excavation work have very low viewership but a very high completion rate. These are the videos that work once the client has chosen the technology and needs reassurance that the investment will go smoothly. Content like this doesn't get millions of views, but it has a big impact on conversion.
The production process behind the scenes
The format is no accident. The whole process has been organised. The team consists of a camera operator and an editor. Production takes place once a month on a single shooting day, when five or six episodes are made. Tomek watches the edited versions and gives precise feedback on inserts and technical accuracy.
Interestingly, Tomek stresses how important it is for the editor to know the industry and be able to catch mistakes. This is a rarely discussed aspect of B2B video. Most companies assume the editor doesn't need to understand the product. At Propan Guru it's the opposite: the team behind the camera has to know what matters to the client and what drives their purchase decision.
Metrics matter!
For business owners, the key question is how to measure effectiveness. In this case, the channel increased sales beyond the home market. The company used to operate mainly in four regions. After the channel launched, clients appeared from completely new regions without any salespeople. That is undeniable proof that YouTube really sells.
Tomek doesn't inflate the numbers with ads. He wants to see real data. He says he allows ads when there is a clear sales goal, such as promoting a gas shop with delivery. Subscriber growth is not a measure of success. Watch time and the number of clients who say they came from YouTube matter more.
Education instead of influencing
The channel doesn't try to achieve the results typical of lifestyle creators. In B2B, it's not about broad reach. It's about reaching the right decision-makers at the right moment in the buying process. Tomek notes that the first client from YouTube came before the channel even had its first hundred subscribers. This is consistent with the logic of B2B niches: reach matters less than a precise fit.
Takeaways for B2B companies and SMEs
This case offers several important lessons for companies that sell high-margin services:
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