Describe the problem and its evidence
Start with what is happening today. Perhaps customers repeatedly ask whether an accessory fits, the team cannot maintain specifications consistently, or a seasonal campaign takes too long to prepare. Include an example URL and a short account of the task that breaks down.
Separate observations from assumptions. “Customers ask about packed dimensions” is an observation. “A new design will double sales” is an untested prediction. A useful brief states the desired behaviour and leaves room to investigate the cause. If there are several problems, identify the one that matters most to the project.
Explain the catalogue, not only the product count
Two stores with the same number of products can need very different work. Describe variants, technical fields, compatibility, bundles and the source of images and descriptions. Include a few products that demonstrate the difficult cases, not just the cleanest listing.
Record the systems and people involved in changing stock, prices and product information. If data is maintained in several places, say which source should win when values disagree. That decision affects migration, integrations and the everyday work of managing the store.
- Approximate product and variant counts.
- Markets, currencies and customer groups in scope.
- Required product specifications and compatibility relationships.
- Stock, fulfilment, payment and accounting connections.
- Content that exists, content that needs work and who will prepare it.
Make quotes comparable by naming the work
Ask proposals to distinguish discovery, design, development, content preparation, migration, integrations, testing and handover. Name the core templates and any special journeys. Agree whether the team is configuring an existing theme, extending it or creating a more extensive design system.
Include ongoing costs and internal effort in the comparison: platform subscriptions, apps, licences, content entry and training. A quote that leaves product data cleanup with you may be perfectly reasonable, but it is not directly comparable with one that includes that work. An indicative budget helps identify which scope is feasible before detailed estimating.
| Area | Question |
|---|---|
| Scope | Which templates, data sets and integrations are included? |
| Content | Who writes, approves and enters it? |
| Change requests | How is additional work agreed and priced? |
| Launch | Who approves, releases and checks the store? |
| Aftercare | What is included, for how long and with which response expectations? |
Define what a finished project must do
Describe a few acceptance tasks in customer language. For an outdoor store, that might mean finding a tent by intended use, comparing packed dimensions and buying the selected variant on a phone. Include staff tasks too, such as adding a product with all required information or processing an order in the warehouse system.
Record any fixed date and explain what makes it fixed. A campaign launch, stock arrival and preferred design deadline carry different consequences. Access, content approval and operational sign-off all belong in the schedule. Name a decision-maker who can consolidate feedback.
A short brief you can send today
Use the prompts below as the start of a conversation. Leave an item as “to investigate” if you do not yet know the answer. Clear uncertainty helps scope discovery; an invented requirement creates work that may not be needed.
- Our store and the products we sell are…
- The main problem we want to solve is…
- An example customer or staff task is…
- The systems that must keep working are…
- We can provide these assets and this content…
- Our approximate budget and intended timing are…
- The people who will approve the work are…
Want a second pair of eyes?
Tell us about your products, your current store and what needs to work better. We’ll discuss a suitable scope before you commit to paid work.
Talk through your website brief