Why You Cannot Avoid (Proper) Briefings

"He who does not know exactly where he is going should not be surprised if he ends up somewhere else entirely." This Mark Twain quote applies not only to life itself but also to work and, in particular, to the expectations associated with projects. Sometimes briefings are seen as a tedious task rather than an effective tool for process optimisation, quality assurance, and preventing unforeseen requirements.

It certainly happens that we are asked the following questions:

• How much does a website like this cost?
• What is the effort required for digital support?
• How complex is a newsletter design?

If only it were that simple. As a thought experiment, we often counter with: "How long is a piece of string, or how much does a house cost?" Because to provide a serious and well-founded answer, one needs far more than a single sentence or a reference; one must thoroughly examine the available information.

To be honest, the requirements are often so complex that, for good reason, we do not offer fixed prices for projects that extend over a longer period, grow, or are implemented cross-media. Even with detailed information, we value an agile approach, and it would be almost unprofessional to claim to estimate a project in the upper five-figure range down to the smallest detail based on a requirements specification without factoring in an enormous buffer, which would then be at the client's expense. Requirements change over time. Anyone who has implemented a larger project will know what I mean. We examine the features, define the User Stories, and carefully consider which ones belong in the first phase and which in subsequent expansion stages. Not every feature is business critical, and we are strong advocates of launching with a Minimum Viable Product (MVP). But we will cover this topic in detail in another blog post.

So, back to the point: Proper briefings simply save a lot of money and trouble! The points they should contain are always the same. Only the form and level of detail vary. In my view, every briefing should broadly cover the following points.

1. Information about the company or the initial situation

In the same way that contractors introduce themselves and explain their expertise, clients should do the same. A description of the company, its vision, a market analysis, and other factors such as strengths, weaknesses, or previous measures taken to achieve goals are essential so that contractors can link their own researched information with these and form a picture of the potential client.

Whether for a marketing campaign, an online presence, or complete digital support: the more detailed the information about the company, the more precisely one can respond to the client's wishes. There is no room for false ego boosts here. Clarity is the path to success.

And this is the moment for a clean slate: it is also the time to discuss why activities might not have delivered the desired output so far, why a well-thought-out strategy failed in implementation, or why a campaign missed the target audience by miles.

2. Problem statement / Objectives

Should brand awareness be increased, sales promoted, or interaction expanded? If the web presence no longer supports the company's goals, or if there are new requirements (responsive design, accessibility, usability, various technological approaches) that are currently not met, then a detailed description of the CURRENT and TARGET situation must be formulated for these specifications. What is currently going wrong and why? What requirements must be met to support the processes again? The path from the initial situation to the desired scenario is irrelevant, as this is precisely what the experts are there for.

One can discuss the meaningfulness and informative value of KPIs, and we have already covered this extensively in our recent article "5 KPIs for Digital Communication Success", but ideally, the analysis and performance information provided enable success measurement, so that project success can subsequently be made measurable. These could be, for example, CTR, leads, organic traffic, engagement rate, etc. If these are not available, it is necessary to create an analysis over a meaningful period in advance.

For all projects, it is helpful to outline a vision that goes beyond the current scope. This allows for consideration of aspects that might otherwise cause additional costs, for example, during a website expansion, as functions, templates, etc., would have to be completely rebuilt. A kick-off workshop is ideal for this, to review the requirements in detail with the client, check for feasibility, and thus identify any bottlenecks in advance.

3. Target groups

Targeting is just as important as the project goal, because each target group has its preferences and characteristics. Accordingly, a clear specification should be made, because whoever wants to reach all customers ultimately reaches no one properly. Thus, several subjects, differentiated content, landing pages, etc., may need to be developed and different channels chosen so that the desired impact is achieved with the defined target groups. The more precisely a segment can be defined, the better the chances that the measure will be effective. For example, it will probably not be very efficient to set up a campaign using Snapchat aimed at seniors or an online shop with atypical navigation when it comes to promoting sales.

4. Timelines

Time travel is unfortunately not yet possible, even if one sometimes wishes it were. When should the website go live or communication begin? Are there factors (seasonal fluctuations, events, etc.) that dictate the timeline? This information is essential for the contractor to plan resources and lead times accordingly. However, it is important to remain realistic and factor in buffers for individual milestones to mitigate risks and not jeopardise the final deadline. All responsible project partners should be aware of this information, as otherwise, false expectations will arise.

5. Budget

Especially in the development sector, client budgets often do not align with their wishes. However, this does not mean that it is impossible to achieve the goals with a reduced scope. The focus is then placed on business critical features, and a Proof of Concept is carried out with these, keyword: Minimum Viable Product. Time is money, and accordingly, the product should be brought to market quickly. This allows feedback to be collected, which can then be incorporated into further expansion stages. When considering the budget, not only external costs but also internal resources must be taken into account.

Conclusion

Anyone who brings partners on board who promise heaven on earth for a super bargain should quickly look elsewhere. We do not do it and advise against it. Creativity, expertise, and consulting simply come at a price. "Buy cheap, buy twice," as the saying goes. A truism that certainly has its justification.

Of course, I could provide more detailed information on each of these points, but in short, it can also be formulated as follows: Only those who are well briefed can deliver good work. However, to avoid any confusion, a good briefing is by no means a substitute for a concept or a requirements specification; rather, it serves as the basis for their development. With the help of a concept, a model that is not planned in detail is defined, which is then supplemented by the requirements specification. This then describes in detail how and with what the project goal will be achieved.

What are your experiences? What do you think is important in a briefing, which points absolutely must not be missing?