We’ve just celebrated our 3rd birthday and so I’ve put together a set of three posts looking at what we’ve learnt in those three years, as well as how those learnings will shape what we do for the coming year.  In this final post I talk about how miggle will start to align itself around what is one of its key advantages.  Being based in Brighton & Hove.

Brighton & Hove is a genuine, world class, digital hub.

If we can plan an effective project for a client, why would we pretend to be a full service agency when we could instead help clients manage delivery through a network of specialist businesses? They still get their single point of contact, but they get an open process, based on sensible technology, managed by specialists, which is genuinely built for the long term. Brighton & Hove can offer this and miggle can potentially base its future around focussing delivery so clients benefit from this.

What does this mean for miggle.co.uk?

It means leaner costs for us in the future – at least in the short term. Over the last 9 months we’ve been cutting back on costs to enable us to work in a more efficient way and to offer a high end service to those businesses who see the value in working in an open culture. There are several philosophies underlying this.  The continuing surge in social media and the rise of local content (and its tie ins to mobile and geo-enabled services) makes right now one of the most exciting times to be working for a small Internet business.  The professional challenges open here are vast and the opportunities become wider and so much more tangible when there’s a chance to collaborate with other people and small businesses.

But there is a more important, over-arching, defining lifestyle reason too. The prime objective for wanting to cut back and focus is because the current scattergun approach to winning work just wasn’t going to work on a personal or family level over the long term. That’s important to me. My clients and my staff are of prime importance to me and my business – but I run miggle, first and foremost, for the benefit of me and my family.

What does it mean for clients?

It might mean you hear us say ‘No Thanks’ a few more times to offers of jobs – but we’ll always try and back that up with a recommendation or suggestion as to how that request can be delivered.  But hopefully, for all of our current clients, who’ve been the key behind our growth so far, and those we’ll hopefully win in the future, it’ll mean that miggle will be better placed to help the web work harder for their businesses – which was the key behind setting up the company in the first place.

Based in Brighton and Hove, East Sussex, contact miggle.co.uk for website development, content management and online media services in the UK and worldwide.

We’ve just celebrated our 3rd birthday and so I’ve put together a set of three posts looking at what we’ve learnt in three years, as well as how those learnings will shape what we do for the coming year.  This is the second post, in which I talk about the importance of editorial content management to miggle, as well as how lack of planning, or an over- reliance on full service agencies, can be bad for business continuity planning (BCP).

Editorial content management

We’re in the editorial content management business because we understand what it is that web audiences want, alongside our clients’ business objectives in this area and we are able to link the two. Where we’ve been able to effectively demonstrate this, we’ve found we’re able to develop the business relationships we have into other areas of work. For this to add value to both client and supplier, the client ideally needs to make the sort of investment in our services that allows us to deploy the best, most cost-effective resources we can.  Retained business over the long term.  Where we can make it work that way, then this area clearly remains a priority, although we fully understand that for every business this isn’t always easy to do.

Our work in this area is daily – genuinely 365 days a year. It’s where our highest profile clients come from and we wouldn’t get the work we do if we didn’t acutely understand client objectives or weren’t able to deliver to time and to budget every time. We know this is a powerful sell when we go to clients in other business areas.  We want prospective clients to recognise that we understand their audiences and that our solutions will not only do what it says on the tin, but that the tin will be delivered before its best before date.

The full service agency doesn’t really exist. Everyone knows it.

Sometimes we find client decisions are not made on ‘how much can you do it for’ but ‘can you do it’ – often to a timeframe where the project plan has gone AWOL, if it even existed in the first place.

It’s easy to go to a full service agency when you’re spending someone else’s money. You know they’re a middle man, but you don’t care as long as there’s someone at the end of the phone and/or to take out for an expenses lunch.

In some respects, this is a reasonable enough approach, you need a single point of contact. But there’s no reason why in 2010 we need to uphold the myth that this is delivered by full service agencies alone, which have these unfathomable depths of skills and resource.  Because they don’t.  My belief is that when your agency is dependant, beyond its key ’suits’, on a transient bunch of freelancers and contractors, then it cannot deliver future proof, business continuity compliant solutions. It can offer short term solutions that will work in the short term. That’s it.

If there’s one thing I’ve learnt in three years of miggle it’s this. The Internet is too broad an area for any one agency to claim it can offer the full breadth and depth of services required continually by your business. If it could, it’s cost base would be so large it would not be able to win any business profitably.

If you don’t let experts plan your online developments your project will fail.

The best case studies I have had in three years are unfortunately the ones I can’t publish.  I expect every business like ours is the same.  They are the ones where potential clients came to us with big ideas, who nodded sagely in agreement at meetings when we talked about the benefit of planning their projects, but who retrospectively decided that the JFDI approach was actually the best. In one case, 18 months on, one of those sites is still a holding page, the business jumping from Powerpoint presentation to development with no interim stages, all because they weren’t prepared to spend what would probably amount to 10% of their project’s over all cost to plan out the project sensibly.

Fortunately, we’ve found, in these tough times, that the best clients to work with have been those who see that effective execution can be done at speed without charging towards the coding team like a bull at a gate.  More like those please!

Based in Brighton and Hove, East Sussex, contact miggle.co.uk for website development, content management and online media services in the UK and worldwide.

When I work on any online project, I always try and apply the same process to it, whatever the size of the undertaking. This process is based largely on one I used at Yahoo! In my experience, the trick to being able to use this successfully is to apply it in such a way that you don’t get bogged down or overwhelmed by process. For example, in some projects one of the stages detailed below could be a conversation, in another, it might be a 50 page document.

Stages of the Process

In most instances, we’d expect prospective clients to come to us with 1 and 2 below:-

1 Ideate

What’s the core creative idea for the site?

2 Define Market Requirements

What are the requirements of the website? (in essence this is similar to what is covered in the miggle.co.uk client briefing form) What’s the market? Who are the competitors? On what criteria will the website be judged a success? What do budgets and timescales look like?

You can find more information on writing your brief here.

Stage 3 and 4 depends on the size of the project. If it’s a straightforward build in a content management system (CMS) and we’ve got a clear idea of content and hierarchy then often 3 and 4 is no more than us knowing the CMS tools comprehensively and squaring off that your requirements are met by the functionalities of the tools.

However, in larger, or bespoke projects, 3 and 4 can each also be extensive pieces of documentation. In my opinion the client should aim to be leading on as much of point 3 as possible – or calling in experts to help.

Point 4 is then the role of the company you choose to do your work. The bit in-between is the process you go through to select your supplier.

3 Define Product Requirements

Scope the product features that deliver on the concept and the market requirements.

4 Define Functional Specification

Detail how the product will work, detailing how and by what technologies the project would be delivered.

5-8 will be lead by your development team – with appropriate sign-off for clients happening during 5-7

5 Define Development Plan

Build this into a plan, which includes full costs and timescales.

6 Build

Execute on the plan.

7 Test

Test the solution.

8 Deploy

Deploy solution on production servers.

Finally, as the client, you need to work out if the project achieved on its objectives. So, there’s often going to be either between stages 8-9, or after stage 9, the plan by which you market your new development.

9 Evaluate

Measure the site’s performance against the criteria laid out in market requirements and get ready to ideate again.

How similar/dissimilar is this to processes you might use. I’d be interested to find out. Also, if you were looking at this from a client perspective, what do you think are the relative strengths and weaknesses of the process – and what would you change? I’d be interested to hear.

Based in Brighton and Hove, East Sussex, contact miggle.co.uk for website development, content management and online media services in the UK and worldwide.