Not long ago, I worked on an early-stage concept for a major client, and it reminded me how important this phase really is. It sounds simple at first, but it rarely is. Before you can build a useful concept, the client needs at least a rough sense of what they want to achieve. That’s often the first real challenge. Many clients need strategic guidance before the actual concept work can even begin.
Once that foundation is in place, there are a few elements I always try to include. This is the structure I usually work with.
1) Introduction: Start with a concise summary of the client and the project. At this point, the most important thing is to clearly define the objective and the desired end result.
2) Current state and target state: Next, document where the project stands today. Is there already a website, content, or technical infrastructure in place? From there, define the desired future state. I like to do this in some detail because it becomes the roadmap for everything that follows.
3) Target audience: This section identifies who the project is actually for. In the case of a website, that may mean customers, applicants, employees, or several of those groups at once. It’s worth taking the time to analyze that audience carefully. Who should the site speak to, and what value should it deliver? From there, I usually define the core idea behind the project and the direction the concept should take.
4) Content structure and sitemap: After that, I map out the content and the sitemap. The more concrete this part is, the better, because it becomes the basis for the more detailed concept later on. At this stage, I also like to include rough wireframes or simple layout sketches so the client can start to picture the direction visually.
5) Technical framework and constraints: This part is often underestimated, but it’s fundamental. What platform or service will the client use? Do they need a domain, hosting, system setup, or integrations with services like Microsoft 365 or SharePoint? What budget is available? And does the client have the technical capacity to manage parts of this themselves, or do they need full-service support?
6) Vision and goal: Then comes the bigger picture. What is the client actually trying to achieve? This section should go beyond the immediate deliverables and define the broader ambition behind the project. A little ambition is useful here. That’s what turns a functional brief into a real vision.
7) Project organization: I usually end with a recommendation for how the project should be structured. In most cases, that means breaking it into three main phases: planning, implementation, and completion. Then I divide those phases into concrete tasks so the client walks away with a usable roadmap.
8) Inspiration and references: If possible, I like to close with a short section of references. That might include design examples, structural inspirations, or selected competitor benchmarks. It helps clients see what is possible and makes the concept feel more tangible.
This outline gives you a small glimpse into how we approach concept work in practice. Not every process fits every project, of course, but this structure has served us well. If it helps you sharpen your own thinking around concept development, even better.