How to compare suppliers when your objectives are unclear

If you cannot yet describe the outcome you need, do not force several suppliers to quote a finished solution. First clarify the problem, the users affected and the decision you are trying to make. A short discovery stage can produce a better brief and a fairer comparison than a collection of incompatible fixed-price proposals.

Describe the symptoms without prescribing a fix

Write down what is happening now: repeated customer questions, missed enquiries, slow internal work or unclear responsibilities. Include examples and note what you do not know. “We need a new website” may be a possible answer, but the underlying problem could be content, process or an integration. Ask suppliers to explain how they would investigate before proposing implementation.

Keep the first brief honest. It is acceptable to say that a baseline or user research is missing, as long as you identify what the next decision must establish.

Compare discovery approaches

Ask each supplier what questions it would answer, who it needs to speak to, what evidence it will collect and what you will receive at the end. A discovery deliverable might be a problem statement, options, risks, estimated scope and decision criteria. Clarify its price, duration and what your team must provide.

Compare the quality of the proposed method rather than a promised final result. A supplier who identifies uncertainty is often helping you avoid paying for the wrong solution.

Keep the next choice open

Check whether you will own the discovery findings and may use them with another supplier. Ask what assumptions will be tested before any build contract is signed. If the same supplier could deliver the later phase, separate the decision points so you can review evidence before committing further.

The website brief guide is useful if discovery reveals that a website project is needed. Use its audience and content prompts after the problem is clearer.

Set a small decision milestone

Name the person who will decide what happens after discovery and the evidence they need. A short options workshop or written recommendation can be enough. Record why an option was chosen and what remains uncertain. This creates a useful foundation for comparing implementation proposals later.

Example: turn a symptom into a discovery question

If sales staff say “the website is not generating leads”, discovery could examine traffic sources, page relevance, enquiry form completion and the sales follow-up process. A supplier who quotes a redesign immediately may be guessing. Ask each candidate which evidence would help distinguish those causes and what recommendation it would make under different findings. The aim is to buy clarity before buying implementation, while leaving enough time and budget to act on what discovery reveals.

Frequently asked questions

Can I ask for a rough budget before discovery?

Yes, but treat it as an estimate with assumptions. Ask what information would narrow the range. A range is useful only when its scope and main unknowns are written beside it.

Does discovery have to be paid?

The scope varies. A substantial investigation often involves paid work; clarify the deliverables and ownership before agreeing it. Ask whether you will receive a reusable brief and evidence for the next decision.

What if suppliers recommend different problems to solve?

Compare their evidence and the users affected. Ask each to explain which observation would change its recommendation. Look for the observation each supplier relies on and what new evidence could disprove it.