The transition to an integrated solutions model requires more than a new product catalogue. A visitor who already knows which product they need must be able to find what they are looking for quickly. A visitor with a quality problem, sustainability question or new application, on the other hand, must be able to discover how Chrysal’s knowledge, products and support help together. The new platform supports both forms of exploration.

We treat the website as Chrysal’s digital front door: brand and corporate information build trust, knowledge makes expertise usable, and solution-oriented routes help visitors towards a relevant next step. One content model and recognisable design principles connect these functions. This allows the same approved knowledge to help different target audiences, without duplicate management.

We start with what is already there. Building on the existing collaboration, we analyse Google Analytics and the available Google Ads insights. We investigate which traffic sources, pages and routes perform well, where visitors drop off and which interactions contribute to relevant enquiries. In doing so, we assess the measurement setup, consent and completeness of the data before drawing conclusions.

The analysis does not end with a list of figures. For each finding, we identify what should be retained, what works less well and which adjustment makes sense. Consider valuable landing pages that need to retain their findability, missing explanations along an important route or a contact step that does not match the visitor’s intent. These are research questions, not predetermined shortcomings of the current website. We document the finding, supporting evidence and proposed action and incorporate them into the launch priorities.

In a focused working session, we connect the analyses to the practical knowledge of Chrysal and Chrysal’s subject-matter experts. We discuss the role of the website, priority target audiences and markets, information needs, commercial expectations and the meaning of the positioning. Strategy, branding, web and marketing are at the table for the same substantive considerations, so that insights can immediately be translated into actionable choices.

We assume that Chrysal has the necessary target audience knowledge. Additional target audience interviews can be valuable when demonstrable knowledge gaps remain, but are not included in this proposal. In that case, we first discuss the research question, participants, schedule and additional investment. These interviews are separate from the validation of prototypes and user routes already described.

For every target audience we include in the scope, we develop a customer journey. The six priority RFP journeys remain the substantive framework; for each target audience, we make their relevant application visible in a shared matrix. This prevents ‘the visitor’ from becoming one generic profile, without automatically promising six separate prototypes for each target audience.

Each journey connects five elements: the search query and information need for SEO and GEO; the KPIs and events from the measurement plan; the touchpoints on the website; the required content and supporting evidence; and the implications for navigation, interaction and design. We also document which next step is appropriate. A document download, a question for a local expert and a commercial enquiry each require a different route and assessment.

An example: a bouquet maker with a question about quality loss finds a clear answer through search, reads validated explanations, views relevant evidence and is offered an appropriate contact option. We connect that route to the required content, the interactions to be measured and the critical screens. The factual product and process explanations are always approved by Chrysal.

We translate the positioning into concrete website principles: how do we demonstrate expertise, how do we make complex processes understandable and how do we guide visitors without pushing them into a sales route too early? These principles guide tone of voice, supporting evidence, imagery, functional motion, information hierarchy and screen structure.

The launch priority matrix connects user value, brand and commercial contribution, technical dependencies and implementation effort. We make clear what is necessary for a complete launch, what will be developed further within the chosen scenario and what is deliberately deferred. We incorporate experiences with the current platform into manageability and total cost of ownership: a new CMS does not eliminate hosting, maintenance and future development.

We collect the RFP questions, assumptions and new questions from the analyses in a single validation and decision register. Each item includes the proposed answer, supporting evidence, who needs to confirm it and the implications for content, design, technology, scheduling or budget. Uncertainties also remain visible; an open question does not silently become an established assumption.

Chrysal and the relevant Chrysal owners review the strategic framework and customer journeys. The approved choices form the basis for design and implementation. This allows later discussions to be traced back to a joint decision, rather than starting again from an individual preference.