East Bridgewater web designers
Hello and welcome to this web designers Web Designer East Bridgewater video tutorial.
I’m Owen Corso from Google.
And today, we’re going to build a rich media expandable creative with video.
Let’s start by selecting file, New File.
This opens a dialog box where we will set up our ad.
First, let’s make out high of project.
We have four options– The default is Display & Video 360so we will leave that as is.
💸 How to budget for your web design project 💸 - Web Design is Broken e05
As part of Intuit’s core initiatives to further cultivate mobile first thinking and accelerate growth into global markets, the Intuit Small Business Group’s Design Org has shifted from a model of designing and shipping prioritized features to a model where every designer is responsible for end-to-end, cross-device experiences, which includes designing for our products and services on desktop web, mobile web, desktop client apps, and native mobile apps.
As a design lead for our ecosystem of native mobile products over the past few years, I started getting a lot of questions around guidance and principles for mobile design. I noticed many of the designers, product managers, and engineers who are new to mobile app design or don’t live and breathe mobile app development on an everyday basis didn’t fully understand the nature of designing for native platforms and device capabilities. To reinforce the notion that “cross-device” and “mobile first” isn’t just about designing for smaller screens and scaling across multiple device sizes, I collaborated with the Design Systems Team to establish a set of mobile patterns and guidelines so that designers can hit the ground running, or run even faster, with mobile design. We recently published some guidelines, tools, and resources on our internal design toolkit that I thought would be great to share some key points and takeaways with a wider audience as the documentation addresses many frequently asked questions around mobile patterns.
Firstly, I want to start off by saying that what I write here is simply for guidance. Our mantra for any kind of pattern guidelines documentation we provide is, “Give me guidance, but let me drive.” We don’t want to be prescriptive, and we don’t want to tell you how to design, but this is a good starting point to get you going on native mobile designs. Why are we calling out native mobile? As we continue to design device-agnostic, end-to-end experiences and features for products and services, we must remember not to neglect the different platforms (i.e. our mobile products are currently offered on both iOS and Android).
1. Respect the platform
We documented patterns and components based on native operating systems that we have apps on: iOS and Android. When designing for native platforms, you should consistently refer to the native OS design guidelines first for maximum quality. Keep in mind that native platform guidelines constantly evolve, so it’s always good practice to stay on top of these guidelines and refresh your memory and knowledge often.
Apple’s Human Interface Guidelines: https://developer.apple.com/ios/human-interface-guidelines/
Google’s Material Design Guidelines: https://material.io/guidelines/
2. Focus on the customer benefit
Always design for the customer benefit first. No use case is the same, and many use cases have exceptions. Do not design something simply because you can reuse a pattern or component for another feature. Design patterns help ground us as a system and unify an experience across an ecosystem of products, but they should by no means be the first or last stop in the design process. Always question yourself: How will this benefit the customer?
3. Think device first
Push your thinking beyond “mobile first.” Start thinking about leveraging device capabilities first. The native mobile device has a lot to offer: touch, voice, pressure, location tracking, accelerometer, notifications, etc. You are designing around the device, the platform, the user experience. How can these device features be utilized in our products? How can the mobile device benefit users beyond the screen interface in front of them?
4. Keep scalability in mind
Growing from the previous principle, do remember that a mobile device isn’t just a phone. Scalability across devices, more specifically between a phone and tablet, is a common challenge among designers. When we think of mobile devices, we know there are tablets, phones, phablets (not small enough to be a phone, not big enough to be a tablet). Some of the recurring questions I get asked are: Should there be parity between web and tablet designs? Can we translate the phone patterns to be the same on tablets? How do we design for phablets (not small enough to be a phone, not big enough to be a tablet)? To answer these questions, we researched with users, took an in-depth look at device interfaces and screen sizes, and set some standards. While the phone and tablet share many similarities, users use them very differently.
Mobile interfaces LESS THAN 7 inches width should be treated as a phone. Syntax and layout should be aligned across these devices as much as possible, but we also want to leverage native platform guidelines and capabilities first and foremost.
A fundamental design principle for mobile phones is to include only necessary information. Do not overload the user with more than they need to know or take action on. The phone is a convenient way to consume information on the go. Small business owners use a phone to complete quick actions while they are not in the office, capture data, view content, then perhaps close it out and come back to take a look later.
Mobile interfaces GREATER THAN 7 inches width should be treated as a tablet. Syntax and layout should be aligned across these devices as much as possible, and by no means should they need to align exactly the same as the less than 7-inch interfaces.
Tablet designs should look and feel like desktop web, but they should function like the phone (with tap/swipe/hold gestures, transitions, etc.). Many users view the tablet as a hybrid device. We’ve encountered many small business owners that don’t own a computer, but they own a tablet, and those users treat the tablet as a reliable device they can do work on.
To scale for the future or additional digital interfaces, you should also think about non-mobile touchscreens like TV displays, interactive table displays, automobile displays, laptop displays that you can touch, etc. You want to make sure you can scale for multiple screen sizes, large and small, and not limit yourself to thinking only about the devices your products are being supported by.
Patterns and Guidelines
This list is a small subset of patterns and guidelines that I’ve found designers have been commonly asking around best practices for our mobile products.
One of the major aspects that make navigating content on native mobile platforms so delightful is the transitions between screens. Two questions I get asked a lot are: When should a push (screen pushed in leftward from the right) be used? When should a modal (screen pushed upward from the bottom) be used? We’ve established the following best practices:
A push is essentially the fundamental screen transition to view a new screen that is stacked on top of the previous screen. There is typically a Back button so user can view the last viewed screen. For screens that are primarily for viewing, such as transaction detail screens or lists, we use a push.
A modal is typically used when we are requiring the user to select, edit content, or input data. All of our transaction forms use full screen modals as it requires more user thought due to several form fields on one screen. The titles bars for these screens typically have Cancel and Save or Cancel and Done actions. Then, when you tap Save, you get a push screen because you are viewing (not editing) the saved content.
Call to Actions
This section highlights a question I often get: “Should this call to action be a button or a text link?” In both iOS’ and Android’s design guidelines, text as buttons is the norm and recommendation. However, I feel when we use text, especially with a system font against a dark or light background, we lose out on a major opportunity to incorporate brand elements, such as our ecosystem green color or line iconography. So, we’ve deliberately moved away from using text as call to actions, and instead use buttons with high contrast, which also makes it very clear that it is a call to action and not just part of the screen content.
Our empty state screens provides a first impression to users who are new to our products. It usually consists of an illustration, a brief description, and a clear call to action. A common and current design trend is the usage of gray text on a light background. If you decide to follow that trend, make sure the text is readable and accessible by analyzing the foreground and background colors to meet the WCAG 2.0 color contrast ratio requirements.
Firstly, yes, it’s spelled caret, not carat or carrot. 🙂 Carets are used to promote discoverability. Historically, we try to use carets for every instance we want to indicate that the user should tap into the row to view more. However, in our forms, we are working toward to moving away from using carets and instead utilize the extra real estate by creating visual cues and conversational content design to indicate tap targets to view more. After some user testing with different design treatments, we’ve found that discoverability isn’t as much of an issue as we thought. Users will naturally tap on rows, whether there’s more information provided to them or not. We only want to use carets when absolutely necessary.
General rule of thumb for native mobile design: Use action sheets whenever there are multiple actions associated with a single call to action (that is not a system blocker). Apple iOS guidelines calls these action sheets. Google Android calls these bottom sheets. Use action sheets/bottom sheets whenever there are multiple actions associated with a single call to action.
Cards or Tiles
A card (or tile as other teams may call it) is a component acting as a rectangular container for a certain amount of information: visual elements, instructional text, diagrams, and action triggers. There are two types of cards based on appearance and usage: action card and info card.
We use native system dialogs for critical alerts, permissions related alerts, system blocker alerts, etc. The key word is “alert.” Note that for actions that aren’t related to these things, we try to use action sheets.
The general rule for native mobile design is to use system fonts as much as possible. However, we needed to incorporate our brand and voice and tone to create what we call “QuickBooks Ownable Moments.” For large headlines and sub-headlines, we use our brand fonts. For body text, we use system fonts. For fonts within buttons, we use system fonts.
Toggle switches are used to trigger a binary operation (i.e. turning something on and off). It is used often to replace a web checkbox metaphor. We have a lot of checkboxes in our web products so when we design for native mobile, we want to make sure we are only looking to replace binary checkboxes that allows for things like enabling or disabling content, show/hide content or fields, turn on/off tax, track returns for customers, instead of checkboxes used for selecting multiple items.
Again, these are just a few guidelines to get you started or to accelerate your mobile first design process, especially for native mobile. You are the driver and designer with creative license to define the end-to-end user experience for your products and services. Trust your gut, follow your instincts, but always remember to respect the platforms, focus on the customer benefit, think device first, and keep scalability in mind!
Yvonne So is a Principal UX Designer @Intuit currently crafting meaningful experiences for small businesses around the world. With a passion and mission for making technology more inclusive of everyone, she regularly speaks and writes about mobile UX, accessibility, innovation, and empathic design.
East Bridgewater web designers
Next, we can select the type of ad.
We want to make an expandable, so we select Expandable on the left.
Next, we can set again ad’s dimensions.
We are building a 320 by 50that expands to 480 by 250.
So I will make those changes.
We then assign the East Bridgewater creative a name.
I will leave my Save ToLocation as the default, and leave the talk about set to Quick.
Once I’m happy with my settings, I click OK.
Google Web Designer creates the initial pages of the ad for me with the dimensions I defined.
The collapsed page already contains a Tap Area event to expand the ad and an expanded pageEast Bridgewater with a close tap area to collapse back down.
Color in Design Systems
I’m no color expert. Far from, actually. Throughout my career, I’ve depended on visual designers better than myself to produce an engaging palette and apply it harmoniously across a UI.
Yet, as a systems designer, I’m often in the position to provoke and validate color decisions as a system takes shape. Here’s a 16 lessons I’ve learned while stabilizing a primary palette, tint and shade choices, secondary palettes, and solving for accessible contrast.
By primary, we’re talking colors used everywhere including your brand colors, neutrals, and a typically interactive digital blue.
#1. Stabilize Brand Colors Quickly
︎Every organization has one, two, or no more than a few core brand colors. THE red. THE blue. THE orange. Settle on them. Even if reasonably set up with a color variable or two, nothing signals a design system team that can’t get their act together than constantly changing primary colors.
Takeaway: Decide your essential brand colors early, because they spread widely, quickly.
#2. Involve Brand (If You Alter a Brand Color)
Is brand blue a bit dull? Can’t resist the urge to liven it up? Nothing poisons early collaboration more than a casual “We saturated the brand orange for web” followed by brand reacting with “You did what?” Oh the sacrilege!
Takeaway: Brand colors are the brand team’s territory. So discuss adjustments with them and defer to their judgment as needed.
#3. Drop the Neutral Neutrals
From dark-as-night charcoal to fluffy light gray, neutrals provide essential UI scaffolding. Loading a system with neutrals, even a few, risks giving teams access to muddy colors. They can also lead to “wireframey” designs. And, neither dark nor light type has sufficiently accessible contrast on a medium gray background.
Takeaway: Provide a few light grays and a few dark grays to achieve useful contrast, but don’t get wishy washy wireframey. Consider avoiding medium grays in between.
#4. Go “Digital Blue.” Everybody Else Does.
My past five design systems settled on a saturated blue as a default button and link color. Links have always been blue, perhaps since the dawn of the first browser. This “Digital” blue, a utility color for links and clickable items, is essential in any core palette.
Takeaway: When (not if 😉 ) you go with your “Digital Blue,” choose an accessible one and make sure it doesn’t clash with the brand’s own blue, or red, orange, purple, or green.
Tints & Shades Per Color
You can’t have just a few colors and call it a day, right? System users often need to tune a color choice across a range, reuse with ease, and know their boundaries.
#5. Stack the Tint & Shade Range, Per Color
Color palette display patterns long predate the web. Yet I still love me a compactly arranged tint stack. They can be just…gorgeous. The best stacks visualize more than just a color, combining its name with HEX codes, code variables, and other indicators (such as prohibiting overlaid type). A quick scan is all you need.
Takeaway: Stack available colors in each hue, and treat the stack as a visualization to include important details compactly.Material Design’s Indigo and Deep Orange
#6. Name Tints & Shades by Brightness
We’ve all been there. A month into the system, the neutrals $color-gray-1, $color-gray-2, … , $color-gray-7 — are stable. And then, in a stroke, you’ve got another tint to add stuck between -1 and -2. That numbering system stinks.
Takeaway: Scale color names between 0 and 100 based on brightness, such as $color-gray-05 and $color-gray-92. The scale reflects a familiar range from dark to light, allows for injecting new options between, and heck if I won’t remember $color-gray- 93 until we retire it later.
#7. Limit Tint & Shade Quantity
At the core of a good system is choice without endless options, a stable aesthetic to serve as a starting point. Odds are, you aren’t Material Design, intended to serve countless products. In most cases, a design system need not offer boundless choices. The more choices you provide, the tougher it’ll be to control harmonic combinations and a consistent feel across applications.
Takeaway: Offer a handful of options and avoid tedious variety. Empower system users with just enough choice: more than a single option, but only up to a few intentional choices.
#8. Tell Me How To Transform: Hand-Pick or Functionally
Modern tools like SASS and Stylus offer transformation functions like darken and lighten to shift a color by a brightness percentage. These handy tools enable a you to alter a color for subtle contrasts like a hovered button or tiered navigation.
But transforms can be troublesome: carefully crafted base colors can become inaccessible alternatives (see below), a page’s overall palette can muddy, or a “5% system” that works on moderately bright colors yields insufficient contrast for a very light or dark case.
Takeaway: Deliberately allow — or avoid — color transformations in your system. If you endorse the practice, then offer examples of when and how to do it effectively in your system, such as 5–10% for moderately bright cases and 10–20% in more extreme cases. If transformations should be avoided , document that succinctly.
Beyond the brand colors and their variants, well-considered color systems array the broader variety of colors reserved for varied purposes.
#9. Define Meaningful Sets Like Feedback Colors
Most systems reserve a certain red for errors, green for success, yellow for warning, and (possibly a lighter sky) blue for informational messages. Feedback color is critical, because it’s positioned at the top of the page interacting with other key components and/or encountered as a result of an unwelcome circumstance. Without system guidance, such messages become embedded in product code, the result of product teams solving a challenge quickly and moving on.
Takeaway: Explore and define the standard feedback colors and other relevant sets to ensure that colors fit harmoniously rather wedging them in later or having teammates recall “I just grabbed it from Google.”Typical feedback colors: success, warning, error and informational
#10. Illustrate Theme Variety
In some systems, color use is customized per product, section, or brand. Often, this may be a result of relating a master brand (think, Marriott International) to its sub-brands (think Courtyard Hotels, Ritz Carlton, and Moxy Hotels). Or it’s a prefab themes like Ambient Warmth and Frozen Blue. Maybe the user is complete control, and you need to illustrate the breadth of (all the havoc of) what they can do.
Takeaway: Reveal the range of themes available compactly, and set boundaries around allowable theme colors in certain contexts.Theme colors for multiple Marriott.com hotels, derived from product pages
#11. Define How Theming Works
It’s not enough to simply say “Go ahead and theme it!” A theme color may apply to predictable accents throughout a UI such as button background-color, active tab background-color, or a primary navigation’s thick border-top. Just as important, theme colors may be forbidden from altering other bits, such as long form type or — yikes! — a link color that ends up invisible.
Takeaway: Identify how theming works, particularly via reference to specific UI element properties in play. Just as important, articulate which — if not most — elements are off limits.
#12. Avoid Guiding on Color-Mixing Until (At Least) Dust Settles
One of my favorite all time design system tools is Google’s MDL Color Customizer, which enables users to combine primary and secondary UI colors effectively. It’s so easy, and the outcome so helpful. Yet, the system teams I work with either don’t want to provide this kind of flexibility or lack the time and care necessary to solve such a combinatoric challenge.
Takeaway: Avoid the rabbit hole of solving for a vast array of color combinations unless it’s a core system value. In most cases, system users will pair up their own combinations or benefit from a tool more dedicated to doing just that. Help them propagate their choice rather than solving for every combination they may consider. That experimentation is their job.Serve users of your system by making it efficient to propagate their choice through a product, rather than making the choice for them.
Contrast & Accessibility
Solving for accessible color contrast should a core practice of setting up any digital color system from the get go. However, design can be tumultuous place, and teams can lose sometimes. Or some members don’t know about accessibility. Or they simply don’t prioritize it.
A systems team can engrain accessible practices into a workflow to provoke and spread values in accessibility broadly across an enterprise.
#13. Check Contrast Early & Ritually
It happens often: a few weeks or days before a product — or design system — launch, finally somebody notices. The design team hasn’t taken necessary care to ensure the primary and secondary color palette is being applied in a way to meet WCAG 2.0 color contrast of 3.0 (for large, heavier type) or 4.5 (for standard type). So designers — and then, their developers — scramble to determine fixes and inject it into the code.
Takeaway: Any system designer responsible for color must be familiar with WCAG 2.0 rules, have a tool (like Tanaguru) to test color pairs, and incorporate the practice into color selection.Tanaguru, one of many accessibility calculators online
#14. Explore Accessible Color Choices Across Ranges
A drawback of WCAG guidelines is its stark threshold: a color pair passes or fails. This leaves designers yearning for more, but worse leaves stakeholders flummoxed at how bad the color pair fails and how much it needs to change.
Conversation quickens when we reveal a spectrum of choices, with the pass/fail line fairly evident. This transforms the process from trial and error to tuning a dial. Before, it was “That pair failed. Let’s try again.” Now, it’s an enlightening “Oh, so that’s how dark the blue needs to be” followed by a rational discussion to balance visual tone, brand identity, and accessibility sensitivities.
Takeaway: When exploring accessible color contrast, show a range of choices to help a team select a color that passes the test.Exploring neutral and interactive colors by showing multiple choices across a range
#15. Solve the Reverse Light on Dark and Dark on Light
When creating a system, it’s up to the systems designer to be mindful of and solve for the entire range of choices on offer. It’s not enough to just test for accessibility problems as they arise. Instead, a color palette should be thoroughly reviewed prior to publishing a system for reuse.
This is especially true for reverse color treatments. It’s very common for a system to default to dark text on a light background. However, most find themselves reversing color treatments, whether a black and white on light and dark neutrals or tints of another primary or secondary color.
Takeaway:Solve for and recommend reversed pairings to adopt or avoid.A table of calculated contrast (using a SASS function) between neutral backgrounds and interactive blue alternatives
#16. Use Color to Provoke Broader Accessibility Awareness
Color is fundamental to a system, and accessible color contrast is fundamental to color. This injects accessibility smack dab into the middle of a system’s formation. People that matter are paying attention: brand managers, design leads, developers, and execs. What a wonderful opportunity to use color to open a door to the broader array of accessibility considerations.
Takeaway: Seize the opportunity to advocate for accessibility. Always be probing a collaborator’s knowledge of accessibility (or lack thereof) and educate and advocate all you can.
Latest Dental Implants To Be Used
WEB DESIGN IS BROKEN but it's okay weare fixing it.
Today we are gonna follow on from the last video and we're gonnatake you further along down that path to that magical place called budget.
Yeswe're helping you to create a budget, an appropriate budget for your web designproject.
I'm still not gonna give you some magical figure because it doesn'texist; it's all relative.
So I'm not gonna talkin terms of X pounds or Y dollars but I will be talking in terms of high mediumlow investment what that means only you can really know because a largeinvestment for you might be a small investment for the next business: a smallinvestment for coca-cola it's probably gonna be most people's annual turnovers!So only you will know what a large versus a small investment actually is.
Soin the last video we laid down some key things that you really need to be awareof when you're thinking about a budget not just for a web design project butactually for anything and these are these are things, biases that that we allhave as people that can really affect how we determine what to invest inthings.
By understanding these biases we actually reduce the chance of over orunder investing in a project just simply by being aware of them.
So in this videowe're gonna look at two more very key things that are going to give you quitea reliable shortcut to determining whether the investment you make islarger or smaller.
These two things are risk and complexity.
What do we mean byrisk and what do we mean by complexity? When we're talking about risk we'retalking about the impact that it could have on your business.
Something that ishigh risk could have a significant impact on your business.
The way I like to think about risk is that it's whether it goes right orwhether it goes wrong, so it's not just down side there's also upside as well.
If there's significant upside then it's still gonna be high risk.
Low risk meansthat it's not gonna make a huge impact on your business,it's not gonna move the needle as they say.
Complexity is really just about howtechnically difficult it is to actually deliver this piece of functionality soif you look at, I don't know, take bridge making as an example: if you're buildinga small bridge across a little stream then that's probably going to be lesstechnically difficult then if you're trying to bridge the River Thames.
So it'show technically difficult it is to deliver and again it goes on a scale oflow to high complexity so why risk and complexity well if we plot them on agraph like so, we can see that they create four quadrants.
Now each of thesefour quadrants represents a different type of project: a high risk, highcomplexity project; a high risk, low complexity project; a low risk, highcomplexity project and a low risk, low complexity project.
Now just by exploringthese four different types of projects, these four project characteristics wecan actually start to make assumptions about what that project is going to belike and give you some shortcuts as to how much you invest in that type ofproject.
Let's jump into it: let's start off with the easy one low risk lowcomplexity.
So this is what I call the 'tick box' this is a website project thatis effectively just a tick box exercise maybe as a part of your business there'sa requirement that you have a web-based resource which goes over a whole bunchof really interesting things.
Maybe it'sjust a regulatory requirement, maybe you've gone for some funding and awebsite has to be a part of what you deliver.
It really doesn't make a hugeimpact on your business if it's just informational as these things typicallytend to be, then it doesn't really require groundbreaking programmingskills and cutting-edge design to actually fulfill its need.
So in thistype of project you really want to be investing as little as you possibly canjust as much as you need to to get a reasonable job done.
It's not gonna makea huge impact on your business; it's not technically difficult to deliver youjust want something that works and that ticks that box.
So if your project is lowrisk low complexity don't bet the farm on it there's no point it's not gonnabring you the return that you need pay as little as you can to get a goodprofessional job done but don't go crazy over it.
So now we've got low risk highcomplexity.
This is an interesting space and I like to call this quadrant in thistype of project the 'moderniser'.
With something that's low risk and highcomplexity typically we're looking at improving existing systems and processesusing newly available modern technologies.
With this type of projectwhat you really want to be doing is looking at a provider that hasthoroughly solved this problem so I'm thinking online payments companies likePayPal, like Stripe have thoroughly solved this technical challenge.
It's notnecessarily the type of project that you think is going to completelyrevolutionize your business; it might make things a lot more efficient andyou'll probably see some uptick in sales, engagement things like that, but ultimatelyit's not the big game changer for your business.
So you should be lookingto invest a reasonable amount to get some off-the-shelf solutions that canactually bridge this gap and help you modernize.
Let's jump into my favoritequadrant: low complexity high risk this is what I call the 'punt'.
So this is myfavorite sector because this is typically where a business has spotted anew opportunity maybe a new part of the market maybe they want to spin off anexisting product or service and they just want to test it out.
They want tosee whether their offering or messaging works.
Why this is high risk is that ifit works well then there could be significant upside.
It might be a wholenew part of their business it might be a new standalone business if it goes badlythen they lose their initial investment.
Now what you want to do when you'reworking in this quadrant you what you want to be doing is thinking aboutmultiple small investments and testing religiously.
Test absolutely everythingbecause what you're trying to do is figure out if this thing, if this ideahas got the legs to warrant a proper investment.
You want to be thinkinglanding pages; very simple to produce very easy to iterate.
You also want to bethinking about investing in things like pay-per-click advertising as well -literally buying the traffic to test against your multiple service offeringvariations.
Don't bet the farm on this it's all about controlling risk at everysingle point every single iteration so be very purposeful be very deliberateabout how you execute when you're dealing with low complexity high riskprojects.
So the final quadrant is what I call the 'moonshot'.
This is the stuff ofstartup legend.
This is that entrepreneur space where we are launching newproducts into unknown markets.
This is an area that is very similar to high risklow complexity in its approach but you should really be making significantinvestments in this area: you still need to control the risk andyou still need to test fastidiously but you might be needing to actually investheavier and produce some custom functionality.
You might need to actuallybe producing working prototypes of your product or service offering.
You can't cut corners when you're in this quadrant the risk is too high.
Because the complexity is high you're probably going to be building thingsthat have never been built before; you're needing to create technical capabilitywithin your business and understand how that impacts the delivery of yourproduct and/or service.
So absolutely never cut corners here.
The key wordsthat you should be listening out to when you're talking about the project is 'noone else is doing this', 'this has never been done before', 'this is brand new',''here's why it's different to the competitors'.
All of these things shouldbe getting you thinking high risk high complexity.
Invest well, don't cut cornersand test and iterate and measure absolutely everything you can.
So thoseare the four quadrants and hopefully this gets you a little bit closer tounderstanding where your project sits in those quadrants and the amount that youshould invest relative to, well whatever that means to you as a business.
Thus farwe've understood things about the biases and the psychology that can affect howwe make investment decisions, we've been able to identify where our project sitsalong an axis of risk versus complexity in the next video we're going to belooking at some pounds and pence examples for how you can start to createthat budget or a range of that budget based on the perceived upside or theperceived savings that you're gonna make or thatyou're hoping to make in your web design project.
That was heavy!My name is Aaron Taylor, I'm helping you to make better decisions and have betterconversations when you're buying a website.
Till next time!.
WEB DESIGN IS BROKEN.
It's just crumbled tosand in your hands and it's just disappointing.
Today we are going to talkabout budget that the big one: budget budget BUDGET! It is such a huge topicbut I'm finally gonna lay down the final word on budget, specifically how much youshould spend when you're buying a website.
I've got the answer for you.
Youready you ready for it? 500,000 pounds a week! There we go! Did it!(that was easy) I'm out.
See you later.
(web design isfixed) No.
If you do have five hundred thousand a week to spend on a websiteyou should get in touch with me.
I think we could work with that.
Budget it's sucha huge topic no one's really kind of tackling the answers of a few there's afew articles on the internet that are like "well if you want this type ofwebsite you should spend around this much and if you want that type ofwebsite you should spend around that" Much it really comes down to a fewfactors namely your attitude towards risk, whether you're whether you'recoming from a gain or a pain perspective and how much you actually stand to makeout of it.
What you're really doing is investing in a website: you're lookingfor it to create a return you want it to be putting money back into your pocket.
If you don't want it to do that then it's only gonna be acting detrimental,it's only gonna be taking money or reputation or whatever out of yourpocket and you really need to rethink the reasons why you're doing this in thefirst place.
Go back to one of my previous videos wherewhat where I ask you the question why are you doing this in the first place.
Sothe first thing that we've got to understand when we're asking thequestion how much does a website cost, how much do I spend on a website, we'vereally got to appreciate that all you're doing is you'retrying to give yourself what they call an 'anchor' This is literally just apsychological stake in the ground so that your brain can go "okay well I'vegot a point to start from" It really doesn't matter what that number is butit becomes your anchor: the first price you hear becomes your anchor and aroundthat point you will base all value judgments.
So be careful when you'reasking this question because you might end up with another massivelyoverinflated number that completely puts you off of even going down that routewhen actually you could have got something that worked for you at areasonable price, and if you get a number that's too lowyou're gonna look around and think "hey well this is all way too expensive" andnot actually start engaging in the conversations to help you understand thevalue that it could bring there is.
Another thing that you need to be reallyaware of when you're trying to create a budget for our website and that is thatyou like me like everyone else on the planetwe are naturally risk-averse: yeah we have loss aversion.
Most people agree withthe statement that "it is better to not lose five pounds than it is to find fivepounds" It's the same five pounds! It's weirdwe're hardwired to avoid losses.
We try and keep what we have and thereforewe're less likely to risk that in search of future gains so this means thatyou're naturally going to be skeptical about the gains that you can create witha website you're naturally gonna want to spend as little as possible andthat means that you're at a risk of actually under investing when you'rebuying a website Yourisk of under-investing because you're averse to loss.
I'm exactly the same: theamount of times that I've bought things that I need on say Amazon and gone forthe cheapest possible one because I wasn't entirely sure if, you know, if itwould bring me the thing that I was looking for - the reality is that I endup spending double because, you know, buy cheap buy twice.
But you can actuallyunder invest and if you do especially in something like a website it's like underinvesting in in your team member: if you if you hire a new salesman andyou under invest in him well then he's not gonna do as good a job as hepossibly could do if you're picking if you're picking your teammembers based on the salary that they're willing to accept then you're probablyunder investing and you're not actually realizing that if you spend a little bitmore you can get like disproportionately larger returns.
The third thing that youreally need to be aware of but before you start thinking about your budget iswhether you're coming from a pain perspective or a gain perspective.
Areyou looking to this website to help you reach new markets to help you, I don'tknow, dominate the competition; to help you boost sales/Is it a gain thing? Are you launching a new business a new product? Or are youlooking at it from a pain perspective? Are you looking at it and thinking wellhow can I use this website to help me automate things, cut costs, reduceoverhead - things like that.
Maybe you've got a whole bunch of bad reviews on yourexisting website and so you're almost being forced by your customers forced byyour marketplace to up your game what you're really trying to do there ismanage losses.
You approach these.
you can buy the same thing in two different waysand your experience and therefore what you're willing to spend completelychanges depending on whether you're coming from a pain or a gain perspective.
The final line on it is using an analogy that we use sometimesit's based around cars basically.
Are you are you just trying toget to and from work or are you trying to win Formula One the Formula One GrandPrix you need very different types of cars to be able to do each of thosethings.
There's no point in buying a Formula One car because when you pull upin the Sainsbury's car park you're gonna have nowhere to put your shopping.
Likewise there's no point in buying a Fiat Panda and taking it to the track.
Sothe better you can understand what type of race is that your business is tryingto win, or what type of things your business are trying to do with a websiteand what that's worth to you is the better you're gonna be able to startcreating a realistic budget and get a return that's more in line with yourexpectations.
My name is Aaron Taylor I'm helping youto make better decisions and have better conversations when you're buying awebsite.
till next time.
[singing] I fixed webdesign, said I fixed web design.