Product mix. If e-commerce is planned, product details are critical for estimating the complexity of the site architecture. If you don't have all the details, a general idea will help the developer understand the company.

What range of goods and services do you offer?

How do those products to be promoted on the Web site fit into the mix?

How often are products added, discontinued and modified?

What is the pricing structure — do you offer volume discounts, periodic specials or special deals to close sales?

How stable is the price structure?

Front-office infrastructure. These are the parts of your Web site that interface with the public and your customers.

How are products or services sold and delivered?

How are customer service and technical support provided?

Will the Web site augment or replace existing front-office functions?

How will the work flow generated by Internet sales be integrated with sales by in-house staff?

You will have your own ideas, but be open to suggestions from an experienced developer.

Back-office infrastructure. The Web site visitor won't see your back-office systems such as inventory control and accounting, but a systems approach must be applied to any changes in your operations. If the Web developer is aware of back-office operations, how the Web site will affect them in ways that you might not think of can be anticipated.

How will any results produced by the Web site be supported by back-office functions?

Will additional back-office functions be needed?

How will accounting for e-commerce be integrated into your normal accounting flow?

Can the Web site augment back-office functionality in any way?

Marketing. The Web site will be introduced into an existing marketing mix. The developer must understand that environment.

What marketing is currently done and who does it?

Have existing marketing people bought into the Web site idea?

Will they help with the site planning?

What is the overall marketing budget?

Motivation. At this time, you might not have a well-defined Web strategy, but you must be clear that there is good reason to move forward and that the project will be supported at all levels with financial and personnel resources.

Who decided to do this thing, anyway, and why?

Do you have an objective in mind, or do you think you need a Web site because that's the way the world is headed?

What is the level of interest and support among top management? Second-tier management? Other staff? Who will support the development efforts?

Until you have accomplished that minimum level of commitment, don't call the Web developer.

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