SOLUTIONS · BUSINESS ANALYSIS

Before designing, we analyse your business.

Before writing a line of code, the company is studied. Its structure, its offering, its sectors, its competition and its objectives. The result is a technical-strategic document that defines the entire website.

01 · APPROACH

Web audit vs business analysis.

A conventional web audit analyses the website. This service analyses the business. The difference is fundamental: there is no point in optimising the loading speed of a website whose structure does not reflect what the company truly is, what it offers or whom it serves.

The order of the phases determines the result
Model A · web audit after the fact
01
Website built with a generic template
→
02
Audit on the website already built
→
Result
Improvements within the existing framework
Model B · business analysis before the code
01
Business analysis
→
02
Architecture document
→
03
Bespoke development
→
Result
Website aligned with the business
Model A · conventional
Web audit
Analyses the website already built.
Detects heavy images, meta descriptions, broken links.
Recommends improvements within the existing framework.
Takes the structure as given — does not question it.
Optimises the result, not the starting point.
Useful information, but insufficient for strategic decisions.
Model B · this service
Business analysis
Analyses the business — the website is the consequence.
Studies structure, offering, sectors, competition and objectives.
Defines the website from what the company truly is.
Questions the architecture when it does not reflect reality.
Delivers a technical-strategic document before the code.
Substantiates every decision on structure, content and URL.
02 · METHODOLOGY

Eight axes of analysis common to any company.

The methodology adapts to the nature of each case. An industrial manufacturer with multiple lines does not require the same approach as a local business or a holiday rental. The axes are common; the depth and weight of each varies according to the company.

01 · STRUCTURE
Nature and structure of the company.
What the company does, how it is organised, how many entities operate and what relationship they have with one another. Where it operates, since when, under what legal form. How much of its real scale is visible to someone searching for it online.
02 · OFFERING
Products and services.
What the company sells, how it is classified internally and how it should be classified for the buyer. What relationships exist between products. What technical documentation accompanies each one and what depth it requires depending on the profile making the purchase.
03 · SECTORS
Client profiles and target sectors.
To whom the company sells. Whether all clients share the same profile or whether segments exist with different needs, technical language and decision criteria that the current website does not differentiate.
04 · CREDENTIALS
Regulatory framework and certifications.
What certifications, licences, approvals or accreditations the company holds. Which are mandatory in its sector and which are differentiators. Whether they are visible, accessible and up to date in the current digital presence.
05 · CAPABILITIES
Processes and infrastructure.
What the company can do beyond what it sells. What equipment, methodology or human team backs its offering. Whether the current website documents those capabilities or only lists end results.
06 · COMPETITION
Who competes for the same searches.
Who appears when a potential client searches for what the company offers. What structure their websites have. What they control on Google. Where there is a gap the company can occupy with its own presence.
07 · PRESENCE
Current state of the website.
What the current website says about the company. Whether it is accurate, up to date and consistent with reality. What perception it generates in the first 3 seconds. Whether legal pages comply with regulations. Whether the company appears on Google and with which pages.
08 · OBJECTIVES
What the website has to achieve.
Generating commercial enquiries. Positioning products. Projecting institutional credibility. Receiving direct bookings. Connecting business lines. The analysis identifies the real objective — which does not always coincide with what the client believes at the start of the process.
03 · DELIVERABLE

The architecture document.

The analysis materialises in a project document that defines the entire website before development. It is not a wireframe, not a creative brief nor a feature list. It is a technical-strategic document with eight work areas, a measured scope and ownership transferable to the client.

What it is
Technical-strategic document

Defines the entire website before development. Each section responds to an axis of the analysis: URL, taxonomy, segmentation by language, certification map — documented with their reasoning, not as execution instructions.

What it is not
  • Wireframe or graphic mockup
  • Creative brand brief
  • List of technical features
  • Tone or naming study
Ownership

The client's from the moment of delivery. Transferable to any other provider without the architecture changing. The reasoning holds even if the execution team is different.

The document has an independent cost. If the project continues with Portocarrero, 100% of the investment is deducted from the development.
04 · APPLICABILITY

What types of companies it applies to.

The methodology is the same. The depth adapts to the case. There is no standard format — there is a rigour applied with the depth each company requires.

Multinational industrial group

Several entities, multiple countries, differentiated business pillars, dozens of products, cross-application sectors, certifications per entity. Cross-selling strategy between independent websites that share architecture.

Technical B2B manufacturer

Catalogue with dozens of products, multiple production processes, sectoral certifications, landing pages by target industry and a technical blog. Architecture that generates positioning and qualified leads from launch.

Professional services firm

Firms, engineering practices, consultancy, agencies. Practice areas with reference cases, a team with visible credentials, specialisation by sector. Architecture that conveys expertise and connects with the technical profile that decides the engagement.

Commercial distributor or wholesaler

Importers, wholesalers and B2B/B2C distributors with a broad catalogue. Structure by brands and categories, adapted technical datasheets, integration with ERP or stock system. Positioning by specific commercial search terms.

The methodology is the same · the depth adapts to each case

05 · REAL CASE · ANONYMISED DATA

Document for a European industrial group.

Scope example

European industrial group with three complementary business pillars.

2017 website that did not reflect the company's real scale. Complete analysis: strategic diagnosis, product family structure, cross-selling strategy between pillars, landing pages by application sector, certification map and page breakdown by section and language.

12
Entities
6
Countries
3
Pillars
+30
Products
7
Sectors
Pillar 01

Insulating materials

Main division · technical catalogue with datasheets, FSC® and PEFC certifications, landing pages by industrial sector.

5 Entities
14 Products
3 Sectors
Pillar 02

Technical finishes

Complementary division · decorative ranges, CARB II and ISO certification, landing pages by end use.

4 Entities
11 Products
2 Sectors
Pillar 03

Industrial services

Service division · bespoke conversion, distribution and technical support for B2B clients.

3 Entities
5 Services
2 Sectors
Certifications mapped FSC® PEFC CARB II ISO 9001 ISO 14001
Real document · names and identifying data modified for client protection
06 · FREQUENTLY ASKED QUESTIONS

What is asked before engaging.

How long does the analysis take?
It depends on the complexity of the company. A multinational group with multiple entities may require several weeks. A local business with a single location, considerably less. The methodology does not change; the depth adapts. The timeline is agreed before starting.
What level of involvement is required from the client?
The analysis requires direct dialogue with senior management or the strategic decision-makers of the business. The decisions that define a web architecture — what is communicated, to whom and with what priority — cannot be delegated without losing precision. Meetings are few, but they are essential.
What happens if the company already has a website?
The analysis includes an evaluation of the current digital presence. What works is preserved. What does not align with the reality of the company is reconsidered. The document substantiates every decision and maps which URLs to preserve so as not to lose existing positioning.
Is the document transferable to another provider?
Yes. It is the property of the client from the moment of delivery. It can be used as a project basis with Portocarrero or handed over to another professional for execution. The architecture does not depend on the provider that builds it.

What comes after the document.

If the project continues, the document becomes the execution blueprint. Development with proprietary code, structural positioning and continuous digital management after launch — all based on the architecture defined in the analysis.

View web development View SEO positioning View continuous digital management

Shall we discuss your project?

First conversation with no commitment. The company and its context are understood, and which of these services — or combination of them — makes the most sense for your case is defined.

Email
adrian@portocarreroweb.com
WhatsApp
+34 664 326 018
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