The ZURBlog is where we discuss interaction design and strategy.

Someone recently asked a member of our team what it costs to make a website. Since a lot goes into building a site, that's a pretty vague question with an equally vague answer. Somewhere between $0 and hundreds of millions, maybe a even $1 billion. The question to ask is, what business problem are you trying to solve?

Several factors affect the start-up cost of a website. For instance, how much information needs to be presented? Databases increase maintenance costs, as do frequent site updates. Sites with constantly changing information may need a content management system and, while free, open source options are available, you'll still be paying for someone to keep it updated.

A website that collects information from users also adds to the overall costs. You might be able to use a ready-made website platform like WordPress, but depending on the type of data you're collecting, a custom application may be called for. The more custom design and content, the higher the cost.

Another factor that affects the bottom-line price of building a website is how it's hosted. A hosting service works for about 99% of websites and will only set you back a few bucks a month. Managed server options -- either on-site or virtual -- drive the price up higher, but you'll also be paying for troubleshooting and maintenance. Dedicated servers have a lower monthly price tag, but the cost of hiring an engineer will quickly negate those savings.

Who you hire to build the site also impacts the cost. Friends or family may do it for you as a favor, but you may not end up with the professional quality you're looking for. An individual contractor is a great option for most websites and you'll often pay less for a general skill set that can handle all aspects of design and development. If your website is specialized, you might need the help of an expert with knowledge in that particular field or to help analyze business metrics. If it's individual skills you're looking for, expect costs to climb incrementally based on skill specialty. On the other hand, working with a proven team reduces the risk of failure.

It's easy to see how the costs associated with building a website can quickly add up. Taking these factors into account gives you a head start at keeping your vision on track without being derailed by unexpected expenses.

Whether you're on the client or consultant side, we've all had a few bad project experiences. Projects that start off on a bad note are very difficult to get back on track, so the kick-off is extremely important. Here are three tips ZURB has learned for addressing issues before they happen.

First impressions count. The first three interactions clients and consultants have together set the tone for the future of the project. Make sure there is a clear sense of direction and purpose in each conversation. Give consideration to whether each party responds in a professional and timely manner, and how well everyone uses email. If you sense any communication glitches, address and resolve them promptly.

Are the teams in sync? Make sure you understand the strengths of your team and the client's — do they align? Determine ahead of time what will be expected of both teams and how you'll work together to solve problems.

Does everyone understand the goals? This seems like an obvious issue to address but it's often overlooked in the excitement of kicking off a new project. Make sure everyone is clear on the end goals, and determine what metrics to focus on so you know when you get there.

There's no foolproof way to avoid bad project experiences all together; however, staying ahead of potential land mines goes a long way toward making sure your project runs smoothly and everyone comes away feeling great about what you all accomplished.

We've written before about the importance of having a mission statement. It's a dreadful, mistake-filled process that leads to a jumbled mess of corporate speak. So, instead of thinking about your mission, start thinking about your story. What's yours?

Think of a recent conversation you remember well. Why was it so great? Chances are, it's because it struck you on an emotional level. There's a lesson here for companies. Like people, companies need to appeal to emotion, not just from a "big brand" perspective, but from their day-to-day service to customers. Stop and think: what resonates with your customer? Why do they love what you do for them?

Answering this kind of question isn't about "positioning" yourself in a marketplace, it's about connecting with people on a personal level. It's about being memorable in your everyday actions and words. Companies that speak from the heart will connect with the right people. Do this and you'll give them a story to remember.

Besides the telephone, email is one of the most important tools we have for communication at ZURB. At first blush, it may appear that a well-written email has nothing to do with design. However, next to poor visual execution, poorly-written emails are the single biggest factor in bad design projects. It can cause project delays, hinder momentum, and ruin credibility. Make sure the email you send is focused, service oriented and has a clear call to action.

When writing an email, make your subject lines sing so people don't brush off the email without ever reading its message. Make a direct call to action— if you're trying to schedule a call or meeting, put the time and date in the subject line. Write your subject line with its recipient in mind: Will he find this relevant? Will she care about opening the email based on this first impression? To make sure you're setting the right tone, try writing the email message first, then adding the subject line just before sending so your thoughts have had time to crystallize. At ZURB we've seen incredible follow-through when we direct clients in the subject line.

When you're ready to tackle the body of the email, start with the conclusion first— let the reader know just what you want him to do. Don't waste time on long paragraphs; bullet points outlining why you need something are just as effective. Follow up your "why statement" with a "because statement" that indebts the reader to action for an total-package approach for connecting with the recipient. Next to the subject, the first couple lines increases the likelihood of action being taken.

An effective message aligns your needs with benefits to the reader, so be direct but also explain "what's in it for him." Think of your email as a marketing campaign and do what brands do to encourage customers to act on their product suggestions: list three benefits the reader gets by listening to your request.

When you're done, step away from the email for a few minutes, then come back and give it a good once-over. Make sure you've kept the length of your email in check, and pare down any paragraph longer than four sentences. Will your message compel its recipient, does it include a call for action? If the email's content is particularly passionate or negative, scrap it and pick up the phone instead.

The last thing to do before you hit send is to remind yourself once the email leaves your computer, it's no longer sacred or secret. As long as you're okay with your email falling into someone else's hands unexpectedly, then you're good to go.

Project management is important to design, but the short-term gains of good communication are vital as well. Although designers may not be known for their critical thinking skills, using these tips to craft excellent email messages lets other business people know you can speak their language.

At ZURB, we've worked extremely hard to understand what makes good feedback. With the launch of our website feedback tool Notable, it became apparent it wasn't enough to simply get random feedback, it had to also be meaningful and push our product forward.

The next time you need to provide feedback to a designer or design team, here are four questions to ask yourself to make sure your message is clear, meaningful and relevant.

1. Is the feedback specific and actionable?

There must be a call to action and you'll want to be sure the designer can follow through on most or all of the suggestions you make. Also, make sure to differentiate between changes you want now, and what you consider to be future changes -- don't make the designer guess. Deadlines and timeframes should be reasonable enough to allow for the changes you're requesting.

2. Is the feedback contextual?

The designer should be able to quickly identify what your suggestions mean. Notable is a great option for putting feedback directly on a screenshot. Alternatively a print out with hand written notes works well too.

3. Does the feedback encourage your team?

Tear down any roadblock so the team feels empowered to get results. Get people excited about your insights and save any cutting or extremely negative remarks for a private conversation. But don't sugar coat mistakes or problems.

4. Is the feedback within the recipient's scope of skills?

Whenever possible, break down the feedback and expected actions into smaller, obtainable chunks. This will expose any potential challenges that occur when the changes you request don't match the designer's skill set. Remember, just because it needs to get done, doesn't mean the person you're talking to is the one to do it.