In-depth article | What skills are needed to be an excellent event operator?

We call this group of people who "achieve goals through activities" activity operators

However, the scope of activity operation work has always been extremely vague under the already vague definition of Internet operation.

After interviewing several BAT JTMD companies about their actual activity operations, it is difficult to find a standard working model:

"I worked in A's event operations for three years. I was part of the category management team and was responsible for planning and leading category promotions. I had to do some theme marketing regularly, but more of my work was project management. I spent most of my time dealing with various horizontal departments.

I have been working in event operations at T for 5 years. I have been leading a team and am responsible for attracting new customers and promoting activation of specific products. I need to plan theme activities regularly and produce some plans myself, but I mainly rely on outsourcing for output and implementation, and spend a lot of energy on striving for internal resources.

I worked in event operations at M for a year and a half, responsible for the team's content marketing series planning. Due to lack of funding, I had to produce all the content myself. I always felt that what I did was very unprofessional but I didn't know where to start. ”

They belong to the operation team, but also do planning work (taking the e-commerce industry as an example, event operations focus on front-end planning and do not directly face the core supply chain and merchant management); they are exposed to a certain degree of market and marketing, but they are not the most professional marketing; they have to deal with interactive visual research and development, but they are not engaged in systematic product planning work like product managers .

Event operations seems to be a position that requires you to do a little bit of everything, but not do anything in depth . Have you ever had these questions: Where is our core competitiveness (and why is it valuable)? What is our future development direction? What else can I do if I leave this business? What kind of capability models do I need?

The embarrassing thing is that after referring to books, textbooks and courses on event planning from some well-known 'experts' in the industry, it turns out that these so-called experts have hardly done any actual operations nor worked for mainstream Internet companies. Most of them are making analyses after the fact. If you have bought the books, their suggestions are just for fun (a bit inflated...).

"Here

With my six years of experience in event operation at BATJTMD, nearly a hundred practical projects, and the background and confidence of multiple industry awards, I will formally sort out the event operation positions for event operators. (Perhaps) I will continue to output in the framework of a complete book, and combine my personal background as a spiritual leader among young people (expand again...) and understanding of trendy culture to give a new interpretation in the context of the latest young people's Internet public opinion: What is event operation, why is it valuable, possible development directions, and the required capability models and basic knowledge summary.

The following is the first article (12,000 words in total), which is about the competency model framework required to become a valuable event operations position.

Precisely because of the jack-of-all-trades nature of event operations, the position of event operations has very high requirements for comprehensive abilities. If you can continue to grow in this direction, there is actually a very, very large space for future development of event operations and what can be done.

"Especially under the overall evolution trend of the organizational structure of Internet companies:

• The boundaries between operations and products are blurred (after the maturity of basic capabilities and models, the industry's big data platform and component-based operations, there will only be one role in the future, which is to achieve the goal);
• The gradual breaking down of silo structures (in the future, non-professional technical positions will only have one core competency, which is problem solving);

• Traditional business models have fallen out of favor, vertical fields have risen, and everyone and everywhere is innovating.

Under this situation, the event operation position can more easily develop into a key role under the new organizational structure: leader of key projects, leader of innovation incubation team, or leader of growth hacking team. We will expand on this topic later. In short, you are very valuable, please believe it, and the key is how you plan and continuously improve your ability model. “

In order to achieve goals through phased activities, event operations must have the ability to solve problems using a variety of means: on the basis of proficient use of traditional Internet operations (promotions, content, scenario operations, etc.) products (basic technical means, BI, communication models, etc.) tools and methods, they must have the ability to think openly at the industry level to create new models.

To put it simply, on top of basic operations (the product creates a good base for continuous operations), excellent event operators can and dare to use all means to achieve their goals.

Under this premise, we have sorted out the three major capability model sections that are required to become an excellent event operator:

A set of hard skills that help you solve problems.

Soft skills that help you better integrate resources and improve efficiency.

And thinking habits that help you expand your mind further.

If you want and are determined to pursue the direction of event operations and develop into a project leader, innovation incubation team leader, or growth hacker team leader, you can start to sort out and formulate your next work, study, and practice plans based on the following capability model. I believe it can help you become a more comprehensive and valuable event operator who can use multiple means to solve problems and create new models.

||part1. Basic hard skills

1.1 Basic planning and copywriting skills

Since it is an event operation, the first basic hard skills required are planning and copywriting ability. This part of ability seems to be rather vague and difficult to clearly define and practice. But in fact, in the scope of event operation, there is no need to achieve the imaginative creativity or user insights (user mental education and positioning) of 4A. What is more important is to have the ability to effectively convey information and influence users through planning and copywriting. (Attached 1 is a planning case analysis tool and polishing tool)

Being able to correctly understand what is good and effective planning/copywriting is the basic prerequisite for honing this part of the ability. In my opinion, the three stages of good and effective planning/copywriting ability are basically divided into:

1. Make it understandable: Convey product information/activity benefits correctly, clearly and concisely.

2. Ability to influence people to perform certain actions: Ability to reasonably use copywriting guidance, interest incentives, game mechanisms and other means to improve the conversion efficiency of key steps in the key steps of the activity process.

3. Able to enable people to share and spread: Able to skillfully use various user psychology (showing off, resonance, profit-seeking) to create motivation for dissemination.

It is recommended that the entire planning and copywriting capabilities be built closely around the above logic. After you have mastered each stage, you can try to advance to the next stage. When the planning capabilities of all three stages have been mastered, you can basically cope with any planning project through flexible combinations.

The specific learning and practice methods for this part are as follows:

1. Observe and collect common activity interactions in the industry (not necessarily the best or correct experience, but widely used in the industry means that users have corresponding habits), and copywriting guidance forms. Start with reference, make some attempts and verifications through actual work, and build up your own knowledge base. Basically, I can think of corresponding cases in the industry as soon as I receive any planning task.

2. When it comes to improving copywriting skills, don’t be too eager to seek new things or keep up with the trends. The most important thing for planners is to understand the core essence of the information conveyed by the copywriting. Through a large number of case studies, you can accumulate a copywriting library, and constantly examine your own copywriting from the user's perspective to see whether it is "understandable" . You can continue to practice writing effective, simple, and orderly copywriting. If you want to go deeper, you can read the encyclopedia , study the trendy culture and write understandable and wonderful copy.

3. Learn classic consumer behavior, promotion and marketing theories [recommended books: Consumer Behavior, The Essence of Retail], and after mastering the basic knowledge, try to work backwards from the existing classic cases in the industry to deduce the principles behind them, analyze each key step (user clicks on the ad, first jump, first payment), and what means are used in classic cases in the industry to achieve them, and gradually try to apply them to actual work. You can ask for help from experts on Zhihu for more books. It is recommended to read foreign classic works first to understand the principles, and use some domestic books to interpret cases (foreign books mostly talk about the essence, and domestic books mostly talk about cases).

4. Learn classic user psychology [recommended books: Tipping Point, Influence, Weird Psychology], and connect various psychology theories through personal thinking to form a knowledge system (master the most common and effective user psychology), try to reverse the principles behind the existing successful planning cases in the industry, interpret and discover the optimization points, and apply them to actual work.

5. After completing the above steps, when you have accumulated a large number of actual case libraries and basic user psychology knowledge, you can try to create a new model in actual work. It is especially recommended to try planning communication activities, as such activities place greater pressure on planners' user psychological insights and the application of experience models.

Ultimately, planning work is always a job that involves dealing with people, conveying information and influencing people. After learning knowledge and referring to cases, don’t limit yourself to mechanical application. Instead, think more about human nature. Think about whether you can understand it, whether the people around you can understand it, and how you and they feel about it. Keeping an eye on your plans from the user's perspective and continuously polishing them can help you cope with any planning task and create plans/copywriting that is truly recognized by users.

1.2 Project Management Capabilities

A good event operator can manage the promotion and implementation of complex and large-scale projects, knows how to grasp the key points, and leverage the power of more people to effectively achieve goals. So we also need to master some of the most basic core capabilities of project management. The main core capabilities of project management are divided into two parts: management of things and management of people. The capability model that needs to be built is as follows:

Management of things:

1. Learn basic project management knowledge [Recommended books: One-Page Project Manager, Project Management: A Systematic Approach to Planning, Scheduling and Control], mainly to understand the core key points of project management.

2. Learn about efficiency and time management [recommended books: The Effective Executive, Minimalism], mainly to learn basic efficiency improvement tools to help you easily coordinate time management and project advancement and promote each other.

3. Combine the above knowledge with your actual situation to create your own set of project management tools and methodologies (you must have your own set of management methodologies). At the beginning of a project, you need to know how to manage indicators, how to break them down, what the standard format is, what the email format is, and what the meeting mechanism is. Ensure that it is complete, simple and effective, and continue to improve it as your practical experience grows.

4. Develop a strong goal-oriented habit, practice this habit through regular reflection, and advance a project with a clear goal from beginning to end. It can help you better play the role of a project manager/facilitator, always help everyone correct the direction and improve the efficiency of team collaboration.

People Management:

1. Learn basic expression and presentation skills [Recommended book: Pyramid Principle ], and first express your ideas clearly and effectively (whether by speaking, PPT, or email), then you will have the first condition to influence others. Clear, logical and persuasive expression ensures that you can gain the recognition of others. The recognition of others represents your right to speak, and the right to speak represents your control over personnel.

2. Learn communication and negotiation skills. There are many similar books on the relevant topics [Recommended books: The Art of Communication: Seeing into People and Beyond People, Harvard Negotiation Skills]. These require some support from emotional intelligence. If your emotional intelligence is not high, practice more from a technical perspective. This part helps you deal with all partners, whether reliable or unreliable, strong or not.

3. Learn various virtual team management skills. There are many related posts in professional forums. About meeting organization, team building, and goal management. Help you further improve the efficiency of a team's collaborative operations.

In addition to things and people, good project management means that you need to look higher and be able to see more details. This is a skill accumulated from rich work experience and cannot be achieved overnight. Consciously remind yourself to look at a project from a higher level (the competitiveness and value of the project at the department and industry level), and at the same time remind yourself to learn to manage a project more efficiently (grasp the key points, see the most detailed details, and understand all the background and logic).

1.3 Basic operational capabilities

Event operations belong to the operations team, which of course needs to have a basic operations capability model, and more importantly, needs to master and understand the various tools and means of operations positions. Ultimately, the big operational concepts are all about achieving goals and solving problems. There are thousands of goals and problems, so basic operational capabilities are less about theory and more about practice, cases and methods.

Improving basic operational capabilities is a process of increasing the richness of the " dry goods "/tool ​​library that one has mastered:

1. First, build your own operation methodology library. If you are confused about the structure and direction, you can first read a domestic book [Recommended book: The Light of Operation]. This is a relatively complete introduction to the concept of operation. At present, there are not many clearly defined operation concepts abroad, so domestic theories are still relatively advanced. Don't define yourself as being in the direction of user operation or product operation . Read thoroughly and have general knowledge. Real activity operations only consider solving problems. Don't forcefully distinguish concepts and try to master as many tools as possible.

2. Keep observing the industry and collecting cases. Read the latest cases instead of traditional books (for example, if you study the 2014 social communication model now, everyone has already played with it). Summarize and form your own operational tool library (red envelope fission, sign-in, crowdfunding, discounts, etc.), and try to learn from and apply them in your specific work. In addition to collecting and accumulating activity cases in the first planning part, the page should pay attention to observing various basic scenarios, columns, and continuous operation methods to form a complete operation tool library.

3. Cultivate and improve your data analysis ability: There are no suitable books for this part, either they are too shallow or too professional. It is recommended to go to professional forums to learn the most classic and commonly used data analysis tools ( funnel model , user map, etc.) and data analysis presentation methods (cross analysis, regression analysis, etc.). You don't need to learn how to use SPSS so deeply, just use Excel well.

4. Learn the most classic concentrated problem analysis ideas and decomposition methods (SWOT, 5W2H, Lean Canvas, etc.). There are also a large number of posts in professional forums to teach you. Please note that many people use problem analysis tools just to force content into the PPT for the sake of beautiful layout, which is actually very wasteful. My suggestion is to seek and learn new tools with specific work problems in mind. You will find that using these tools to find solutions is really effective and you will get twice the result with half the effort. In each actual case use process, these tools will gradually form your capabilities.

5. If you are doing platform business, you need to master a certain degree of knowledge about KOL operation/merchant operation, etc. You should learn and practice the corresponding tools according to their respective characteristics, and continue to apply and optimize them in actual work.

There is a rich and complete tool library for solving problems/achieving business goals. When receiving a task, you can quickly combine the tools in the library to form a solution, and use data analysis to help yourself continuously verify the effectiveness and optimization of operational strategies. This is operational capability.

1.4 Basic Product Capabilities

A good planning manager is also half a product manager. Of course, on the one hand, he or she must have data and user insight capabilities, which will be discussed later, but the capabilities recommended here are mainly the ability to use some technical means and basic UI planning capabilities in the product manager position, which will help you to generate more planning methods other than simple special pages and pursue a continuous improvement in user experience . Of course, it can also help you plan a plan that is more feasible and has higher input-output costs.

The content that needs to be learned includes the following steps:

1. Understand the basic principles of code operation: how the front-end and back-end work together, how the front-end model calls and combines the database for calculations, the concepts of dynamic data and static data, etc.

2. Understand the classic algorithm models: BI model, advertising algorithm model, lottery and cost control logic. Know what kind of algorithm supports the simple but excellent front-end presentation.

3. Learn the most classic and standard form of writing product requirement documents, and master the ability to transform business needs and gameplay features into R&D needs.

4. Learn basic UI knowledge, and gradually develop a sensitive sense for front-end experience through the interactive cases that you have continuously accumulated and sorted out. You will be able to flexibly operate different forms of interaction and flexibly call back-end data to match various page presentation effects and gameplay logic.

5. You don’t need to draw the most professional interactions, but make your operational interactions as professional as possible, so be familiar with some basic interaction software (Axure, etc.) to ensure that you can convey your ideas better and more directly.

6. Of course, you need to understand the general structure of the R&D system of your business, department, and group. Understand how your data is stored, what fields are there, which ones are open, what common components the middle platform provides, and how the front-end business calls them. This requires careful observation and curiosity in daily work.

The following are some suggested methods for learning and practicing:

1. The most effective method is to rotate directly to the basic product team, learn how to use their various tools, and learn how to write product documents. Communicate and learn basic R&D knowledge with R&D colleagues. The estimated period is two weeks to basically understand it, and then continue to improve and enhance it in combination with daily work.

2. After you have acquired a certain amount of basic knowledge in R&D, go to technical or product forums to read a large number of posts about building algorithm models, learn the principles of various algorithms and logic, and understand them.

3. The main part that requires continuous learning is the UI. It is also recommended to study classic works [recommended books: don't make me think, Meditations on Interaction Design] and domestic cases simultaneously, and understand the principles and reverse the classic cases simultaneously. Continue to develop your front-end planning sense.

4. Finally, boldly combine technical knowledge, constantly propose new solutions in your planning proposals (such as social fission gameplay that automatically finds accurate users, etc.), and keep trying.

||part2.Soft skills core competencies

“Soft skills are not like hard skills that can be clearly demonstrated through cases, performance and personal output. Therefore, they are often overlooked and considered to be illusory and unquantifiable.

But in fact, soft skills are the core abilities that truly differentiate people from each other in the actual business operation process. They are especially important for event operation positions, because this position needs to deal with far more people and things than other positions. Foreign companies and some excellent domestic companies actually attach great importance to the cultivation and improvement of soft skills.

Therefore, please change your mindset before you start reading this part. Don’t think it is unimportant just because this part does not have specific knowledge points and learning content recommendations. This part requires more understanding and conscious practice to cultivate some habits. Habits will become your abilities. ”

2.1 Commercialization and product thinking

I was fortunate to have worked in event planning for two top product-oriented and commercial-oriented companies. I deeply felt the differences between the two thinking modes and the benefits that having a comprehensive thinking mode can bring. If you want your business plan to be both popular and well-received: a good experience that is widely recognized by users and can effectively bring business value and realize commercialization, start consciously learning and practicing these two thinking modes from now on.

Product thinking:

1. Always examine everything that interacts with people from the user's perspective. From the elevator you take every day, to the mobile phone that accompanies you all the time to every online activity and page. Develop the habit of continuous thinking and analysis, why to provide such a function, why to layout it in this way, what is the logic and operation mode behind it, and how to optimize it. List your thinking habits from a product perspective as necessary reflection items in your daily diary. Develop the product thinking ability to examine everything from the user's perspective.

2. More classic books on user psychology and behavior [Book recommendations: Webbuilding, The Crowd, etc.] (It is not recommended to read too many ready-made user experience methodologies. You must form your own interpretation and understanding of this part. Maintaining the ability to think independently is more important for event operations). Try to use this basic knowledge to interpret the current situation and gradually develop the ability to create user needs. (Recall that one thing that Steve Jobs and Zhang Xiaolong have in common is that they pay little attention to data, cases and successful methodologies, and both create user needs from the essential user value)

Commercial thinking:

What is commercial thinking? I am not qualified or capable of giving a clear interpretation and definition. Here I will tell you my thoughts through a story, hoping to trigger your thinking and active practice.

1. We once created a tool platform open to platform merchants, with the aim of attracting more merchants to pay for its use. After the product was launched, we carefully prepared promotional documents for the product, detailing the product's logic, features, and various functions, and then began nationwide promotion. There were a lot of merchants present (because we have done a lot of benchmark cases), and our publicity was also very exciting. But what’s strange is that the merchants who were attending the lecture were all playing with their mobile phones and seemed uninterested, and only a few merchants came for follow-up consultations.

Afterwards, I found a very senior business tycoon for consultation. The answer he gave was extremely simple but it was like a punch to the head. It touched me so much: there is no need to make it so complicated. Merchants just want to make money. You just need to tell them that if they invest 1 dollar in other channels in the industry, they can make 5 dollars, and if they come to you, they can make 10 dollars. That's enough. After this experience, our project changed the assessment target from the original click-through rate and various funnel models to the only merchant investment ROI, and continuously improved the competitive advantage in the industry. Since then, the product has become a hit. This is what I understand at this stage, commercial thinking. This section recommends that all event operators, especially those working on large platforms, should step out more often and communicate continuously with the real business people on the platform to understand the nature of business at different stages. Only then can you truly create something with market value.

2. If you want to do B-side business, please understand that there are actually two types of B: professional manager B and businessman B. Professional manager B is the person in charge of marketing or market for a large company. His core demand is to report performance to his superiors (needs highlights), so you know how to satisfy him. Businessman B is the owner or store manager of a small or medium-sized enterprise, and his goal is simply to make money. The platform often faces different types of B customers. Please make sure to distinguish them clearly so that you can make money from them more purposefully. If you have the opportunity to come into contact with these two types of B customers in actual work, you can consciously try different strategies to see how they will be leveraged.

2.2 Problem Solving Skills

A person who is good at solving problems must be a person with many creative ideas. If you don’t believe it, you can observe the cases around you. Because in fact, the process of generating creativity and solving problems in the human brain is the same, which is: clarify the problem - retrieve information - combine answers.

The first habit you need to develop in problem solving is to immediately clarify what your problem is, where the boundaries of the problem are, and whether the person who is solving the problem with you has the same understanding. Only in this way can you form an effective problem-solving circuit in your brain. Just remember this concept, and we will focus on how to improve your ability to retrieve information and combine answers.

1. Have cross-border thinking. This is a concept that is constantly emphasized in many innovation courses. What is cross-border thinking? It means being able to use ideas and methods from a completely different field to solve problems in the current field. Improving this ability requires us not to limit ourselves to learning skills in our own field, but to broaden our horizons and learn the knowledge systems of other industries and other fields, because the essence of many problems is ultimately the same. Knowledge of interdisciplinary subjects can help you form general knowledge and abilities, which is the so-called cross-border knowledge.

Here I would like to recommend [Book Recommendation: Poor Charlie's Almanack], a biography of Charlie Munger, whom Buffett calls his mentor. He constantly emphasizes the necessity of cross-disciplinary knowledge learning on different occasions and in various parts of the book. The general knowledge system emphasized in the book is the core competency you need to build.

2. Develop the habit of proposing multiple solutions: cross-border thinking and a more comprehensive knowledge reserve ensure that you have enough material libraries (including the collection and accumulation of various case libraries mentioned in the previous links, so in fact, the case library you collect is not limited to your industry field, you can look more offline, traditional enterprises and even amusement parks) to retrieve effective information and think about how people in another field would deal with this problem (this is called change of context thinking), which is the process of information retrieval and combination of answers. Then, every time you encounter a problem, try to come up with multiple solutions. Forming this habit will force you to constantly practice the process of retrieving information and combining answers in your brain. By constantly trying again and again in actual work, you will gradually develop the ability to solve problems efficiently.

2.3 Expected Management Awareness

In the process of promoting a project and implementing a plan, a large number of superiors, subordinates and horizontal partners will be involved. How to ensure the most effective support from everyone and avoid too much unnecessary entanglement, the awareness of expectation management is very important.

The awareness of expectation management means that you should always have a picture in your head, which shows the key people involved and their expected status. Through this picture, you can predict how the corresponding people will react at each stage, what kind of status they will face, and whether it is necessary to adjust and manage expectations.

For example, what are your leader's expectations for the results of your project? Is it because you asked him for additional resources that his expectations are too high? If the result is the same as the previously defined goal, then it is still below expectations. What kind of report does your partner want to get from you and how many products are sold? If you only help him get a lot of exposure, then you will definitely encounter various non-cooperation from him during the project promotion process.

Having an awareness of anticipatory management means that you can let your boss know in advance where the risks and difficulties of the project lie. A mediocre result is the most likely outcome, while creating highlights is a result that exceeds expectations. You will also be able to be the first to realize when additional adjustments occur in the project and adjust his and his partners' expectations.

Of course, please enjoy the advice of always exceeding your boss' expectations, but people with a strong sense of expectation management will not only try their best to do things better, but will also consciously lower their boss' expectations. In an extremely ideal situation, such a person will always be satisfied and recognized by his boss and partners because he always exceeds expectations.

In the capability section, it is recommended to write down all the roles involved, their expectations, and the current possible results in a table at the beginning, and review and evaluate this table at each stage of the project to assess whether adjustments need to be made. Continue this habit and develop the ability to keep track of the expectations of the people around you at all times. Then you no longer need to write it down because your brain will remind you to manage expectations at any time.

2.4 User Insights

The ability of user insight helps you enter the 'fool mode' at any time to examine your plans and products from the perspective of an ordinary user with specific attributes. It is not necessary to rely on complex user research every time. The reliability of the plan can be basically judged at the first time.

This ability cannot be achieved and acquired through methodology from the beginning. It requires long-term and extensive user research experience to cultivate sensitivity to user insights. The method is also very simple. Try to get the opportunity to fully participate in the user research process and understand the tendencies and problems encountered by different user groups in each link . If you don’t have the opportunity to participate in user research, often look for friends around you and observe them throughout the entire process of operating a product. Record all the phenomena but don’t try to help them move on by explaining. Gradually accumulating experience, I know that male users are very likely to be bothered by vague copywriting, middle-aged and elderly users are very likely not to read small fonts, and so on.

Please continue this process. When you are experienced enough, you can quickly review each planning case from the perspective of your target customer group. You will see many problems that you as a planner cannot see. This is user insight.

2.5 Fast Learning

The ability to learn quickly helps you grasp the core of an unknown field and unknown problem at the first time, and give the correct solution in the most efficient way. At the same time, it can also help you quickly get into a new state after entering a new field and bring into play the various activity operation capabilities that you have trained above.

Being smart or not does not affect a person 's ability to learn quickly through methods . The basic path is as follows:

1. Exercise the ability to collect information, which includes two parts: quick reading (reading through) and summarizing and finding the key points. Both parts can be quickly learned through some posts in professional forums. If you find this part difficult, look for some related books in detail (most of them are summaries of various methods in the posts). After mastering some methods, consciously practice the ability to quickly retrieve information during daily information retrieval and reading, and try to summarize a long article or a book in one sentence or a paragraph. Continuous practice ensures that you can gradually acquire the ability to quickly find key information in any environment and face any information. This is the first step to rapid learning.

2. After finding the key information, practice your ability to draw inferences from one instance. This is a bit similar to the previous exams, where the teacher teaches a piece of knowledge, and you digest and understand this knowledge before dealing with more changing problems. The key is to learn to find and understand the principles behind key information, and then use this principle to try to solve the problem. For example, if you want to do new media promotion ( TikTok ?), after quickly browsing a very long TikTok operation article, you will find that the key point is to accumulate enough interactions at the right time to push your video to the next traffic pool. So at this time, how others share it is not important to you. You can try to give a way to send the video to the next traffic pool (obvious).

Use it more often in actual work, boldly take over work in unknown areas, and improve your ability to cope with changes in the environment and information.

2.6 Data Sensitivity

In addition to the basic data analysis capabilities mentioned above, sensitivity to data helps you to quickly and effectively identify problems or opportunities as soon as possible. Data sensitivity requires a certain mathematical foundation (some fast calculation ability), which can be found in elementary school mathematics textbooks.

More importantly, be fanatical about data.

What is data mania? After an activity goes online, if you have time, look at the most granular data reports (reports refreshed every minute or data updated in real time), observe the flow of data, and quickly calculate the changes in various conversion rates . Feel the changes in data after each promotion strategy is launched, operational action is implemented, and gameplay is adjusted. If these changes are not closely observed through real-time data, they can easily be concealed in the final review and sum of the data (which is a pity that most projects only do this step).

There is no need to learn complicated theories or follow any methodology. Just stick to this habit for a long time, and your understanding of the impact relationship between operational actions and data will far exceed that of others. Your data sensitivity and ability to discover problems and opportunities from data will also far exceed that of others.

||part3.Some habits

After your abilities, what will help you reach the next level are some habits that are different from ordinary people. If you persist in and cultivate your own habits, you will be able to achieve unexpected success in event operations and create your own wonderful plans. The content of this part is relatively abstract and relies more on pondering and personal understanding.

3.1 Combination of science and liberal arts thinking

It seems that from high school to graduation and work, there is not much difference between liberal arts and science students except for the different exam subjects (of course, those who are poor at studying are basically the same). However, if science students and liberal arts students who have excellent grades and are engaged in corresponding jobs face a problem, the solutions and behavior patterns they give will be very different. Everyone should know the basic principles of the difference between linear thinking and divergent thinking.

The best event operations managers are often able to switch back and forth between two thinking modes: using divergent thinking to give creative answers, and using linear thinking to derive efficient and safe implementation logic.

The process of cultivating this ability item is relatively ethereal, but if you persist in doing it, you will feel the gradual changes. It is mainly recommended to practice by reading:

1. Read hard skills books, learn a skill, understand a set of logic, and constantly train you because - so if - will know your thinking pattern.

2. Read books on humanities and abstract concepts; learn more culture and knowledge (not historical books are culture and knowledge, and knowledge that is not narrow, even how to dance); try to appreciate art works, find the imagination space in it, so that an art work can give you more associations; interpret what emotional state a work of art (a song) was born. This will continuously strengthen your divergent thinking.

3. Try to consciously change your thinking mode in actual work and force yourself to tell yourself (hypnotize yourself): I am a science student now, and I want to write rigorous and reliable product documents. I am an artist now and I want to make my copywriting based on incitement. Over time, two mixed thinking patterns can exist in your mind.

3.2 The habit of observing and thinking

Let me put forward my point of view again. The Internet industry is ultimately an industry that brings people a wonderful experience. Observing and thinking about all the beautiful experiences in life is a necessary habit for an event operator, because all the beautiful experiences can be refined into people's psychological principles or patterns that transform into online forms, which is also a necessary condition for you to create a different new experience.

So keep observing and thinking, and at least have the following two habits to help you continuously improve your knowledge.

1. Maintain observation of industry dynamics, think at the industry level, record and try to interpret. Don’t just record superficial phenomena, but use some psychology and sociological principles learned from the above abilities to interpret and think about the social background of a phenomenon and what is the user psychology captured by a successful case. Write it down, don’t forget, keep practicing this process, and you will gradually develop stronger insight into industry opportunities.

2. Maintain observation and thinking about the beautiful experience in life, and observe why claw machines are irresistible. There are many girls taking photos in a fashionable restaurant. Go and meet all kinds of interesting and cool people, chat with them, and listen to what they think of the world. Record everything cool, funny, and beautiful. Think and refine the principles behind it, summarize and analyze, and form your theory about how to create a beautiful experience. This habit helps you reserve a strong enough and extensive knowledge base to support your ideas and ideas.

3.3 Cultivate aesthetic ability

Crucially, event operators and planners should come up with solutions/copywriting that are superior to the simple public and admirable. Aesthetic power is a necessary condition.

Try to get in touch with beautiful things, watch movies shot by masters, listen to the most fashionable songs (not learning to meow), go to a fashionable restaurant for dinner, buy clothes brands with attitude and design, study the classic pop culture you like, be friends with interesting and cool people, and learn photo processing techniques to make your circle of friends full of B squares.

You must constantly improve your aesthetic taste, reduce your patience with vulgar and ordinary things, and live more refined and better; don’t be particular, don’t indulge in vulgar hobbies and can’t extricate yourself, and don’t give up waiting for middle age to slowly lose hair. Let yourself slowly become a spiritual leader in your circle of friends.

Only in this way can you create something truly different and beautiful.

3.4 Have the spirit of adventure

Finally, event operations often rush to the frontline of the business, constantly trying new strategies and exploring new areas. Having the spirit of adventure allows you to have sufficient curiosity and desire for unknown fields, drives your innovation and breakthroughs in a short while, and gives you a full sense of business excitement. There is no method or theory in this part, and different personality cannot be forced. Do the Enneagram Personality Test. If you are an explorer, then congratulations, you already have a very important innate advantage. If you are afraid of the unknown, please use practice and mechanism to urge yourself to step out of your comfort zone from time to time, look at the outside world, and try the taste you haven't tried before.

If you choose the path of event operation, then congratulations, your future space is very, very huge.

If you choose the path of event operation, then pity you, you need to practice far more abilities than others.

The road to operation of the event is long, but the road is clear, and I am halfway through, looking forward to your joining.

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Activity planning/copywriting exercises/sanding tools

Recommend an event planning proposal/copywriting practice/polishing tool to help you interpret classic cases more clearly and polish your own proposal.

1. Draw the activity logic diagram, and draw all the paths of the user's path from the moment the user sees your advertisement, and mark the key points;

2. Refine the form and copywriting of key points, integrate them together, and ask others for help to score each key point, analyze the key points, your interaction and copywriting guide users to move downward and not operate;

3. Review and refine the form as a whole, polish and evaluate the consistency of user expectations, and ensure that users focus on one thing from beginning to end, so that you can effectively guide users to go down. (Don’t expect users you attract with the 1 yuan rush to buy advertisements and will walk down the 50% off button for you);

4. If it is used to polish your own planning and practice, it is recommended to disassemble the KPIs of key points, and set the jump rate targets for each link clearly. In fact, observe and continuously optimize after line, feel the changes brought by each adjustment, and form your own feeling (this is your core competitiveness).

After reading the activity operation capability model in one picture