Event operation execution and design!

When asked: What is the purpose of holding activities at such a high frequency?

So, I found the changes in user scale and submission volume from the data, and also locked in some positive comments from the numerous feedbacks.

Inner thoughts: It seems to be effective, the data is improving, and user feedback is positive.

When asked back: It is definitely better to do it than not to do it. But how valuable is it, and how do you know if you’ve done it well?

I didn’t expect the question to be so sharp. Even though I have done hundreds of activities, I was stunned!

After careful reflection, I realized that a lot of the things I did before were just to impress myself .

In fact, there is no problem in doing activities. But if you do things just for the sake of doing them and immerse yourself in the role of an activity executor, it is easy to lose the perspective of the person in charge of the activity.

What is the difference between the two?

The former only focuses on the implementation of the activity itself, but has no clear expectations for the purpose and results; the latter not only focuses on the implementation of the activity, understands the goals and significance of the activity, and is responsible for the results, but also pays more attention to the long-term value brought by the activity .

The above question is easy to answer if you are the person in charge of the event.

Let’s take a look at the difference between an activity executor and an activity manager?

1. Understand the goal

The person in charge of the activity has clear goals and expectations; the executors do not focus on the goals and do it just for the sake of doing the activity.

For the platform, the starting point of the activity is nothing more than to drive growth, increase the number of submissions, or bring conversions for new product features, or to increase influence, etc. The goal is to define a quantifiable number based on the starting point.

Once the goal is set, the event leader will conduct a comprehensive analysis of the possibility of achieving it based on historical data performance and the resource situation of the event. If there are any problems, manage the expectations of colleagues and bosses upfront, and clearly state the difficulties and support points needed.

Therefore, the event leader not only has clear goals, but also clear expectations for achieving results.

2. Convey value points

The value point is the top-level design of an activity , and the activity leader pays particular attention to it; but it is often ignored by the executors. Let's talk about the value point in detail below:

The value points need to be combined with the goals and user needs. For example, when we first started trying e-commerce, our first activity was aimed at students who were about to go to college, so the main value point conveyed by the activity was that if you choose to buy daily necessities for school, you can come to our platform, where there are subsidies.

At the same time, in addition to considering user needs, we must also combine our own characteristics and advantages, and the stage of the product .

For example, for every Weibo event, the core point conveyed to users is to see the latest and hottest things. Just go to Weibo.

Bilibili may not be as efficient in capturing hot topics, but it has a large number of KOC creators who can interpret and re-create content. This is its unique advantage, so if you want to reflect its value points, come to Bilibili to find an interpretation of the logic behind the story.

Having value points allows users to quickly grasp the significance of the activity. Our subsequent gameplay and visual design will all be based on the value points.

It runs through every link, making the entire design more unified and three-dimensional. Otherwise, it will become a mess .

Therefore, for the person in charge of the activity, it gives meaning to the activity and makes the activity more vivid and three-dimensional; but it is often overlooked by the executors.

3. Find the key points to achieve your goals

In fact, the activity is a funnel game, and the final effect of the activity is composed of the number of people reached * page conversion rate * submission conversion rate. The activity leader can better identify the key points that affect the funnel and gradually improve every detail of the key points; while the executors just need to focus on ensuring that the project can be implemented normally!

1) Number of people reached

Generally speaking, activity resources are limited, and how to reach more users is our goal. This involves the issue of effective allocation of resources.

According to the life cycle of an activity, it can be roughly divided into five stages: the momentum-building period, the warm-up period, the formal period, the fermentation period, and the ending period.

In order to make a successful first move, generally around 30%-50% of resources will be invested in publicity during the momentum-building and warm-up periods to whet users' appetite and attract their expectations for the event.

Once the event kicks off and enters the official stage, not a lot of resources will be invested. However, during the fermentation period, more resources will be invested. There are two reasons:

One is during the fermentation period, when some users have participated and received corresponding benefits. This is the best time for users to stand up for the platform. At this time, the platform will guide users to share fission and trigger self-propagation. At the same time, the platform will also increase its publicity efforts to amplify the effect.

Another is to awaken users who have made reservations during the promotion period but have not yet participated, and ask them to get on board quickly.

As for the end, appropriate resources will be invested, but not too much. The main purpose here is to convey the product positioning and performance to the market or users.

The overall resource allocation curve is as follows:

The activity leader will make rational use of resources to reach more users; the executors will distribute them evenly.

2) Page conversion rate

The length of steps required for users to reach the target page is inversely proportional to the number of participants. Generally it is best not to exceed 3 steps.

At the same time, the activity leader should imagine himself as the user and simulate the experience from each entrance to see whether he can reach the target page smoothly and whether the prompts on each page are clear, ensuring that users can get what they want to do within 3 seconds on each page.

The person in charge of the activity pays attention to the details of every link; while the executors do not have these problems by default.

3) Submission conversion rate

In essence, submission conversion rate is inseparable from motivation and gameplay.

The simplest and most direct way to motivate users is that the platform will directly tell users what they will get by participating in the event. At the same time, it will also create an environment, such as saying that XXX users have already participated, taking advantage of the herd mentality to increase user conversion motivation.

In addition, the event organizer will also increase motivation by pre-embedded effects and amplifying the sense of gain.

For example, within 3 days of the launch of an activity, a user who wins a grand prize will generally be revealed. You may think that this person is so lucky, but in fact, this "role" was pre-planned by the platform.

Regarding the gameplay, in addition to having a low enough threshold and playability, in recent years more attention will be paid to fission. For example, Alipay's collection of five blessings during the Spring Festival every year reflects this point.

Therefore, for the activity leader, it is easier to find the key points that affect the funnel and gradually improve each detail of the key points; while the executors will be evenly stressed, as long as the project can be implemented.

At the same time, during the event, the person in charge will observe user data at any time. If the data at each link is lower than expected, planeB's solution will be activated at any time.

Do you feel that the event organizer is using every possible means to achieve the goal?

At the same time, the event is just the beginning. In addition to paying attention to short-term data changes, the event organizer will often pay attention to long-term value, such as the user's data performance 7/30 days after participating in the event, and make long-term value attribution.

4. Efficiency should also be taken into account

After achieving the goal and verifying the results, the activity leader will also think about improving efficiency.

1) Productization of activity tools

For example, when we first started an event and asked users to vote, we could only do so by replying to their comments, and the cost of user participation would be much higher. At the same time, when collecting statistics, it is necessary to run SQL to complete it, which is extremely inefficient. As activities change, we will also productize this function to greatly improve activity efficiency.

2) Resource regularization

Sometimes, you need to apply for a lot of resources to carry out an activity. Each resource is a process, and the cost of applying for it is extremely high. At this time, you can consider matching resources according to the activity level, that is, grading the income brought by the activity, and using the level to align the source packages, etc. The advantage of this method is that as long as the activity is rated once, you can receive the full resource package instead of applying one by one.

3) Data template

For activities of the same type, if the data dimensions are generally similar, they can be made into templates and reused multiple times.

4) Make the process SOP-based

The tools, resources, and data mentioned above are all the points for carrying out activities. Finally, through the SOP process, the points are connected into a line to assist in the efficient implementation of subsequent activities.

V. Conclusion

The above is the difference between the activity leader and the executor.

It can be seen that in addition to paying attention to the goals, activity value points, and goal achievement, the activity leader will also pay attention to improving efficiency in the later stages.

Let’s go back to the question at the beginning of the article. When you ask about the value of an activity, what does it take to do it well?

You can answer this question from 100 perspectives, including goal achievement, user conversion efficiency, and long-term value.

When you are paused by similar questions, it means that you are trapped in the executor's dilemma.

Remember, when you are walking with your head down, don't forget to look up and see the direction.