3 elements and ideas for activity review!

It’s the annual 618 event again, and it’s time for the annual event review . It’s the time for students who work with data to scratch their heads and shed their hair... Event review reports are not only difficult to write, but operations and planners are often not satisfied after they are finished, and they have to argue over and over again. How hard it is!

Today I will give you a systematic explanation of how to review an activity.

Activity goal: to achieve 10 billion GMV for the entire site, the actual result is 9.9 billion, so it does not meet the target!

Activity goal: to bring in 10,000 new users, and actually brought in 12,000, so the goal was achieved!

Activity goal: Clear out 100,000 inventory products, and actually clear out 100,000, so the target has been met!

The content is that simple. The conclusion should also be simple: good / bad, give a definite answer .

Part 2: The performance of the activity process is different depending on the conclusions of the first part.

The conclusion is good, and the process performance should talk about: how to do it so well.

The conclusion is bad, and the process performance needs to talk about: where the bad link is.

Although the forms of activities vary, in summary, there are only two major parts in the process:

Planning stage: Participants, participation behaviors, and participation rewards (as shown below)

Execution stage: promotion, participation, and fulfillment (as shown below)

Note: It is unreasonable to question the plan without proper execution. Therefore, regardless of whether the outcome of the activity is good or bad, it is important to review the execution process first. Clean up the problems at the execution level (as shown below)

When the execution is in place, we can review the problems at the planning level. Common problems are as follows:

Note: When reviewing a situation, never attribute the cause to: the goal was too high. Rather, it means that the current customer base size cannot support the goal, or the current activity intensity cannot achieve the goal. The main purpose of doing this is to maintain the legitimacy of the goal and avoid turning the review into a meaningless war of words. In fact, if you want to fish in troubled waters, the first thing you need to do is to confuse the goal, or simply not set a goal. This is something you must avoid when doing analysis.

There is another type of hidden problem: inaction on the part of the business side. The business side clearly discovered the problem, but did not make any adjustments during the event.

Part 3 : Summary of activity experience, based on previous analysis, prospects for the future

When making a prospect, we must also look from the macro to the micro.

Macro: Is the goal of this activity worth continuing?

Middle view: Is the planning of this activity worth continuing?

Micro: Execution of activities, whether there are lessons learned

The macro goals are likely to be missing, for example:

1. Excessive pursuit of sales volume leads to loss of profits

2. Simply assessing the number of new registrations, the quality of customers is very poor

3. Excessive concentration on sales during promotional periods, with poor sales during normal times

These problems are not due to the failure to achieve the activity goals, but rather other problems that arise when the activity goals are achieved. Therefore, it is necessary to observe separately to avoid the problems of "picking up sesame seeds and losing watermelons" and "taking money from Peter to pay Paul".

Medium-term: whether the user needs are fully understood

1. Have you grasped the user needs?

2. Whether the user value is fully exploited

3. Is there more room for exploitation?

These questions can be answered by continuously tracking users' continuous consumption. If you find that users who participate in activities not only do not stock up on goods, but instead want to buy more after buying, then you have really struck gold.

At the micro level, is there room for improvement in execution conversion rate? include:

1. Is the promotion optimizable?

2. Can the conversion process be optimized?

3. Can the performance efficiency be optimized?

Students usually do a lot of analysis on this aspect, so I will not elaborate on it here.

The above future prospects are often ignored by students, or they only focus on the micro part and forget to explore the macro and meso situations. This point can be supplemented in future analysis to avoid being disliked as "not in-depth enough".

Difficulty 1: No goal

In quite a lot of companies, activities are carried out in a very casual manner and without any goals at all. The operations department only knows how to: attract new customers, do promotions, and send out coupons. I don't know exactly how much.

There is another type that seems to have a goal but actually does not. The most common one is: I want to increase GMV. nonsense! Holding activities will definitely increase GMV. How can it be possible to lower it?

The key to the problem is: to improve from how much to how much, we need to quantify the assessment before we can analyze it.

Difficulty 2: No records

During the event planning stage, there is usually a record of the plan that can be checked. However, the situation during the activity is often missing.

It is very likely that something went wrong along the way and the business does not want others to know about it.

In short, there was no record, which made it impossible to interpret the data when reviewing the game.

Note: Some data analysts themselves are not sensitive to these processes. If you don’t communicate while working and just look at the data on the conversion path, you won’t be able to make an in-depth interpretation. Conversion path data is just a result. What leads to this result is the business execution efficiency and business design capabilities. Therefore, business actions, labeling, and classification during the collection process are essential for in-depth analysis.

Difficulty 3: No moral integrity

The activity review is carried out in the name of data analysis, but in reality it is just bragging and flattery. Good things should be written well, and bad things should be written well in different ways.

If the business is determined to muddy the waters, there is no good solution at this time. The only way is to organize the original data materials and give them to the leaders to judge for themselves.

Of course, this is also a good opportunity for data analysts to show their loyalty to the business. If they are willing to help cover up their mistakes and put on a rosy picture, there may be better cooperation in the future.

but! It is also possible that you will be sold out by the sales department. The boss may ask: Why did you analyze it this way? The sales department may say: "It's all messing around with the data. I don't understand." They try to pass on the blame completely, so use with caution!

The core of activity review is to break the deadlock:

Target

Two words, you must make your goals clear.