When a junior operator is asked to organize an event, he needs to master the operation mentality

When junior operators are asked to organize an event, they will easily find that the awesome event designs they originally envisioned, which seemed extremely simple to everyone else, suddenly disappeared...

At this time, you may need a mental method like this.

position

When you are given the task of "designing an event", please don't rush and think about the following questions first:

1. Why do we need to organize an event?
2. Who is the activity designed for?

This is what we call positioning.

Newbies please understand that the purpose of doing an activity is usually to increase one or more data indicators in the short term; and the entry point is usually the recent hot spots or holiday nodes.

As for what kind of users to design activities for, it is closely related to the goals of the activity.

for example:

• The purpose of e-commerce discount activities is to increase the number of orders, and the average order value may not be the focus. The target group is price-sensitive users;
• The purpose of a community essay contest is to increase the number of posts, and quality is not necessarily the focus. The target group is users who are happy to post content.

Figuring out “why we should hold an event” is more important than “how to design an event”, because if you don’t understand the real operating logic behind it, it is impossible to do the current task well. There are many lessons here.

Therefore, when you receive a task, don’t be anxious. The first step is to think clearly about why you want to do it.

design

After the positioning is completed, it is natural to enter the event design stage.

Activity design needs to follow certain principles, which can be summarized as follows:

Clearly organized, simple and clear.

For active objects:

• The effective time of the activity is clear;
• The event’s awarding rules and time are clear.
• The user participation rules and operations are simple.

For developers and designers involved in the activity:

• The activity design has clear logic, clear risk points, clear monitoring indicators, and clear requirements for the activity page;
• The actions and judgment conditions designed for the activity are simple, and the prompts for the activity are clear.

For the financial personnel involved in the event:

• The cost estimate of the activity is clear, and the benefit effect of the activity is simple and straightforward.

For the customer service staff involved in the event:

• The rules of the activity are clear, and the explanation of the rules of the activity is simple and clear.

These things that seem like nonsense are actually the accumulation of countless people's failures.

For the target of the activity, if the effective time of the activity is not clear, the participation rules are not clear, and even the various rules for awarding prizes are not clear, they will not be able to participate in the activity well. For example, the game " Onmyoji " has many activities, and it is impossible for "Onmyoji" to integrate all the activities into the client. At this time, he chooses to use H5 to present the activities. Some "time-consuming" activities that require playing N copies are easy to cause such misunderstandings. An activity may last for 2 weeks, but while the user is happily playing, he forgets whether he has reached the award-winning stage stipulated in the activity. This is very embarrassing. As the number of times and the time go by, the user's participation rate in the activity will decrease.

For the development and design involved in the activities, if the logic and prompts are not clear, it is easy to create activities that confuse users. If users do not take it seriously, it is fine. Once they take it seriously, it is bound to lead to customer complaints. The problem is that when the logic and prompts of the activity itself are not clear, it is difficult to believe that the FAQ given by the operation to the customer service is effective. At this time, it is easy to go wrong. Once a "group complaint" is triggered, it will be a devastating event.

From the finance perspective, if the ROI is not clear, and the costs and benefits are not clear, then it is estimated that the event planning will not be approved at all - of course, you said that your finance department does not have the authority, then I might also believe that some bosses who are confused will do this. But, how do you tell your boss that you actually did something awesome or stupid? You can't just rely on your feelings.

There is actually a big pitfall here. After seeing Xiaomi playing with its fans, some companies may make the mistake of letting operations directly face users.

And when the various ambiguities I mentioned above appear, I guess someone will have to take the blame for this event. I guess no one wants to get fired for organizing an event, right?

document

For those who have watched "Starting Operations from Scratch", I guess they already know the answer. Let me say it again:

1. Activity theme: Let users understand the theme of your activity and whether it is attractive to them.

2. Target group of activities: Make it clear which group your activities are aimed at so that you can grasp them and gain recognition from leaders.

3. Activity time: the start time and end time of the activity, the time when the rewards are issued and the time when they are received.

4. Activity description: Let users understand and decide whether to participate and how to participate.

5. Rule details: Make it easy for users and developers to understand. Part of the content is displayed on the front end, and the other part lets developers know how to implement the activity.

6. Distribution channels : To make it clear to the market or to yourself, there must be a distribution time, selection of distribution channels, and budget.

7. Risk control: Let developers understand what your risk links are and whether there are corresponding measures to solve them.

8. Monitoring indicators: Cover most relevant indicators, including monitoring of delivery channels, monitoring of user participation, monitoring of reward distribution, etc. It can help you find problem points when viewing the data and inspire you to solve these problems.

9. Cost estimation: How much does an activity cost and how much does it cost per person. It doesn't have to be very accurate, but you must be aware that there are activities that don't cost money, but if you do, you need to understand the capacity of an activity, how it will help the indicators, and how much money you need the company to support you in order to gain these benefits.

10. Effect evaluation: Where there is cost, there is benefit. The purpose of your activity is helpful to the indicators of the website/product. You need to consider how to reflect it and get the approval of your leaders.

11. FAQ: You can prepare a separate document and provide it to customer service or relevant personnel to help solve confusions that users may have when participating in activities. FAQs should be detailed and standard. If the event is large-scale and FAQ alone is not enough, you need to prepare customer service training documents in advance and actively communicate.

Beware of Misconceptions

Let me tell you a few misunderstandings:

1. Everything will be fine once the activity is online. Other things have nothing to do with me.

wrong!

It all starts after going online...

Whether the activity design is reasonable and whether it can achieve expectations depends on the results after it goes online. After the activity is completed, there should be a review to summarize the problems and experiences in the activity. Since it was you who designed the activity in the beginning, all problems after the activity are related to you.

Whether the mentality of taking responsibility to the end can be established is an important indicator of how long the "operation" can be done.

2. There is a node tomorrow, so let the developers work overtime today to develop the activity code.

wrong!

Usually, the launch of an activity has steps. It needs to be developed by programmers , coordinated with the market, designed by UI/UE, tested, and some companies even require process applications.

Even if there is no process, you shouldn't do this. This is causing trouble and is equivalent to putting yourself and your colleagues on the fire.

Please be sure to leave enough time for your colleagues to avoid a large amount of temporary work that makes everyone busy or even dissatisfied.

If your boss makes this request to you, please be sure to refuse. Otherwise, send it in written email to confirm clearly before taking any action.

3. Don’t do activities that lack creativity. If you want to have fun, you have to do something big.

wrong!

Are there any people or organizations that do this? Yes, and they are particularly happy to "share" such stories of their own and their team's hard work.

But, to be honest, each person and organization has different capabilities, structures, and goals. If you approach operations as if you were the No. 1 marketer , there are really only two outcomes:

Be awesome, or die.

And I guarantee that the probability is definitely not 50-50.

4. The activity rules are complicated and my boss didn’t give me a budget…

Totally wrong!

If you don’t have a budget, don’t hold the event. Alternatively, you can design a fake prize-winning event.

But you must never use this little trick as a way to protect yourself. Sooner or later you will have to pay for what you have done. When you do, you will know how powerful you are.

Although you must be sneering at it now, 233.

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