Guide to creating operation and promotion plans!

I will discuss with you the following aspects:

1. What is an operations plan?
2. Why do you need an operations plan?
3. To whom should the operation plan be given?
4. How to evaluate the quality of an operation plan?
5. How to complete an 80-point operation plan?

1. What is an operation plan?

An operations plan is actually a report that develops strategies, presents ideas, and obtains resources based on the operational goals of your work.

As for what format to use to complete the relevant project report, the fact is that PPT, WORD, and mind map are actually all OK. What is important is not the format, but the content.

2. Why do we need an operations plan?

So, why do you need to write an operations plan? There are many issues involved here. In fact, there are two aspects of value:

The real value is: helping you sort out your thoughts and thus increase the success rate of your operational actions.

What is less real is actually giving readers certainty.

Why does the operation plan improve the success rate of operation actions? In fact, it is because in the process of writing your plan, you should have completed the collection of relevant information and simulated the process of implementing the plan, so you should be confident about the entire plan.

3. Who will see the operation plan?

The next question is, who will see the operation plan? The answer to this question actually varies.

Showing it to the boss is to gain his approval so that he can obtain the resources needed to implement the plan.

The purpose of showing it to your partners is to let them know what is going on and help you move forward.

Showing it to your colleagues is to make the information as transparent as possible so as to gain their support and facilitate your resource allocation.

The purpose of showing it to yourself is to make you clearer about the corresponding route in your plan and ensure that the entire plan is implemented in an orderly manner.

4. How to evaluate the quality of an operation plan?

Next, we will talk about how to evaluate whether an operation plan is good or not.

You can remember four letters, called OGSM, purpose, goal, strategy, and effect.

Simply put, a good plan requires a clear purpose, clear goals, clear strategies, and measurable results. If any one of these points is not achieved, it may mean that there is room for improvement.

Let’s take an example.

The purpose is clear: I have made a plan, hoping to complete the feasibility test of acquiring public account fans for the company through new channels through this plan.

Unclear purpose: I made a plan to increase the user base.

Why is it unclear to write it this way?

Because there are many ways and channels to increase the user scale, if your plan is a strategic-level plan with a concise outline, there is no problem in writing it this way, because it still needs to be broken down before it can be implemented; but if your plan is a specific and executable tactical-level plan, then there will be problems in writing it this way.

The goal is clear: I plan to use this plan to use Zhihu to attract 1,000 new fans to the official account within 30 days.

Unclear goal: I plan to add a certain number of fans to the official account.

So have you noticed that no matter the purpose or the goal, you need to do the following:

Time limit, clear value, complete details

Only in this way can we have a clear direction during the implementation process and not go astray.

When it comes to strategic clarity, we have to break it down one layer: strategy is divided into business strategy and organizational strategy.

The business strategy needs to solve: How to fight the war? What are the milestones? How to do the decomposition action?

Organizational strategies need to address: How to ensure the availability of human, financial and material resources?

If any strategy is missing, it may need to be supplemented, otherwise it will be incomplete.

Therefore, the requirements for strategy clarity are: business strategy and organizational strategy must be complete; then the nodes of matters corresponding to the strategy must be clear, and the plan must be complete, to ensure the operability of the strategy from both the business and organizational ends.

Next comes the so-called evaluable effect.

In fact, before evaluation can be carried out, it is necessary to:

The effect is describable: This effect can be described and seen;

The effect is quantifiable: the effect can be measured to see if it is achievable;

Effect is evaluable: This effect can be evaluated through testing.

You will find that the core point of OGSM is actually clear thinking, because only with clarity can all these requirements be effectively implemented. All of these elements can then be discussed.

5. How can you complete an 80-point operation plan?

Finally, let’s talk about how to complete an 80-point operation plan?

Through our descriptions above, you should have discovered that an operation plan should be written according to this process.

1. What to do - clarify the purpose

2. To what extent can we achieve it? - Confirm the goal

3. How to do it - collect information, process and analyze, plan the path, and fill in the plan

4. Please check - the design is completed and waiting for the next update.

Then you may say that this process alone is useless, so let us give an example.

Remember one thing: to whomever you report the plan, you need to pay attention to what he cares about. Often, what he talks about every day is the "purpose" that should be written in the plan.

For example: The boss shouts every day, we must work harder, be in the top three in one year, and be the first in three years!

In fact, what the boss wants to ask is, how can we do this? !

Therefore, we need to break it down. In chronological order, we must first do the first three of the year. We have to think about what scale the first three of the year target, turn this scale into a specific value, and implement it in our plan.

Please remember that the so-called goal is the concrete and phased embodiment of the purpose.

There are three parts to thinking about your goals:

Possibility: Is this goal feasible?

Feasibility: How can it be feasible?

Reliability: How to ensure it?

You will find:

As for the top three in a year, we first need to know how big the market capacity is, then know what scale the top three should reach, and finally look at what we have done before and what the results were, so as to judge whether I have the opportunity to accomplish this. This is a possibility.

What resources do we have now? What can we achieve with these resources within a given time? Can we achieve the three goals before the end of the year? If not, what other resources need to be introduced? This is feasibility.

To achieve this goal, we need to know which stages to divide into, whether there is a plan, how many paths and options are there, and ask the leader to make the decision. This is reliability.

The so-called information collection is actually the information on the implementation-related actions required for the collection plan. Including your own, your competitors’, and the industry’s...

There are many channels for information, including public information (for example, competitors are already listed and have financial reports), information obtained through personal relationships, and estimates.

For example, one year I calculated the income ceiling for a music education service company.

There have been different opinions over the years about the number of children playing the piano in China. Some say there are tens of millions, while others say there are millions. What should we do?

Let’s make an estimate.

There are nearly 300 colleges and universities in China that offer music education majors. Assuming that each school recruits 100 music majors each year, in 20 years, the total number of graduates is:

300×100×20=600,000 music students.

Among these students, half are majoring in vocal music and half are majoring in instrumental music, so there are 300,000 graduates in instrumental music majors.

Assuming that piano majors account for 80% of them, then there are 240,000 graduates.

Assuming that they all later engage in teaching work and each of them enrolls 10 new students each year, that would be 2.4 million new piano students each year.

Assuming that in order to achieve the monopoly goal of becoming the first in the industry, it is necessary to occupy 20% of the market, then there should be no less than 480,000 paying users every year.

Assuming the average customer spending is 10,000 yuan, the annual revenue ceiling is 4.8 billion yuan, which is about 800 million US dollars.

That’s it.

After you have collected all the information, you should process it. Don’t try to put all the content into the plan, especially PPT. You should use more pictures and charts.

I captured an annual plan from a colleague's BD plan PPT several years ago. You will find that charts really save time.

There may be many paths to practice, but you may prioritize one of them. What you need to explain clearly is why you chose this one.

Throughout my career, I think Shanda’s culture of reason has had the greatest impact on my decision-making process. Reason means:

When encountering any issues that require decision-making, the priority is as follows:

First priority: data is available, data comes first

Second priority: no data, logic first

The third priority: If there is no data and the logic is not clear, then it is responsible dictatorship.

When it comes to project reports, my suggestion is: if you have data, present the data; if you don’t have data, explain the logic clearly; if you have neither, then give your suggestions and let your boss make the final decision.

Now that you have all of the above, it’s time to fill in your plan. In this regard, I have only one suggestion: follow the design of the participation loop as much as possible to ensure completeness and clarity.

This diagram is a basic participation loop that you can refer to.

Finally, because your proposal will be shown to other people, please be sure to check it carefully and avoid making low-level mistakes - for example, wrong spelling, wrong punctuation, and so on.

Author: Zhang Liang

Source: Zhangji Grocery Store