Operation and promotion plan after the event goes online!

First look at this picture:

I divided the operation after the event went online into four parts:

• Mainline activity operation
• Branch activity operation
• Data Monitoring
• Optimization plan

Among them, data monitoring and optimization solutions run through the entire online activity operation. They are not a step in the activity operation process after going online, but exist in the entire activity and have global significance for the execution of the entire activity. Therefore, they are placed in the outer ellipse in the figure, which means global control. Then there are the main line operations and branch line operations of the activity. They can be independent of each other, but the branch line operations must be used to assist the main goal of the main line operations.

Before we break it down further, let me emphasize that the basic requirement for event operators is to be familiar with the event rules, especially the unshakable rules and the floating guidelines.

Next, I will gradually break down the four aspects.

1. Main line operation of the activity

First of all, from an operational perspective, let’s look at the main operations of the event.

You may ask, what does the main line operation of the activity include?

The following three different activities explain this problem.

Activity 1: UGC Collection Activity

(The gray part in the figure is non-essential process)

Activity highlights:
The event requires the collection of high-quality travel notes, which require users to spend a lot of time. So even if the number of registrations is high, the submission rate will be low. In order to increase the submission rate, heavier user operation access is required. At the same time, the judgment and review of high-quality travel notes also requires manpower to review each one, so heavier operations are also required in terms of review and standard management.

Special operational tasks derived from the event:

• User operation (including expert operation);
• Community operations;
• Standardized processes and rule-making.

These tasks should derive work details based on work objectives.

For example:

The goal of user operation is to convert registered users into effectively participating users.

In order to achieve the goal, user engagement issues need to be sorted out and resolved.

Here is a simple example:

After the user adds the official WeChat account of the event operator (hereinafter referred to as the "editor"), the editor will ask the user specific questions and classify the user into categories (not written, being written, submitted). For different labels, the editor will use different wording to urge writing. If they are still writing, we will remind them on Friday to make use of the weekend; for those who have not yet written, we will mainly urge them from the perspectives of time and benefits; for those who have already submitted, we will generally not disturb them, but will only remind them to share at specific times to raise the hard indicators for winning awards.

Activity 2: One-to-one paid consultation (low price zone)

Activity highlights:

The most difficult part of C2C docking activities is the management of the two C-ends. C who uses the service may use it incorrectly, and C who provides the service may also be passive and fail to follow the platform rules. (What’s even more difficult is that in the initial stage of the product, if there are not enough Cs providing services, there is no way to force them to cooperate with the platform by force.)

Special operational work derived from the event: event process operation (expert user operation), the goal is to provide ordering users with a better consulting experience.

Specific matters include: providing communication skills guidance to influencers (the platform does not have automatic skills for the time being); standardizing the consultation process so that influencers strictly follow the process (with salary and screenshots as evidence); making it clear to influencers that we provide all kinds of support, and that they can inform us in advance if they encounter user harassment, and they don’t need to deal with it alone...

For example:

In the early stage of the activity, we found that this type of C2C consultation that relies on the platform is prone to situations where experts and users cannot sync up on time. The main reason is that as a non-social communication platform, it is still quite difficult to achieve timely communication. At the same time, the product function cannot quickly iterate out a suitable version in a short period of time. So before the event, we prepared a set of scripts and behavioral norms for the experts, and also prepared various materials needed for communication, such as a timetable that can be used when making appointments, etc.

Activity 3: Anniversary celebration of flexible employment recruitment platform

(The gray part in the figure is non-essential process)

Key points of the activity:

The information promoted by the activities can be easily consumed quickly and in large quantities, so it is necessary to keep an eye on the content data and update the information when necessary. This is roughly similar to the activities of e-commerce. Once the products are sold out, they will be removed from the shelves and the traffic position will need to be filled with other products. There are also activities involving two prize type activities, which require strict budget control.

Special operational work derived from the activity: None.

There will be no major problems with this activity as long as you control the content and budget. (For this kind of purely online activity that does not require direct communication with users, the complexity of operation is inversely proportional to the degree of perfection of the activity product, so various situations should be preset in the early stage. The more powerful the product process design and data monitoring support are, the less trouble there will be after the launch.)

2. Branch line operation of activities

Concept: Branch line operation is the operation outside the main line that serves to promote the main line goals.

Just like the main line operation, there are various ways to play the branch line operation, and the most important thing is to serve the goal.

Example 1:

When we first started the UGC collection activities, they were in-site activities, the platform was not well-known, and there were few users who could produce high-quality works. It was difficult to achieve a volume of several hundred high-quality travel notes per month by converting internal traffic. So in order to achieve this goal, we created a side quest that requires a lot of manpower.

We have selected several well-known UGC platforms in the industry, screened articles containing our brand words or industry keywords, sorted their various hard indicators (likes, collections, etc.), and then used the company's official account to privately chat with them one by one from the beginning to the end, inviting them to participate in our activities.

Probably like: Hello XXX, I am XXXX, I saw that your article is very well written. Now we are doing a user feedback activity at XXX. You can easily get a reward of XXX yuan as long as... Add WeChat to learn more...

In this approach, all the invited users need to do is provide the order mobile phone number, add more brand keywords, and authorize us to move the article to other platforms. On the one hand, this allows us to accumulate high-quality traffic in the early stage, and on the other hand, we also accumulate high-quality talent resources. However, in fact, this approach is equivalent to brushing the existing stock, does not solve the problem of incremental growth, and is not a long-term solution.

Example 2:

The same UGC collection activity lasts for one month. Users tend to submit their work close to the submission deadline, which creates excessive operational pressure in the later stages and affects our judgment of the goals for each period. Therefore, the newly added branch activity is: the first XX users who submit in each period can get XX.
Summary: The above is a side quest that optimizes the rhythm of the main activity.

Side activities are played to support the main activities. When planning activities, by thinking about "possible problems" and then giving risk management considerations on "what solutions are there to this problem", you can basically come up with a way to play the side activities. (Side quests are not necessary)

What is said above is basically "side quest gameplay" rather than "side quest activity operation", but in fact, the operation of side quest activities is the same as the operation of main quest activities. Once you go through the process yourself, you will know what support you need.

3. Data Monitoring and Activity Optimization

1. Data monitoring <br />I personally recommend setting up more data monitoring points, so that if any questions arise, you can extract some clues from the data. General advice: All page views, button clicks, clicks on different channels, etc., need to be tracked.

By embedding points in different channels, you can know which channel has more clicks, and even which channel has higher-quality users.

For example, for one-on-one influencer activities, the one whose button gets the most clicks may be more popular with platform users.

By embedding points on different pages and buttons, we can also find out, for example, that there are 10 people who click on the banner, but only 8 of them browse the page, and 2 are lost. Why are they lost? Is the page loading too slowly?

I think data monitoring can be divided into two parts:

• The first is the routine monitoring of activity data, such as page views, registration rate, submission rate, etc.;
• Another type of goal-oriented data monitoring is, for example, I want to create a sharing function, but are users really willing to share? You can make a simple functional version and put it online to test the click data first.

2. Activity optimization <br />In fact, this aspect is a bit similar to review, perhaps the idea is: "What is the goal you want to achieve? Has it been achieved? Why? What can be done next?"

But of course it also includes user complaints encountered during the event, optimization of operational difficulties, and even goal optimization. For example, the goal of the early stage of the event is to pursue quantity, and the goal of subsequent activities is to pursue quality. With different goals, some functions and presentations of the activities will naturally be different.

The two aspects mentioned above run through the entire operation of the event.

4. Additional Examples - Things About Money

It is inevitable to spend money when organizing activities, and spending money naturally requires dealing with finances. Finance is a rigorous department, and it needs to be clear how, where and under what name each sum of money is spent. Therefore, activities that involve spending money, especially those that give cash to users, must pay special attention to cooperation with finance.

Let’s take UGC activities as an example.

The initial activity has not yet reached a large scale, and the bonuses will be forwarded to users through the WeChat account and Alipay account provided by them.

In the early stages you need to:

• The transfer account provided by the user;
• Details of each transfer of the operation (user name, user account, order number, work, reason for transfer);
• Invoices for deducting operating expenses.
• This approach requires a lot of financial and operational communication, including the email process, specific categories of invoice details, etc.

Later, as the activities grew in scale, the original process involved a lot of communication and operational risks, which was really unreasonable. Therefore, the finance department provided a solution for bonus distribution. At the same time, an interface was established between the event background and the financial system. Users could obtain bonuses directly through the wallet in the app, and the name of the bonus distribution was also slightly changed. What the operator needs to do at this time is to check the award details and go through the entire email process.

By giving this example, I want to remind event operators that in addition to daily communication with product, design, and R&D, they should also not forget to communicate more with supporting departments, such as finance, customer service, etc. In addition, when one's own experience is relatively weak, one can ask for help from the support department - the operator provides the goals to be achieved, and the support department provides solutions from their department's perspective.

Author: Black Zebra

Source: Black Zebra