The operational procedures of event planning scheme are universal!

This template is a relatively general activity template that I have developed based on my years of experience in activity operations. It helps operations partners clarify their ideas for activity planning and quickly complete an activity planning plan .

This template has a certain scope of application and is limited by its own experience. It cannot be fully expressed. Please refer to it in light of the actual situation.

The purpose is not to write according to the template, the key is to quickly sort out the ideas related to the activity.

The activity planning process is divided into the following parts according to different time stages:

【Activity planning stage】

Clarify goals, determine themes, activity descriptions, promotion plans, cost budgets, and form program documents

[Activity Execution Phase]

Refine the plan, approve activities, establish projects, follow up development schedule (involving development), launch acceptance, promote and follow up throughout the process, coordinate and cooperate in all aspects, and refine user stratification

[Activity review phase]

Goal achievement, problems encountered from the beginning to the end, things worth continuing to develop, things that must be prevented from happening again, things that need to be improved, and other problems (including people and things)

1. Activity Planning Stage

This stage is mainly about clarifying the activity goals, forming a prototype of the activity, and an overview of the resources required for the activity before formulating the plan. Try to think through the issues that affect the decision in this stage, and then start the subsequent detailed execution to avoid starting over and wasting work.

1. Clarify the goal (determine the necessity and feasibility of planning this activity)

What is the goal of the activity?

First of all, what is the purpose of planning this event? brand? Attract new customers? Promote vitality? Marketing conversion? Generally speaking, activities are means to assist in achieving the overall or partial goals.

For example, if you need to achieve sales of 30 million this quarter, then the goal of the event planned around this big goal is very clear: it must be to increase sales conversion.

Activity expectations: What effect do you hope to achieve through the activity?

Before doing an activity, you should have a reasonable expectation, either through empirical estimation or precise deduction (I won’t go into details here). Without expectations, it is impossible to estimate the cost.

Is it necessary to do the activity?

First clarify your goals, think about what you want to do, and then decide how to do it. In practice, it is easy to have an inversion. For example, Valentine's Day is coming, so why not hold a lucky draw...

Remember: we don’t do activities just for the sake of doing them, but because they are the best means to achieve our goal. Once the activity objectives are clear, the subsequent target groups, distribution channels, and budgets can be clearly planned.

Can it be achieved?

After determining the goal and necessity of the activity, you need to consider the feasibility. In other words, you want to do it, but with the current situation and resources, can you support its completion?

For example:

In order to increase the amount of UGC submissions from designers, we plan to plan a designer competition in Q3. This requires collaboration among multiple departments such as marketing, training, product technology, etc., and involves a certain budget investment.

However, the marketing department needs to carry out a national tour in the second half of the year, but there is no market manpower support; there are other No. 0 projects under development, so there is no possibility of development support. At the same time, based on the consideration of increasing revenue and reducing expenditure at the company level, the budget for such activities is too large and is not being considered at this stage.

Therefore, at this stage, this activity is not feasible and more suitable alternatives should be found as soon as possible.

Can the activity be sustained and reused?

When we organize an event, it will more or less take up some human resources and even development resources. If it is a one-time event, it would actually be a pity.

However, if you do it all at once for a long-term purpose, you will often have to invest more at one time, and if you do it under the premise that the effect is unclear, the risk is extremely high. What should I do then?

The effect that a market-proven product function brings to operations is similar to upgrading equipment when killing monsters.

An activity is actually a preliminary trial and verification of a new product. We must be forward-looking during the planning stage.

If verification activities are effective, can such activities be reused or made into ongoing activities?

Since it is verification, can the parts related to product development be done simply first? Otherwise, a lot of manpower will be wasted on development, and if the verification results are not ideal, then who will be blamed if not the operations department? Therefore, you need to think clearly before planning the form of the activity to reduce the risk points.

Only by fully understanding the factors and current situations that affect this goal can we plan corresponding activities, make budgets, have reliable expectations, and facilitate subsequent analysis and review.

2. Decide on a Topic

A good theme is half the success of an event. The theme must be attractive so that people can know at a glance what the event is, how users can participate, and what benefits they can get.

The core should be simple and straightforward. For example, an instant 30 yuan discount when placing an order, half price for the second item, a free iPhone X... Don't be vague and pretentious.

There are many common theme ideas, such as: the continuation of previous themes, reference to successful and popular industry events, organic combination of social hot spots, bold innovation with goal orientation, and review of previous events to avoid repeating the mistakes...

Referring to competitors is one of the ways, but you must dig out the essence of competitors, learn the ideas, and make necessary extensions. Otherwise, others will take one look at you and evaluate you with only two words: plagiarism!

3. Activity Description

After deciding on the theme, it is time to determine how the activity will be played. At least several elements should be included: time / object / brief description / process / rule description

Activity time is generally expressed in interval format, xx time-xx time. There is strict time control, and it must be accurate to the minute and second. For example, the Double 11 event with limited-time sales.

Some friends do not write the year on the page for either the implementation of the plan or the launch of the event. This is actually not a good habit. As time goes by, whether you review it in the future or promote the event to the outside world, it will make people feel unclear and may even cause controversy.

The target audience of the activity directly states who can participate in the activity and who cannot. For example, anniversary events are only open to old users who have purchased the software.

So, you can decide for yourself which ones meet the requirements and which ones don’t. Otherwise, if you don’t write it, new users will buy your product but not enjoy the discount, which will cause disputes.

A brief and detailed description of the theme of the event can let colleagues in other links understand what it is about in just a few sentences, which will help them evaluate the difficulty of implementation and have a preliminary overall concept of the event.

For example, if you want to get an instant 30 yuan discount when you place an order, should it be deducted immediately or will the discount coupon be returned afterwards? Should the chance to draw a free iPhone X be drawn in real time or at a fixed time? The difficulty of implementing different solutions is definitely different.

A simple and clear expression of the activity process is an essential supplement to the activity description.

Generally speaking, relying on the timeline, every link should be clearly explained, starting from the warm-up stage, to the launch of the activity, the process between activities (different gameplays have different rhythms), ending, data export, etc.

When necessary, a flow chart should be used to make it clearer.

Description of the rules. As the saying goes, there is no order without rules. Where there are activities, there must be rules. The time and objects mentioned above are actually part of the rules, but there are often many "surrounding rules" that need to be explained.

For example, the products purchased during the event will be shipped within 48 hours after the event ends; the products purchased during the event are customized products and are not within the scope of the 7-day no-reason return policy.

Notice:

1) Do not miss any special or extreme situations in the process;

2) Accumulate some "common sense". As more activities are carried out, there are many common needs. Everyone can reach a consensus and default to the same, without having to write and state the needs again and again every time.

3) A brief description of the activity can be shared with customer service or users with whom you have a good relationship to help you find out what you missed;

4. Promotion plan

If an activity does not have an advance promotion plan, it is enough to make the whole team busy.

Smart operators will prepare a table in advance and list the plan in advance:

Including the promotional materials, standard words, channels, labels, etc. to be used;

User marketing strategy (what content to send to whom, when, how and who to push it);

Of course, you can list the outline first in the early stage, and then improve the specific content after the plan is reviewed and passed. Otherwise, once there are any adjustments, all materials will have to be rewritten, which may result in half the effort and twice the result.

5. Cost budget

The cost budget comes from the expenses involved in the entire activity plan. Of course, labor costs are also costs. You don’t have to write them down during the approval process, but you should be aware of them.

Some activities have specific cost details, and the data can be given in advance. For example, the costs involved are: the prizes for the event are worth 20,000 yuan, promotion and publicity are 20,000 yuan, and material printing is 10,000 yuan. If there are no other expenses, then the budget for this event is 2+2+1=50,000 yuan. If it is a budget for bonuses, please indicate whether it includes tax.

But for some activities, it is impossible to give a 100% specific value. For example, if one sale gives away a prize worth 100 yuan, then the final cost here is 100*actual sales.

So how many are actually expected to be sold? This goes back to the activity goals mentioned earlier, and generally requires making estimates based on the target values.

Taking into account other promotional expenses, are there any reference values ​​for previous similar activities? Are there any empirical values ​​that can be used as reference for the calculation of this activity? Calculate participation and conversion according to the activity process steps, make the final budget and apply for filing.

This is a great test of past accumulation and grasp of this event, and attention should be paid to the consistency of data statistics and previous and subsequent dimensions.

Forming solution documents

When all ideas are ready, the activity plan can be output for review. In order to facilitate demonstration and explanation, I am used to writing in the form of PPT. The following is a simple framework that can be used as a reference template:

Project title, author, time

Event Background

Activity purpose/target value

Activity Theme

Activity description (time/object/brief description/process/rule description)

Event support (staff/operation/budget)

Other issues

Note: This template can be applied to most activities, but there may also be some special activities, such as online and offline activities jointly organized by several departments. Each department has its own plan, but there are some overlaps. At this time, the operation partner needs to point out special instructions in his own plan, and pay close attention before, during and after the event to prevent related problems.

After the above content is confirmed, it can be submitted to the relevant person in charge to confirm whether it is feasible and whether team leaders of different types of work are needed to conduct a preliminary demand review. According to our company's normal practice, it is necessary to initiate a demand review meeting, bring relevant personnel together, confirm that it can be done, and if there is no problem, you can start the next step.

2. Activity Execution Phase

After the person in charge approves the basic activity plan, he or she will refine the activity requirements and follow up on the implementation of each link, which requires the assistance of some forms or tools.

1. Refine the activity plan

1. List of contents that must be included in the activity requirements

Activity plan: The activity plan PPT when the demand is raised will be adjusted and modified after a demand review to ensure that the plan is the latest (there may still be minor adjustments after the project is established, mainly because it is greatly affected by the review time).

Activity page: interactive draft of page design, description of each module, such as module text, links, special instructions, activity rules

Activity flow: business process diagram, judgment logic, various situations encountered and prompt text

Other text: page tags, keywords, descriptions, etc. involved in the search/share...

I don’t know about others, but in my team, my requirement is that operations partners must master basic product design capabilities and the ability to draw prototypes and flowcharts.

Firstly, no one knows better than you how to express the activities you planned more accurately; secondly, it can improve labor efficiency and overall efficiency; thirdly, it can also train the product logical thinking of operations colleagues in the long run, making it easier to plan activities in the future.

Of course, if it involves more complex product logic, especially the background and various complex interface calls, it is still necessary to ask product colleagues to assist in completing it, mainly to avoid destroying existing product functions.

2. Activity promotion plan

As mentioned earlier, the framework that is built before the requirements are raised can be further refined after the requirements are confirmed to be correct.

3. Some common sense of activities, such as

Naming conventions for activities;

The rules on the activity page can be flexibly configured; nickname processing methods and display rules such as marquees; how to handle abnormal situations? Fallback plan? Activity blacklist, prevention of abnormal users? Do you need special support in other aspects?

…

Accumulate some "common sense". As more activities are carried out, there will be many common needs. Everyone can reach a consensus and use them by default. There is no need to write and state the needs again and again every time.

This is the same as point 1. In order to facilitate product development and other friends to better understand the overall situation, I am used to integrating the content into the prototype.

2. Activity plan approval

Before a project is launched, the activity plan must be approved. Otherwise, if the project is started in a big way, it may end up being a failure because it is not approved at some level.

The approval process is for your detailed plan.

Does each activity usually involve funding? What is the cost budget range? Is development support needed? Whether support from other departments is needed, etc.

The approval levels are different, but activities involving funding must at least be approved by the director level. I will not go into details here.

3. Project establishment

Once the plan is approved, we will proceed to project establishment. The actions through project establishment are organized by the project manager.

The role settings of project managers in different companies are different. Based on the principle of efficiency, general activity project proposals are generally made by operations partners.

(Over time, your operations partners will discover how versatile you are). Project establishment usually involves organizing a project establishment meeting based on the personnel involved before and after the activity is launched. Before the meeting, detailed requirements are emailed to relevant colleagues. It is best to have a first and second person in charge for each link.

4. Follow up development and scheduling (involving development links)

During the review, each link is given a completion time and consensus is reached. Visual, front-end, technology, testing, operation and maintenance... make a schedule, list the time nodes and the content to be submitted by the person in charge of each link;

After the appointment is made, relevant personnel will be invited to form a group to communicate about matters related to this event;

5. Acceptance

Each link confirms at the specified time that the content delivered by each link is accurate;

6. Full promotion and follow-up

The implementation of the promotion is particularly important from the warm-up, ongoing to the final stages before and after the launch. Operations partners need to control the rhythm throughout the process, observe the progress of the event at all times, and guard against emergencies, so as to grasp them in a timely manner and submit them urgently to the corresponding person in charge for repair.

It is also necessary to adjust the activity strategy in a timely manner based on the feedback from the activity.

7. Coordination and cooperation among all links

Communication and coordination for demand adjustments and changes; sometimes due to some unexpected situations, the project may be delayed or a certain link may be delayed, and timely communication and adjustment are required.

8. Refined user segmentation

During the activity, it is usually necessary to cooperate with user operations, update user tags, refine user stratification and services, concentrate efforts, and deepen operations.

For example, you can create a special group for the event, and have everyone join the group during the event. After the event, guide users to gradually transfer according to the established community tags. After that, continue user operations.

3. Activity review stage

This summary is the beginning of next time.

1. Whether the activity objectives have been achieved

Activity effect analysis: whether the expectations of the activity are met, whether the goals are achieved, high or low? reason?

2. Extended problems found

What areas are not fully thought out? What feedback do users have? How to achieve better results?

Can the activity be reused? continue?

3. Other thoughts

In addition to the activity itself, is there room for improvement in communication and project control?

other……