Event Operations from Entry to Advanced: Review

When it comes to reviewing the game, many people get numbed scalps:

Ah, I have to review it again. What a hassle. I review things all day long, but I don’t know what the point is. It would be great if I could spend more time doing activities.

Or, let’s say this happens again:

It's time to review the situation again, and start the blame-shifting and quarreling again. I'm so fed up with it. How can I do my job properly?

besides…

In short, they have no concept of review, or they do not recognize the value of review.

Therefore, this article mainly talks about the general review logic, and also talks about the review of activities.

1. The value and significance of review

Reviewing the game was originally a term in Go.

After playing chess, players usually replay the game:

Discover your own mistakes, understand your opponent's chess strategy, and study the most appropriate way to move.

Many experts regard "reviewing" as the most important way to improve their chess skills.

Later, Lenovo's Liu Chuanzhi introduced the idea of ​​"review" into the field of corporate management, which made the concept of "review" widely spread.

Many people complain that they cannot learn anything after working. What they mean by cannot learn anything is that they can no longer acquire new incremental knowledge.

In this situation, many people will eventually choose to quit their jobs and change jobs to start a new life in a different environment. And then the cycle repeats itself.

It is certainly right to acquire incremental knowledge, but in addition to constantly changing the environment, there are also means to obtain incremental knowledge from the existing stock.

Reviewing means gaining incremental knowledge from existing knowledge.

I now have a profound understanding:

The difference between masters and ordinary people does not lie in how big the difference in their experiences is.

Many masters do not have any magnificent experiences. But in the same thing, masters see more and deeper than ordinary people.

So how do you do a review?

2. How to do a review

There are four key steps in reviewing a game, which we will explain one by one:

Review goals

What was the team’s goal before doing this? How are goals set? Does the team agree with this goal? Has there been any target loss?

For events: What are our event goals and intentions? What were the indicators at that time? What are the expected activity figures?

Target deterioration: The act of secretly lowering target standards due to unwillingness to admit the gap between plan and reality.

For example, the goal of this activity was to increase the number of new users by 1 million, but the result was only 700,000. You will comfort yourself that this effect is pretty good.

Evaluation results

Does the current situation meet the goal? If achieving the goal perfectly counts as 100 points, how many points would you get for your current state?

How many points are missing? What's the main difference? If you can improve by another 20 points, what would you most like to improve on? Why?

For activities: Did the activity meet expectations? If the full score is 100, how many points can you get now?

Analyze the causes

Scene reproduction:

1. Review the entire process and links before, during and after the event.

2. What are the execution paths and processes?

Analyze the key reasons for success and failure:

Controllable factors: Is there a better strategy? Is the team giving its all? Is the division of labor clear and reasonable?

Semi-controllable factors (requires collaboration): Have you done your job well? For parts that require collaboration, are enough space, time and resources reserved for others?

Uncontrollable factors: Is there sufficient communication and timely synchronization of progress? Is there a way to bring uncontrollable factors under control? Are the risks under control?

For activities:

What does the link flow data for an activity look like?

Which links have poor data? Which links have better data? How to get good data? How to deal with poor data?

Is the division of labor reasonable? Is it because you don’t manage your time well, so you have to speed up development?

…

Summary of experience

Which things should we keep doing and which things should we stop doing immediately?

Which people and behaviors are worth re-evaluating? What could be done better? What should be done specifically?

Do you have any new understanding of the rules behind the whole thing? Are there any experiences that are actually assumptions?

For activities:

What kind of event copywriting do users prefer? Do users really like physical prizes? What is the underlying logic of a lottery?

…

Notes on replay

1. Keep an open mind and blame the issue rather than the person. There is no point in shifting the blame and arguing. Reviewing is for personal growth;

2. Don’t bring preset restoration scenarios; avoid narrating the process while saying: I had a narrow vision at the time, which led to my unclear view of the problem, so I made XX decision;

3. The conclusion should be based on the process SOP;

4. The conclusion of the review is not on the person, but on the objective fact, the essence of the event. Don’t say “I’ll be more careful next time”;

5. After reaching a conclusion, ask yourself: Is this enough? Is this really the case?

The above is all about the review. I hope that friends who have a misunderstanding of review can truly understand what review is.

Share a picture about the review:

Finally, growth is the key to solving all problems!

Author: Yao Wei's Desk

Source: Yao Wei's desk

Related reading:

5 tips for event management!

3 steps to disassemble event operations!

A complete event operation and promotion!

The 4 core elements of Internet activity operation and promotion!