An event planning and execution plan!

There are many steps from planning to completion of an event, the most important of which is the execution. Even though the plan is perfect, various unexpected events will occur during the actual implementation. At this time, the operators must be flexible and make timely adjustments. Based on his own experience, the author of this article analyzes how event operations should be carried out, and hopes it will be helpful to you.

An activity generally goes through processes such as demand organization, planning, activity execution, summary and review.

Activity execution is the most important part of the whole process. From planning to execution, it is the process from ideal to reality. The process of executing each activity will hone your temper, exercise your abilities, and break your expectations, and you will slowly gain some of the experience.

Recently, I suddenly felt like sharing some of my experiences and insights in event execution over the past three years.

I hope this can help some interested parties avoid pitfalls and quickly create hit events.

Find a sense of accomplishment in operations work.

1. Activity Execution Process

After the activity is planned, the next step is to execute it according to the plan. The general process of the activity execution process is:

• Communicate with colleagues in design, development, and promotion to meet their needs.
• Preparation of materials (activity copy, promotional pictures, videos, etc.)
• Activity development (skip if not involved in development, go to next step)
• Activity test acceptance
• Activity data monitoring (problems need to be adjusted in time)
• Awarding activities, etc. The execution processes of each company are basically the same, so there is nothing much to discuss. Today we will focus on the work attitude, practical management tools, communication skills and activity adaptability required during the execution process.

2. Work attitude

1. Strive for perfection in every detail

When I first entered operations, I often had a feeling. Whenever a plan is approved, I often say to myself: "Such a perfect plan will definitely have great results in the future."

This kind of mentality often leads to an indifferent attitude when it comes to executing specific details.

For example: the copy of the event was not carefully polished, and there was no serious consideration from the user's perspective as to whether it could attract users. When the promotional pictures had some minor flaws, they thought it didn't matter and was harmless, and they were anxious to push the event online.

It is precisely because of this wrong mentality that the quality of the event will be greatly reduced, and the final effect of the event can be imagined.

Later, I realized that the effect of an activity is influenced by many factors, not addition but multiplication. Event effect = copywriting level * material quality * prize attractiveness * publicity resources * time rhythm * n uncontrollable factors.

Therefore, when facing various small matters during the execution of the event, we should pay attention to every detail and strive for perfection. Although there are many things to do, each one needs to be taken into consideration and treated with 100% enthusiasm. You will gradually find that the results of the activities often exceed your expectations.

2. Communication assistance, politeness first, and empathy

Event operation is a position that tests your communication and coordination skills, because often in a time-pressed environment, you need to communicate with colleagues in design, development, customer service, channel operations, testing, etc., and push them to help you complete related work about the event. At the same time, you also need to feedback the progress to your superiors in real time.

Politeness is the most basic quality. Although it is your duty to have others assist you in your work, if you can make others happily help you complete the work, that is an art.

In a high-pressure and tense atmosphere, communication between people often leads to friction and misunderstanding. If you can think from the other person's perspective from the beginning, a lot of friction can be avoided in advance.

For example: "I need this design tomorrow" and "I have an urgent need now, which needs to be given to me tomorrow. Please evaluate whether it can be completed. If not, I will think of a solution." These sentences mean the same thing, but they give designers different feelings when they hear them. The first commanding tone often causes discomfort to others. The second tone is one of negotiation, and one respects the professionalism of the other party's work. It will make people feel comfortable, and maybe she will be willing to work overtime to get it out for you.

3. Learn to use tools skillfully

1. Event Calendar

Use a table to list and annotate things related to the activity, specify the completion time nodes, the corresponding persons in charge, etc. During the activity, review and update the progress every day.

2. Gantt Chart

If the activity is large-scale, involves many partners, and the work is complicated, it is best to use a Gantt chart to clearly list the progress of each task and the relevant person in charge.

3. Mind Map

Mind maps can be used to sort out some business logic, event planning , operation plans and other tasks. They can help you sort out your ideas clearly and can also be clearly displayed to your colleagues or leaders who assist you.

4. Communication skills

1. Synchronize activity progress to relevant colleagues every day

You can create a group with colleagues and leaders related to the activity, and synchronize the progress and status of the activity in the group every day.

First: Let the leader know the progress of the project and give people a sense of reliability.

Second: You can create a phenomenon where everyone is working together to promote the activity, making other colleagues more willing to cooperate with your work.

2. How to reasonably accelerate progress

You need to grasp every time point of the event and be familiar with the work cycle and working methods of colleagues who often work with you (for example: colleagues in design, technology, publicity channels, etc.). And pay attention to the other party's progress at a reasonable time to ensure that the task you require can be delivered at the time agreed upon by both parties.

3. How to make others happy to help you complete your work

Event operation is a test of personal communication skills, especially in small and medium-sized companies. You should develop good relationships with colleagues you frequently communicate with at work. You cannot say that they are very good friends, but at least you should not create conflicts with them. Otherwise, these will become stumbling blocks in your process of promoting activities.

5. Resilience

1. All time nodes are stuck

A very important perception ability in activity execution is the grasp of each important time node. There are many nodes in activity execution, which need to be defined based on your activity type, company's work process, etc. You need to list all the key time nodes based on experience, and follow up and urge each event to be completed at this time node, because every delay may have unpredictable impact on your subsequent things.

For example:

• How long does it take to produce a design?
• How long does it take to apply for and prepare a promotional channel?
• What promotional materials need to be prepared before the event goes online?
• How long after the event does it take for important materials and prizes in an event to be delivered to users in order to give them a good experience?

You need to consider all of the above issues carefully when planning an event or scheduling an event, and give the corresponding event person in charge clear tasks and delivery time nodes.

Tell a story, personal experience.

Once, there was a hot event that needed to be attended, and I planned it hastily. As a result, the leader said that it was okay to do it and give it a try, but it had to be done quickly. Because it is a hot topic and everyone understands it is time-sensitive, so we set aside 3 days to prepare. The activity that originally required about 5 days to prepare was now held in 3 days. Then when I gave the design requirements, I said that the first draft of the design should be completed tomorrow. Can it be given to me? The activity is urgent. Then he took over.

However, the first draft was not completed until very late the next day. Our internal review did not think the visual was good enough and sent it back for revisions twice. It was already past 10 o’clock that evening, so the design feedback was a bit slow. Then I got anxious, and I started saying in the group: This requirement said it had to be delivered by this time, why are you taking it if you can’t do it? It’s already 10 o’clock, and the activity has to be tested and launched tomorrow. Because your activity can’t be launched... Then the designer worked overtime until three o’clock that night and revised the design for me. I was quite touched when I saw it the next day. All I can say is: Thank you for your hard work!

Later, the activity was launched on time and the effect exceeded our expectations. If I had wavered at the time and given the design another day, and the activity was delayed by one day, would the effect be greatly affected? In fact, no one knows.

2. Plan ahead, make changes during the process, and review afterward

In my event operation work, especially under the mature large-scale system, the pace is really fast, basically 4 to 6 events a month. It includes planning, execution, publicity, copywriting, material application, awarding of prizes, data analysis, event review, and a lot of trivial things. If you don't have a work habit of processing things in advance, you will definitely fall apart.

For example: Basically, we start planning the activities for the next month in the third week of every month, and the plan must be finalized in the fourth week of the month. Promotional channels and design requirements must be submitted and prepared in advance. If you need design and development, please do it at least one month in advance and discuss the scheduling with the product manager in advance based on the scale of the event.

Each operation should establish its own work operations calendar. Only by clearly listing the things you need to do every day, tomorrow, this week, and this month can you be the one who remains constant in the face of ever-changing circumstances. There are too many unpredictable special events during the execution of an activity. Only by planning and completing fixed tasks first can we avoid facing various unpredictable difficulties. And review and summarize your experience after each event. I believe you will improve quickly and can easily create hit events.

Author: Activity Operation Diary

Source: Product Operations (PM-20200201)