A complete activity plan should have the following four elements:

1. Clarify the activity process

Taking an H5 mini-game activity as an example, the flow chart is as follows:

It is a good habit to draw a flow chart before designing an activity plan. There are two benefits:

1. A clear flowchart acts as a North Star in the subsequent design activity plan, and will not deviate from the original framework when designing details.

2. Clear flow charts can help the other party understand the activities when communicating requirements with interaction design and front-end and back-end development.

A common problem in communication is that one has a very strong sense of involvement and thinks that there is no need to explain what one already knows, while in fact the other party has a very weak sense of involvement and has no idea what you are talking about at all.

2. Page design of the activity

Taking the H5 mini-game activity mentioned above as an example, the activity page is generally divided into three parts: overview + details + special block.

Event Overview

Activity Overview Page Reference:

A good activity has many characteristics, all of which are inseparable from human emotions.

To summarize the characteristics of a good activity overview: the simpler the activity overview is, the better; the title should be direct; pictures should be used instead of text if possible; and the number of pictures should be limited to three.

From a psychological point of view, people can only remember three points or three steps in the short term. If there are more than three, the pressure will be too great and it will be difficult to remember.

Details page

The details page mainly introduces the entire set of activity instructions, including the rules of the activity, specific forms of participation, and prize distribution rules. Although most users will not read lengthy detail pages when participating in an activity, this module is still necessary. I won’t go into details here.

Special Blocks

Special blocks are mainly designed to create a herd effect. Take a small program that the president made before as an example:

The red block will continuously display the user's winning information, creating an atmosphere that the event is very popular and has a large number of participants, thus stimulating user participation.

In addition to displaying scrolling user information, another approach here is to display the total number of participants.

3. Writing event copy

The president divided the event copy into two parts, one part is the front-end event copy, which is user-oriented. The other part is the back-end copywriting, which is actually the product logic of the activity, mainly for internal interaction and development.

In addition to operational work, many company event operations actually also take into account event planning work, so they are combined here.

Front-end copywriting

Front-end copywriting mainly includes:

Event title, copy of event page, copy of event rules, copy of event fixed entrance, copy of event push, and other special copy. It can be seen that event operation requires strong copywriting skills, and copywriting skills are one of the basic abilities of operation. I won’t go into details here.

Backend copywriting

The backend copywriting logic is similar to the product PRD, mainly consisting of four parts:

1. Interface elements:

For example, where is the text, where is the drop-down box, where is the button, how to layout it, how to display it, is it floating or static?

2. Data logic:

Simply put, it is where the data is obtained from and what logic should be used to display it. The interface for obtaining data is generally defined separately before, and you only need to attach the interface you need to call each time.

3. Operation logic:

What elements can be operated on the interface? Which ones can be clicked, selected, or slid? What kind of feedback will appear after the operation, such as displaying a floating layer? Open new page?

4. Exception handling:

The simplest example is that after the user completes filling in the registration information and clicks Submit, the network suddenly fluctuates. What should you do at this time? Let the user watch the interface turn around? Should a prompt box pop up to tell the user that there is a network abnormality and ask the user to try again later?

4. Other matters

Referring to the framework diagram at the beginning, in addition to the three major points mentioned above, there are three more important things:

Effect evaluation

This is very, very, very important.

The president has seen many new and experienced event operators who don’t know how to evaluate the effectiveness of their events.

This is very scary. If you cannot calculate the incremental revenue of the activity and cannot define the calculation logic of the incremental revenue, it means that you have not thought about this activity clearly at all.

The same logic applies when designing product functions.

Customer Service FAQ

This is a point that is very easy to miss.

Before an activity goes online, it is necessary to synchronize with customer service in a timely manner. It is best to make a FAQ for customer service. Customer service is the first line of defense to deal with user pressure. Communicate well with customer service in advance so that you won’t be panicked when encountering problems.

After the event ends perfectly, it is essential to review the event!

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

It’s so troublesome to have to review it again. 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 again, and start the blame-shifting and quarreling again. I’m so fed up with it. Can I just do my job properly?

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:

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.

The president now has 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: President Banxia

Source: President Banxia

Related reading:

1. Event operation from entry to advanced: review

2. Activity operation review data indicators!

3. Event operation from entry to advanced: program design

4. A complete method for event operation!

5. The most comprehensive guide to event operations from entry level to advanced level!