At the end of November, we launched an activity called "Shuang 11 Project". After the whole event, we drew a total of 516 people from the articles with 2567 readings to the community through event posters; the conversion rate is about 20%.
Afterwards, review the details of the entire activity path, demand insight, and connection of operational rhythms. So this article summarizes some of the mistakes we made, and discusses with you about activity and growth.
In theory, a good activity must have a smooth activity path and a suitable operating rhythm. What is the operating rhythm? It is the difference between piano tenth grade and piano beginners. It is not the sound of the piano, which can produce a beautiful melody.
The important thing is: why do the activities?
01 Don't do activity for activity's sake
Do activities = do growth?
Many activity friends have a wrong view that doing activities is equal to doing growth. We can see this from the recruitment of many active positions on the Internet, so I won't take screenshots here.
Activity equals growth This is a typical business thinking, it is not grounded. As long as you look at it from the user's point of view, you can gain insight: activity does not equal growth.
What really drives growth is creating value for the customer/population that meets their needs. It was you who discovered a way to meet the needs of users, so you did activities, and then there was growth. So don't do activities to do growth.
Once you agree that activity equals growth, you may fall into a blind spot and only focus on the path and scope of the activity, which is easy to make an activity deviate and make some behaviors that have no practical benefits. For example, please refer country email list to our first edition of the event planning and design:
This is our first version of the activity roadmap. At first glance, although the entire activity process is a closed loop, it is very messy and many, except for being beautiful, it has little value, and real users will not follow this process. The whole activity, so we emphasize: don't do activities for the sake of doing activities.
Almost all the motivation for users to participate in activities comes from the demand value of activity output. First see clearly the needs of users, and then plan activities with half the effort.