In fact, to sum up, an activity should be carried out from the sixteen words of "integrating resources, refining selling points, sublimating height, and implementing".
First of all, integrate resources. When you propose an activity and understand the preliminary situation of the other party doing this activity, you need to integrate resources. Whether it is you, your boss, or Party A who proposes an activity, you will have some ideas about the activity. Therefore, you should first understand this idea and understand this requirement. Integrating resources here can be understood as the early collection, sorting and analysis of data, including four major blocks. These four major blocks respectively structure the activities to be carried out and determine a basic framework for the formation of subsequent creative ideas and the production of plans. . Section One: Target Group Resources This section structures the scope of activities. This section includes the purchasing habits and purchasing power of the target group, brand loyalty, concentration of the target group, etc. For example, when doing a product promotion activity, the site will be selected first. The site selection will not only consider the flow of people. , it should also include the bag-carrying rate, etc. This requires understanding the situation of the target group in the area: is the target group loyal to the brand or price-sensitive, when do they usually purchase, how long is the purchase cycle, and what is the one-time purchase volume? As far as how the target group generally obtains information, besides price or brand awareness, what else does the target group care about, etc. Therefore, after considering these, the scope of the event is basically determined. Section 2: External Resources External resources frame the breadth of the event. Here, external resources refer to media resources, long-term venue resources, item resources, human network resources, etc. The impact of external resources on the entire activity is huge, and it can even be understood that external resources are an important component of this activity platform. For example, whether the guest attending the opening event is the mayor or the governor, the degree of influence on the event is self-evident. The third section: Internal resources. In this section, we mainly consider the human, financial, material, execution and centripetal force of the activity executor. As the saying goes: The greater the ability, the greater the opera. Even if you have abundant external resources, if your internal execution capabilities cannot keep up, it will be difficult for your activities to achieve optimal results. For example, if you have three major national media resources and can invite national celebrities, it stands to reason that you should be able to hold a fairly large-scale event. However, due to internal constraints within the company, all conditions are immature. Therefore, this event can only be confirmed. There is no executable activity, or the activity level is reduced. If you insist on going your own way, the effect of the activity will be seriously weakened. Section 4: Competitor Resources This section is more reflected in promotional activities. Whether competitors do promotions, when they do them, what kind of promotions they do, how wide the promotion is, which products are promoted, etc. These should be mastered and studied. These will determine the timing strategy of the event: pre-emptive or follow-up, looking for loopholes to hit; promotion methods: the same, similar or opposite methods to competitors. Should the promotion scope be wider or focus on cultivating the market, etc. Refining selling points: The process of integrating data will also be the process of refining selling points, which can be refined through forward reasoning, reverse thinking, association and other methods. Which ones are of concern to the target group, which ones are influential to the target group, and which ones are influenced by the target group’s purchasing decisions. Just like in the real estate industry, before project positioning, selling points will be refined, such as location, surrounding environment, supporting facilities, transportation, teaching facilities, etc., and then in line with the consumer psychology of the region, the most attractive selling points will be selected to "let children live in the millennium" "Growing up in a school" thus chooses the selling point of the educational environment, which is in line with buyers' concern for their children's education. Activity positioning: The idea of ??an activity is to combine resources and purposes, elevate the activity to a high level, and choose a platform or carrier for it. Different platforms bring completely different effects. Then, what is considered is how to embody this height with a theme, how to display the theme through specific activity processes, show creativity to achieve the goal, how to use existing resources or potential resources to support or enhance this height, through a series of frameworks , to what extent the final activity purpose will be further refined, this is the concept of an activity.
Once the theme comes out, you can then look for sections around the theme of the activity. It’s like a puzzle. The framework is out. Now it’s time to put it all together. You can search for as many activity elements related to the theme as possible. Although not every one of them can be used, they are available for selection. , arrange the most reasonable activities. Here, the theme of the activity is the soul that runs through it, and any element must be screened and arranged around the soul. After determining the first two aspects, the specific activity plan is completed. An activity cannot be solved by just one plan. In order to ensure the effectiveness of the activity, the activity plan needs to be further subdivided, such as into publicity plans. Execution plan, public relations plan risk accident mechanism, etc. Publicity plan: The publicity plan should include preliminary publicity, in-activity publicity, and follow-up publicity. The time for preliminary publicity depends on the event. Generally, the publicity starts half a month before the event. At the same time, the event can also be warmed up before the event. According to people's concerns, it will generally go through the following stages and achieve a small level through warm-up. Then, stimulated by advertising, it maintained a relatively stable level of attention, and reached its highest level on the day the event started. Therefore, reasonable arrangements for the launch date of the preliminary publicity will have a greater impact on the effectiveness of the event; publicity during the event will be through the placement of on-site advertising spaces, a combination of advertising methods, mobile advertising, and many advertising media such as print, audio, and images. Organic combination allows the target group to form a strong impression. Post-publicity refers to the publicity activities after the event. Usually, publicity will be maintained for a period of time after the event, and continuous publicity will be carried out. This stage is mainly for the purpose of establishing brand loyalty. For example, after some promotional activities, customer visits will be arranged, firstly to increase loyalty, and secondly to target the target group of the event. Feedback on activities and products. The execution plan includes preparation before the event, on-site control during the event, and arrangements after the event. Usually, if the scale of the event is not particularly large, the public relations plan and the execution plan during the event will be incorporated into this plan. When making an event execution plan, in addition to the flow of the event, the direction of the flow of people at the site should also be taken into consideration. For example, for an exhibition, during the production process, a set of reasonable flow routes should be designed to ensure that visitors follow the route. Go to as many booths as possible, and ensure that the flow of people at the event is reasonably distributed, so that some booths are crowded and some booths are sparse. In the execution plan, the most critical thing is the division of labor of the group and the allocation of members. Setting up a preparation group for each project, arranging a person in charge, and carrying out a detailed division of labor must be reflected in the execution plan. When making an execution plan, the producer must simulate the entire activity several times in his mind, take every detail into consideration, and arrange the time for each stage in an orderly manner. In fact, the execution plan involves two aspects of work: material work and human resources work. By organically combining people and things, this execution plan can be said to be successful. Sponsorship Program: This program is for activities that require sponsorship. In fact, the sponsor only cares about two things about the event: 1. How much money he needs to sponsor, 2. What kind of return he can get; other things are of little significance to him, so in the process of making a sponsorship plan, everyone can Focusing on these two points, for example, the naming rights of the event, how much advertising (hard advertisements and soft articles) are provided to the sponsors during the event promotion process, exclusive use rights are given to the sponsors, etc. The greater the rights given to him, the more he will get. The amount of sponsorship may be larger. In this process, it is still necessary to measure whether the given rights and interests can be realized. Risk accident control plan: During the event, many situations will occur. These accidents may be big or small. Sometimes a small accident may bring a devastating blow to the event, so , when making an event risk accident control plan, the more you consider, the smaller the risk of the event and the greater the possibility of success. Among the possible accidents, they generally include weather changes, which will have an impact on outdoor activities. Therefore, there must be relevant mechanisms for early prevention in the event of weather changes; if injuries occur on site, how should they be handled?
In large-scale outdoor events, the most taboo thing is chaos. Once chaos occurs, it will not only affect the effect of the entire event, but also if people are injured, it will have a serious negative impact on the company and the organizer. Therefore, How to strengthen the control of the scene and avoid this kind of thing from happening? In the risk and accident control plan, we must take into account that a small accident may cause panic among the audience, which may lead to chaos on the scene. Summary: The production of activity plans is actually a matter of handling details. Finally, when it comes to activity execution, I believe in one sentence: It’s not about having too many soldiers, it’s about having the best. I also believe in a saying: 30% depends on planning and 70% depends on execution. No matter how creative an activity plan is, if there are problems during the execution or the execution is insufficient, then this plan can only be used as an entry to participate in the creative selection. The execution of activities emphasizes the execution of people. Therefore, the key to the entire execution process is to reasonably arrange event staff, carry out a clear division of rights and responsibilities, and make each staff member clear about their responsibilities. In other words, the key to the success of the event is not how many people are arranged. Perhaps the more people you arrange, the worse the on-site control will be, because it is easy to blame each other in this process, but whether Everyone's job position is clarified, so that everyone can perform their duties and fulfill their duties. Just because the activity is over does not mean that the activity is complete. The expected effect may not be achieved during the activity, but if the later operations are performed properly, the effect can be achieved. It can be said that the later stage of the event is also a very important part of the event, which can consolidate the effect of the event and enhance the target group's recognition and loyalty to the brand. Just like we cannot fall back to reality immediately after reaching the highest point of excitement, we should give ourselves a buffer period. After the activity is over, we should not let the target group form a gap, but should make them feel that the activity is still going on. . In actual activity operations, many activities ignore this process. If this link is handled well, it can bring the same effect as the activity process, or even better effects.