This is too exciting. This 618 event review report is really great.

How to write an activity review? There are three key points to learn. Follow this article to learn the practical tips, learn how to look at the activity data performance, learn how to find problems, and learn how to write a review report. I hope it will be helpful to everyone and I recommend it to my friends on the Internet.

618 has passed. Although people say that this year's 618 is unusually bleak, the review report still needs to be written, and the bleaker it is, the harder it is to write. So it's time for the data students to scratch their heads and lose their hair...

Event review reports are not only difficult to write, but operations and planning staff are often dissatisfied with them after they are completed. They have to argue over and over again. How tiring it is! How to do an event review? Today, I will explain it systematically.

1. Three elements of activity review

There are three key elements to activity review:

1. Activity goal achieved
2. Activity process performance
3. Activity experience summary

That’s it! It’s that simple!

Part One: The activity objectives have been achieved, and it is necessary to make it clear whether the objectives have been met.

Activity goal: to achieve 10 billion GMV for the entire site, the actual result is 9.9 billion, so it does not meet the target!

Activity goal: to bring in 10,000 new users, and actually brought in 12,000, so the goal was achieved!

Activity goal: Clear out 100,000 inventory products, and the actual number cleared is 100,000, so the target has been met!

The content is so simple. The conclusion should also be simple: good / bad, give a definite answer .

Part 2: The performance of the activity process is different depending on the conclusions of the first part.

The conclusion is good, and the process performance should talk about: how to do it so well.

The conclusion is bad, and the process performance needs to talk about: where the bad link is.

Although the forms of activities vary, in summary, there are only two major parts in the process:

Planning stage: Participants, participation behaviors, and participation rewards (as shown below)

Execution stage: promotion, participation, and fulfillment (as shown below)

Note: It is unreasonable to question the plan without proper execution. Therefore, no matter whether the result of the activity is good or bad, the execution process should be reviewed first. Clean up the problems at the execution level (as shown below)

When the execution is in place, we can review the problems at the planning level. Common problems are as follows:

Note: When reviewing, we never attribute the reason to: the goal is too high. Instead, we say: the current customer base cannot support the goal, or the current activity intensity cannot achieve the goal. This is mainly to maintain the legitimacy of the goal and avoid turning the review into a meaningless war of words. In fact, if you want to fish in troubled waters, the first thing to do is to muddy the goals, or simply not set goals, which must be avoided when doing analysis.

There is another type of hidden problem: inaction on the part of the business side. The business side clearly discovered the problem, but did not make any adjustments during the activity.

for example:

• Promotion: The funds have not been used up, the traffic is not enough, but no additional investment is made
• Participation: Unclear customer feedback rules and untimely revision of copywriting
• On fulfillment: The product is on the verge of being out of stock, but no stock is transferred
• Participants: The number of customers is small, but it is artificially exaggerated
• Participation behavior: Past activities did not have such a big effect, but they were artificially overestimated.
• Participation rewards: There is no successful experience with this level of rewards, but it is artificially optimistic

This is called: courting death. Although it is not convenient for data analysts to directly put the word "could die" on the face of the operation, they can present past data to show the problem.

Part 3: Summary of activity experience, based on previous analysis, prospects for the future

When making a prospect, we must also look from the macro to the micro.

• Macro: Is the goal of this activity worth continuing?
• Middle view: Is the planning of this activity worth continuing?
• Micro: Execution of activities, whether there are lessons learned

The macro goals are likely to be missing, for example:

• Excessive pursuit of sales leads to loss of profits
• Simply assessing the number of new registrations, the quality of customers is very poor
• Excessive focus on sales during promotional periods, resulting in poor sales during normal times

These problems are not caused by the failure to achieve the activity goals, but other problems that arise when the activity goals are achieved. Therefore, they need to be observed separately to avoid the problems of "picking up sesame seeds and losing watermelons" and "taking money from Peter to pay Paul".

Medium-term: whether the user needs are fully understood

• Have you grasped the user needs?
• Is the user value fully exploited?
• Is there more room for exploitation?

These questions can be answered by continuously tracking users' continuous consumption. If you find that users who participate in activities not only do not stock up on goods, but instead want to buy more after buying, then you have really struck gold.

At the micro level, is there room for improvement in execution conversion rate? This includes:

• Is the promotion optimizable?
• Is the conversion process optimizable?
• Can fulfillment efficiency be optimized?

Students usually do a lot of analysis on this aspect, so I will not elaborate on it here.

The above future prospects are often ignored by students, or they only focus on the microscopic part and forget to explore the macroscopic and mesoscopic situations. This can be supplemented in future analysis to avoid being criticized as "not in-depth".

2. Three major difficulties in activity review

Difficulty 1: No goal

Many companies carry out activities very casually without any goal. The operations only know how to attract new customers, promote sales, and issue coupons. They have no idea how much they will do.

There is another type, which seems to have a goal but actually has no goal. The most common one is: I want to increase GMV. Nonsense! If you do activities, you must increase GMV, how can you lower it?

The key to the problem is: to improve from how much to how much, we need to quantify the assessment before we can analyze it.

A complete goal description should have the following five parts:

1. Within XX time
2. Invest XX resources
3. XX indicator
4. From XX value
5. Increase to XX value

The lack of goals is the biggest problem in activity analysis, no doubt about it. In essence, many companies have not yet put in place digital and data construction, and each department thinks: "I just need to do my job, and data is data's business." Then they just let go of the issue of goal quantification. There are many ways to set goals, and any one of them will work. Even if you make up a goal afterwards, it is better than having no goal at all (as shown below)

Difficulty 2: No records

During the activity planning stage, there are usually plans kept and records available for reference. However, the situation during the activity is often missing.

Common omissions include:

• The event page was launched too hastily without any hint of placement.
• Active materials and copywriting are not labeled or classified, they are just sent out without tracking the results.
• There were problems such as system bugs/out of stock during the event, but the time of occurrence and the handling method were not recorded.
• There were proactive business adjustments during the activity, such as additional investment, change of copy, and adjustment of goods, but no records were kept.

There is a high possibility of lack of communication, and the business is done without knowing the data.

It is very likely that something went wrong along the way and the business does not want others to know about it.

In short, there was no record, which made it impossible to interpret the data when reviewing the game.

Note: Some data analysts are not sensitive to these processes. They do not communicate when working and only look at the data of the conversion path, which makes it impossible to make an in-depth interpretation. The conversion path data is just a result. How this result is caused depends on the execution efficiency and business design ability of the business. Therefore, business actions, labeling, and classification in the collection process are essential for in-depth analysis.

Difficulty 3: No moral integrity

Activity review is in the name of data analysis, but in reality it is just bragging and flattery. Good things should be written well, and bad things should be written in a different way.

Common "various methods" include:

• Without mentioning the goal, we just look at which indicator is high and say it is the "effect"
• No data, just talk about "difficult to measure far-reaching impact"
• Using the overall environment as an excuse, the competitor's data is described as negative
• Repeatedly modify the natural growth rate, even changing the natural growth rate to a negative number
• Repeatedly modify the reference period, year-on-year and month-on-month comparisons over the past three years, and find an increase

If the business is determined to muddy the waters, there is no good solution at this time. The only way is to organize the original data materials and hand them over to the leaders for their own judgment.

Of course, this is also a good opportunity for data analysts to show their loyalty to the business. If they are willing to help cover up their mistakes and put on a rosy picture, there may be better cooperation in the future.

However! You may also be sold out by the sales. When the boss asks you why you analyze like this, the salesperson says, "It's all messing with the data. I don't understand." So use it with caution!

3. Ideas for breaking through the situation in activity review

The core of activity review is to break through: goals

Two words, you must make your goals clear.

• Only when the goal is clear can we distinguish between good and bad
• Only when the goal is clear can the link conversion rate be analyzed
• Only when the goal is clear can we conduct in-depth analysis of other impacts
• Only with clear goals can we summarize experience and extract lessons

The goal is the lifeblood of activity analysis, so you must make it clear. Even if you don't do well now, you must find a way to do it well in the future. Otherwise, you will have to endlessly edit data, change the natural response rate, change the reference period... all kinds of troubles will never stop. Everyone must pay attention to the above.

Author: Down-to-earth Teacher Chen

Source: WeChat official account: "Down-to-earth Teacher Chen (ID: KOL-TOPKLOUT)"