Three Key Issues to Consider When Planning a Viral Event

Events are an important tool for operations, serving multiple purposes: they can re-engage dormant users, acquire new users, and add depth to a product's content. As a result, many companies have dedicated teams for events, and even if they don't have a team of dozens, they often have a small group of 2-3 people to plan and execute them.

Is there a formula for event operations? Yes, there is. For example, conventional planning approaches exist, and every company has its own traditional events or recurring events held monthly or annually. But sometimes it's hard to find a formula because innovative events largely rely on trial and error. The format and content are new, requiring team coordination and cooperation. This article doesn't discuss conventional routines and plans, as there are many online. Instead, it focuses on the key points of innovative events and the details in execution.

1. How to Assess the Feasibility of an Event

Before an event takes shape, there is usually an idea, which may come from brainstorming or personal inspiration. The idea is the foundation, but it must be tested for feasibility because wild ideas may not match available resources and technology. To check if an idea is viable, analyze it from four aspects.

1.1 Competitor Analysis

The purpose of competitor analysis is not to copy, but to see if there are lessons to learn and gaps to fill by analyzing competitors' strategies. If competitors have already run similar events, it indicates the idea is feasible. At the same time, you can study whether their events had any bugs; often the bugs they missed are where your idea can succeed.

1.2 Empathy and User Perspective

It's fine to let your imagination run wild, but don't overdo it to the point of getting trapped in your own thinking. When planning an event, team discussions should evaluate the idea's appeal from the user's perspective. Users are a collective; we don't represent typical users, so it's important to put yourself in their shoes or conduct simple research. You can also analyze user feedback, comments, and complaints within the product to extract key information. Don't over-identify with the user; listen to their opinions.

1.3 Resource Availability

The relationship between resources and an event is like fish and water. Resources are the water, and the event is the fish. Without water, the fish cannot survive; the more abundant the water, the more maneuvers the fish can perform. So you need to clarify how many resources the company can allocate, including manpower, budget, and third-party resources. Typically, companies allocate resources based on the scale of the event and the promised returns; the more you invest, the higher the performance expectations. Besides company resources, you should also seek support from other departments or leverage personal connections to bring in third-party resources to enhance the event's scale and efficiency.

1.4 Team Buy-in

An event idea needs to gain the approval of most team members; otherwise, it cannot proceed. Events are a team effort, with dedicated personnel for specific tasks. Outsiders see things more clearly; they often notice what you miss and can help improve shortcomings. The higher the team's buy-in, the more feasible the idea is to implement.

2. Three Key Points for a Successful Event

Defining the standard for a good event cannot escape three keywords: demand, creativity, and spread.

2.1 Demand

According to Maslow's hierarchy of needs, human needs range from low to high: physiological, safety, social, esteem, and self-actualization. Physiological needs are the desire for food, warmth, and sex; safety needs are the need for protection and stability; social needs are the need for belonging; esteem needs are the need for respect; and self-actualization is the highest level, the realization of ideals and potential.

For event operators, identifying the target users' needs is the first critical task. If you hit the right needs, the event can align with what users want most. For example, for e-commerce products, target users have physiological needs (food, clothing, shelter, transportation). You need to analyze how to intensify these needs by tapping into the seven deadly sins (pride, envy, wrath, sloth, greed, lust, gluttony). For instance, the popular 2016 app "Fenda" exploited voyeuristic psychology: users paid a few yuan to ask celebrities questions, and others could pay to eavesdrop. In terms of lust, internet products often push the envelope, such as Alipay's "Campus Diary" or WeChat business using attractive avatars. E-commerce can leverage the desire for bargains by setting up buy-more-save-more deals, pre-orders, points-based flash sales, like Tmall's Double 11 or JD.com's 618. If you accurately capture users' psychological needs, your event is halfway to success.

2.2 Creativity

Why would users choose your event over others, and keep coming back? Perhaps because the event is novel, fun, well-serviced, high-end, or gives them something to talk about. There are two main reasons: first, the barrier to entry is low. Barriers are a way to filter users, but users prefer events with simple rules; saving time is a business opportunity. For example, the pet photo contest held by Jianshu in March required only a photo or a set of pet photos or hand-drawn comics to participate, with an extremely low barrier, maximizing user participation. Second, the event can become a topic of conversation, i.e., social currency. Wharton professor Jonah Berger introduced the concept of social currency in his book "Contagious." After participating, users can discuss the event with friends. For example, Double 11 and JD 618 have become festive occasions where users can discuss the pros and cons after participating.

2.3 Spread

Why are users willing to help you promote voluntarily? This involves the spread factor, which is the element that touches users' hearts and prompts them to share. This includes showing off, identification, individuality, interest, reciprocity, etc. Once users approve, they will spread the word for free. Marketing is all about word-of-mouth. For example, many people shared Mi Meng's article "To the Bitch" because the users who shared it all had a few "bitches" in their minds. The article touched a nerve, resonated with them, and made them feel satisfied after reading, thinking the author was authentic. This is the identification factor.

Planning an event is not difficult, but planning a viral event is a rare opportunity. Event operations require a sense of intuition, which can be accumulated through practice. Think more, observe more, and practice more. Only then can the events you plan have "depth," which is the foundation for becoming a hit.