Three Key Questions for Planning a Viral Event

Events are an important tool in operations, serving multiple purposes: they can re-engage dormant users, acquire new users, and add depth to the product's content. Therefore, many companies have dedicated teams for events, or at least 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 methods, each 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 exploration. The format and content are new, requiring team coordination. 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 details in execution.

1. How to Assess Event Feasibility

Before an event takes shape, there is usually an idea, possibly 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 test feasibility, analyze from four aspects.

1.1 Competitive Analysis

The purpose of competitive 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. Also, study whether their events had bugs; often the bugs they missed are where your idea can succeed.

1.2 Empathy and User Perspective

You can fantasize about ideas, but don't overdo it to avoid getting trapped in your own thinking. When planning an event, team discussions should consider the idea's appeal from the user's perspective. Users are a collective; we don't represent typical users, so put yourself in their shoes or conduct simple research. You can also analyze user feedback, comments, and complaints within the product. Don't over-identify as a user; listen to user opinions.

1.3 Resource Availability

The relationship between resources and events is like fish and water. Resources are water, events are fish; without water, fish cannot survive, and the more water, the more actions fish can take. So, clarify how many resources the company can allocate, including manpower, budget, and third-party resources. Typically, companies allocate resources based on the event's scale and promised returns; the more investment, the higher the performance expectations. Besides company resources, you may need to negotiate with other departments or leverage personal networks to bring in third-party resources to enhance the event's scale and benefits.

1.4 Team Buy-in

An event idea needs to gain approval from most people, otherwise it cannot proceed. Events are a team effort, with dedicated personnel. Bystanders see things clearly; others often see what you miss and can improve shortcomings. The higher the team buy-in, the more feasible the idea is.

2. Three Key Points for a Successful Event

Defining a successful event involves three keywords: needs, creativity, and spread.

2.1 Needs

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

For event operators, identifying target users' needs is the first critical task. If you grasp 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). Analyze how to intensify these needs, tapping into the seven deadly sins (pride, envy, wrath, sloth, greed, lust, gluttony). For instance, the 2016 viral app Fenda exploited curiosity: users paid a few yuan to ask celebrities questions, and others could pay to eavesdrop. For lust, internet products often flirt with boundaries, like Alipay's Campus Diary or WeChat business using attractive avatars. E-commerce can leverage the desire for bargains with buy-more-save-more, pre-orders, points flash sales, like Tmall's Double 11 or JD's 618. If you pinpoint users' psychological needs, the event is halfway to success.

2.2 Creativity

Why would users choose your event over others, and keep coming back? Possibly because it's novel, fun, well-served, high-end, or gives them something to talk about. Two reasons stand out: First, low barriers to entry. Barriers filter users, but users prefer simple rules; saving time is a business opportunity. For example, Jianshu's March pet photo contest required only a photo or hand-drawn comic of a pet, making participation extremely easy and maximizing user engagement. Second, the event becomes social currency. Wharton professor Jonah Berger introduced the concept of social currency in his book Contagious: after participating, users can discuss it with friends. Events like Double 11 and 618 become festive occasions where users share their experiences.

2.3 Spread

Why do users willingly help you promote? This involves propagation factors—elements that touch users' hearts and prompt them to share, including showing off, identification, individuality, interest, and reciprocity. Once users approve, they spread the word for free. Marketing is most about word-of-mouth. For example, many people shared Mi Meng's article "To the Bitch," because those who shared had a few bitches in mind. The article touched a nerve, resonated, and made them feel satisfied, thinking the author was authentic. That's the identification factor.

Planning an event is not difficult, but planning a viral event is rare. Event operations require a feel that comes from practice. Think more, observe more, and practice more; only then will your events have depth, which is the foundation for becoming a hit.