饿了么-18红包节 / Ele - 18th Red Packet Festival
UI用户体验设计师 · 2023 · 饿了么项目
饿了么《18 红包节》 · 玩法升级 + 视觉换肤设计
背景和问题 18 红包节是饿了么常态化的红包营销 IP,「红包侠」是其核心品牌资产、已上线近一年。本项目是对其做的一次系统升级迭代。升级诉求来自四个层面: 公司层面:集团开始关注长期品牌力建设,红包侠作为 18 红包节的品牌资产,是品牌力建设的重要一环。 业务层面:活动更易吸引 25 岁以下学生与价格敏感用户,与业务希望吸引高消费力群体的初衷存在差距。 用户层面:用户对红包侠的认知与辨识模糊,需要补充认知度调研。 设计层面:红包侠诞生于紧迫的业务节奏,活动定位、玩法与心智留给设计的打磨时间很短;上线近一年,视觉表现已显疲态。
Background and Problem The "Red Packet Festival" is an ongoing red packet marketing initiative of Ele.me. "Red Packet Hero" is its core brand asset and has been launched for nearly a year. This project is a systematic upgrade and iteration of it. The upgrade demands come from four aspects: At the company level: The group began to focus on the long-term brand building. Red Packet Hero, as the brand asset of the 18 Red Packet Festival, is an important part of the brand building process. At the business level: The event is more likely to attract students under the age of 25 and price-sensitive users, but there is a gap from the original intention of the business to attract high spending groups. At the user level: Users have a vague understanding and recognition of Red Packet Hero, and a cognition survey is needed to supplement it. At the design level: Red Packet Hero was born under an urgent business rhythm. The event positioning, gameplay, and mental concepts left very little time for design refinement; within nearly one year of its launch, the visual presentation has shown signs of fatigue.
三个难点&设计目标
三个难点： 1. IP 心智仍在建立阶段 — 用研报告显示,红包节认知度处在 15%–20% 区间。 2. 老用户留存高,但复访驱动下降 — 伴随「5 折天」等活动逐步打响,红包节对用户复访的驱动作用减弱。 3. 用户画像偏年轻,与业务目标有偏差 — 用户画像呈现差异性,与业务希望吸引的高消费力群体相差较大。 补充难点(玩法侧):限时抢、人拉人、翻卡牌、老虎机等玩法增多但彼此割裂,会场组件复用性低,用户认知分散。 业务目标 重塑红包节对复访的驱动力,吸引更高消费力人群,建设长期品牌力 用户目标 清晰认知并记住红包侠,获得统一、好玩的活动体验 设计目标 玩法升级统一多玩法体验、视觉换肤重塑 IP 心智、会场组件化降本提效
Three key challenges: 1. The IP awareness is still in the establishment stage - according to the research report, the recognition rate of the Red Packet Festival is within the range of 15% - 20%. 2. The retention rate of old users is high, but the driving force for repeat visits has declined - as the "50% off" activities gradually gain momentum, the driving effect of the Red Packet Festival on user repeat visits has weakened. 3. The user profile is relatively young, which deviates from the business goal - the user profile shows differences and is quite different from the high-consumption group that the business hopes to attract. Additional challenges (in terms of gameplay): There are more and more gameplay options such as time-limited grabs, referral by others, card flipping, slot machines, etc., but they are fragmented. The reusability of the venue components is low, and user cognition is scattered. Business goals Rebuild the driving force of the Red Packet Festival on repeat visits, attract higher-consumption individuals, and build long-term brand power User goals Clearly recognize and remember Red Packet Hero, and obtain a unified and fun activity experience Design goals Unified multi-play experience for gameplay upgrades, visual skin change to reshape the IP's mindset, and componentization of the venue to reduce costs and improve efficiency
设计思路
主线策略:以「会场组件化 + 多玩法升级 + 红包侠 IP 换肤」三条线,把分散的红包节体验整合为统一、可复用、有心智的品牌资产。 IP 升级方法论(四阶段) — IP 现状与用户调研 → 竞品分析 → 锚定 IP 定位 → 形象视觉探索及落地;贯穿一条主线:挖掘 IP 文化原型。 用户研究 — 以问卷调研法 → 用户访谈法 → 结论分析与整合 → 用户画像研究,回答两个问题:用户对 IP 认知多少、用户是怎样一群人,转化为可落地的 IP 设计指导结论。 设计落地 — 会场组件化升级(跨周期复用)+ 四周期分会场承接 + 多玩法 UI 升级 + 红包侠视觉换肤。
Main strategy: By integrating three lines - "componentization of the venue + upgrade of multiple gameplay modes + skin customization of the Red Packet Hero IP", we aim to consolidate the scattered Red Packet Festival experiences into a unified, reusable, and conceptually coherent brand asset. IP Upgrade Methodology (Four Phases) - IP Status and User Research → Competitor Analysis → Anchor IP Positioning → Image and Visual Exploration and Implementation; A main thread runs through: Exploring the IP Cultural Prototype. User Research - Using Questionnaire Survey Method → User Interview Method → Conclusion Analysis and Integration → User Portrait Research, answering two questions: How much do users know about the IP, and what kind of group are the users, converting into actionable IP design guidance conclusions. Design Implementation - Component-based Upgrade of the Conference Venue (Cross-cycle Reuse) + Four-Cycle Sub-conference Undertaking + Multi-Gameplay UI Upgrade + Visual Skin Change of the Red Packet Hero.
沉淀和能力
会场组件库:可跨预热 / 拉新 / 爆发 / 周年庆四周期复用,缩短各周期上线周期。 红包侠 IP 资产库:基础形象、应用规范、动作延展、表情包,支撑后续大促与内容化运营。 玩法组件:限时抢、人拉人、翻卡牌、老虎机等玩法的可复用 UI 组件与状态规范。 方法论沉淀:「调研 → 竞品 → 定位 → 落地」的 IP 升级方法论,可复用于其他 IP 项目。
Venue Component Library: Can be reused across the preheating / new user acquisition / explosion / anniversary celebration four cycles, shortening the launch cycles of each cycle. Red Packet Hero IP Asset Library: Basic image, application norms, action extensions, emoticons, supporting subsequent major promotions and content-based operations. Gameplay Components: Reusable UI components and state specifications for gameplay methods such as time-limited grabs, person-to-person referrals, card flipping, slot machines, etc. Methodology Accumulation: "Research → Competitors → Positioning → Implementation" IP upgrade methodology, which can be applied to other IP projects.
复盘反思
IP 认知度受限于上线时间,单次升级难以快速拉满,需要长期内容化运营持续投入。 多玩法虽已组件化统一,但玩法数量本身偏多,用户仍可能精力分散,后续可考虑按周期聚焦主玩法。 业务目标(吸引高消费力人群)与活动现状(偏年轻、价格敏感)之间的差距,单靠视觉与玩法升级难以完全弥合,需与运营、货品策略协同。
The awareness of IP is limited by the launch time. A single upgrade is difficult to quickly reach full capacity, and long-term content-based operation needs to be continuously invested. Although multiple gameplay modes have been componentized and unified, the number of gameplay modes is still relatively large, and users may still be distracted. Subsequently, it may be considered to focus on the main gameplay mode on a periodic basis. The gap between the business goal (attracting high-spending consumers) and the current activity status (being more youthful and price-sensitive) cannot be completely bridged by visual and gameplay upgrades alone. It is necessary to coordinate with the operation and product strategies.
Damien Wang · 产品经理作品集