Given that the target audience of the product mainly gathers in first- and second-tier cities, and has a relatively high proportion of students and young people. Therefore, in terms of geographical positioning, the operation team has targeted the product to invest in cities such as Beijing, Shanghai, Guangzhou, Shenzhen, provincial capitals and larger-scale cities. In terms of audience selection, the age group of 18-30 years old is the mainstream. The core is to make precise investment targeting the detailed profile characteristics of young people, such as fighting game enthusiasts, anime fans from Japan and South Korea, office workers, college students, etc.
Combined with the IP value advantages of the product, two types of materials are designed according to the possibility of having played the end game. In the face of players who may have played, with "Altria", "adventure" and "return" as keywords, focusing on classic game scenes and characters, presenting players with graphic materials full of nostalgia. The other type of material, with "team", "3D" and "fighting" as the keywords, strives to depict the excellent gameplay of the product, and creates a distinct selling point of a full 3D fighting mobile game to attract potential players who have not experienced it.
In the early stage of the launch, in order to improve the audience reach of the product and detonate more brand communication, the operation team achieved the first stage goal of covering more game players through large-scale targeted operations. Then gradually, according to the data feedback, the focusing effect is transformed into a more obvious directional operation, and the granularity of the directional crowd is gradually refined. And maintain a high frequency of material update and replacement, constantly arouse the
Data highlights: In the early online period, more than 100,000 users were activated within half a month. During the stable launch period, the average daily import users remained at 3000-3500, and the overall ROI reached a good level.
