刘羽涵 YUHAN LIU

Substituting "trendy concepts" for "real needs"

Choosing the "metaverse" as the core creative concept was essentially an attempt to leverage a popular trend rather than starting from user needs. The concept lacked a direct causal link to "why one should purchase an Honor device." Users found it difficult to translate abstract narratives into concrete purchase motivations—it was "easy to tell but hard to sell."

User insights remained at the level of "labeling," lacking decision-driving factors

We identified traits such as "emotional consumption" and "experience-oriented behavior," but these were descriptive rather than explanatory of decision-making. Missing was a deeper understanding of when users hesitate and under what conditions they decide to purchase—trade-offs like "efficiency vs. entertainment" and "price vs. performance" were not incorporated into the strategic core.

Product communication lacked a compelling "reason-to-choose"

Although we mapped product functions to scenarios (studying, fitness, photo editing), these scenarios did not establish a strong, exclusive link to Honor products. The message was "this scenario can be done with Honor," rather than "this scenario is better with Honor." The lack of differentiated justification made the product easily substitutable.

The communication strategy remained fundamentally "one-way brand output"

While the combination of TVC, KOLs, and offline exhibitions appeared comprehensive within a student competition context, it still followed a centralized communication logic: the brand produced content and users passively received it. The absence of user-initiated participation and content reproduction mechanisms limited the potential for sustained organic spread.

Missing conversion pathways and unsupported outcome metrics

The proposal directly presented expectations for exposure, conversion rates, and sales, but failed to break down the actual path from "content exposure" to "purchase completion," or explain how each stage contributed to conversion. In a real business context, this would be considered a critical gap, as ROI could neither be validated nor replicated.

Data design was presentation-oriented rather than actionable

The metrics resembled outcome statements rather than operational monitoring tools. There was a lack of intermediate indicators such as click-through rate, add-to-cart rate, and cost per conversion, as well as corresponding methods for data collection and attribution.