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Badgeville Summit, Engage 2012

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Day One - Master Dec

Day One - Master Dec

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  • Thank you –so I am Dawn Wolfe, a Sr. marketing Manager in the ecommerce team Autodesk—For those of you not familiar with Autodesk, you probably are familiar with some of our software products—we are best known for AutoCAD which is used in the architecture/engineering world for design…or some of our software products used in the media and entertainment sector like 3ds max, Maya and softimageSo my current team is in digital marketing within the eccomerce group--and one of our areas of focus is the marketing we do in-trial to persuade free trial users to become customers . So our team is responsible for figuring out how to convert these thousands of trial users into customers. We are focused on driving sales conversions for prospects that are in the preference phase of the sales funnel-- And today I will be talking about a very specific sales conversion marketing that we do within our trials.
  • Autodesk, Inc., is a leader in 3D design, engineering, and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industriesincluding the last 15 Academy Award winners for Best Visual Effectsuse Autodesk software to design, visualize, and simulate their ideas. Since its introduction of AutoCAD software in 1982, Autodesk continues to develop the broadest portfolio of state-of-the-art software for global markets. For additional information about Autodesk, visit www.autodesk.com.
  • Here is a history of what we had done in the past with this product to make the trial experience engaging.First, the baseline approach that doesn’t work. Why do we do this if we know it doesn't work? Well, we have an annual release cycle with all our products coming out at the same time all over the globe. To support this global launch initiative, we go out the door with baseline and all the products look the same. Plus, we get the halo effect on sales from the products being new, so the first 30-60 days after launch is when we have to do the least "sellingHere is an approach that we took to make people get the most out of the trial experience. This is more of a gateway to existing content than it is a sales tool. Here are some cool tutorials to check out while you have the trial, here is some new stuff in this year's version, and here is this awesome community of CG artists managed by Autodesk that can help you out if you have a problemThis worked really well. We saw a tripling of engagement (measured as clicks on content - although admittedly this metric really isn't fair because there is a lot more content to click on in the new version)The metric we really care about and measure for these kinds of initiatives is trial usage. We saw a 14% increase in trial usage over 3 months after we launched this approach. A measurable, statistically sound, 14% increase in trial usage, just by showing people how they could possibly do stuff with their trial. Huge win.Someone once told me that adequacy is the enemy of excellence, so we continued to iterate. We know that a large number of users of 3ds Max are sole proprietors or work in very small companies that catch some overflow or outsource work from larger game studios or VFX houses. And we know from talking to our product marketing teams that a lot of these people are doing this to gain the experience needed to move up to one of the big studios. So we leveraged some good timing and launched a new version during Oscar season, using the Oscars as an opportunity to feature our customer who had been nominated for best visual effects using Autodesk tools. The subtext of this message is that this is the tool that the big boys use, so you better be using it too.Side note, every year for the last 17 years the winner of the best visual effects Oscar has used Autodesk tools to create their award-winning entertainment, including Hugo, the 2012 winner, featured here.The results of this oscar promo were mixed. We didn't see any significant change in trial usage, but we saw a reduction in engagement with the content we made available in the trial window - probably because of the reduction in stuff to actually click on.
  • Thank you –so I am Dawn Wolfe, a Sr. marketing Manager in the ecommerce team Autodesk—For those of you not familiar with Autodesk, you probably are familiar with some of our software products—we are best known for AutoCAD which is used in the architecture/engineering world for design…or some of our software products used in the media and entertainment sector like 3ds max, Maya and softimageSo my current team is in digital marketing within the eccomerce group--and one of our areas of focus is the marketing we do in-trial to persuade free trial users to become customers . So our team is responsible for figuring out how to convert these thousands of trial users into customers. We are focused on driving sales conversions for prospects that are in the preference phase of the sales funnel-- And today I will be talking about a very specific sales conversion marketing that we do within our trials.
  • Safari/desert adventure selectedNo “official” tie-in… this time.Popular series (3) on PlayStationGenericized and changed to “Undiscovered Territory”
  • You arrive, curious to see where this first clue will lead you. An old librarian leads you to the back room, filled with old manuscripts. Sifting through the tattered pages, she finally stops at a small piece of parchment. Carefully, she places it in your hands. You begin to read….
  • Motivate Early and Often
  • "Enterprise Gamification"IntroductionGamification for WorkAnd, per Kevin's request: the Ecosystem that's popping up. You seem to best articulate our story about how gamification is being embedded across the enterprise in all employee-facing apps, enterprise systems, business processes, that social software and social CRMBadgeville is at the beginning of something and what we do is the next evolution, etc. 
  • We’ve had some great presentations today. Social media
  • This is a seamingly innocent question. It’s just 2 to 3 years from now. But Imagine what’s happened in the past 24 months. Did you have control or any semblance of control over your profits, revenues, idea creation, new products were introduced, collaboration points, your community, or customer experience? Were you able to effect and affect change? Did you have the right tools to create the conditions to manage the change ahead?Now put yourselves in the mindset of an enterprise or brand. How can you improve your business outcomes?These are the questions you and your organization face amidst massive changes ahead…
  • There are 4 massive forces of change ahead of us. Of the 4 only 3 we can control and let me focus a little on these. Each of these can be improved by influencing the behavior to drive improved outcomes.5 generations of workersWhere, how, when, what, how you work,and even why. We’ve seen compensation surveys that show that salary alone may not be enough to attract, motivate, or retain folks.For one of our clients, it turns out that mentorship, a day off, being put on special projects is more of an incentive for 20 to 30 year olds and 30 year old veterans than a bonus.Business models – products are excuses to sell services. Services are excuses to sell information. If you’ve activated the advocates, you can cut create force multipliers and shift support staffing from 1 to 100 customers to 1 to 500 and even 1 to 1000. Providing a crowdsourced support solution can give you. Swarming game mechanics can improve outcomes, identify experts.Tech adoption – One big shift is also how we put together a series of disruptive technologies, payment mechanisms, social, mobile, cloud, big data, gamification. What technologies to we adopt and what we pass on become signifcant decisions. One thing is sure, the convergence of these technologies is driving adoption and social is the gateway in.
  • The big push to social businesses provide an opportunity to reengage the customer. But keep in mind, none of these tools sustain engagement on their own. These are communications channels that can be enhanced with engagement. Social alone won’t get you there for both internal and external. Which is why, we need gamification. Recent data on number of users at the Big 4 of social media show that we are in the middle of ubiquitous usage:Facebook (901M users as of Feb 2012)Twitter (500M users as of March 2012)LinkedIn (161M users as of March 2012)Google+ (100M users as of Feb 2012)
  • Overload, too many social channels – internal networks, external networks, personal networks, a new social media tool launched once every 24 hours. Everyone wants to collaborate, work with each other. Every brand wants you to join their community. Can we handle all the pressure?76% of brand conversations happen offline 14% of brand conversations happen by phone8% of brand conversations happen onlineHave we hit a social media plateau?  In recent client conversations on usage of social media, the trendsetters appear to be “socialed out”.   Most early adopters seem to be overwhelmed with their personal (Facebook, Google+), corporate (Yammer, Jive, Chatter, SharePoint), and professional (LinkedIn) social networks.  In fact, respondents feel that adding any additional network for anything social is quite overwhelming.  While early adopters are moving from ubiquitous usage to relevant rationalization, the majority remains in ubiquitous usage (see Figure 1). Have we hit a social media plateau?  In recent client conversations on usage of social media, the trendsetters appear to be “socialed out”.   Most early adopters seem to be overwhelmed with their personal (Facebook, Google+), corporate (Yammer, Jive, Chatter, SharePoint), and professional (LinkedIn) social networks.  In fact, respondents feel that adding any additional network for anything social is quite overwhelming.  While early adopters are moving from ubiquitous usage to relevant rationalization, the majority remains in ubiquitous usage (see Figure 1). Recent early adopter surveys identify five key phases of social media adoption:Phase 1: Eager early adopters. Users eagerly experimented in the newness of the medium.   Early adopters attempt to apply the medium to everything.Phase 2: Ubiquitous usage. Rapid adoption put the medium in the hands of the masses.  Adoption exceeds 50 million users.Phase 3: Relevant ratonalization. Brands and enterprises apply the medium to the right business use cases and processes.Phase 4: Desensitization and fatal fatigue. Inundated with marketing, bombarded with irrelevant content, and tired of the newness of the medium, customers begin tuning out.Phase 5: Rejuvenation. Maturation of the medium ushers an improved era of engagement apply the Six C’s of Engagement.
  • So what’s going on.. The shift in business is moving from transactions to engagement and ultimately experience. Internal work forces and external.We’ve moved from monologues to dialoguesWe’ve moved from just in time to right timeWe’ve moved from business rules t
  • Gamification describes a series of design principles, processes and systems used to influence, engage and motivate individuals, groups and communities to drive behaviors and effect desired outcomes. For brands and enterprises, results include improving marketing response among external communities, sustaining long-term customer loyalty, encouraging collaboration among internal teams, or driving onboarding success with new hires.Gamification is more than bolting on feature sets to an existing process or system. Simply adding a badge, points, leaderboards and levels will not drive results. Success requires a design that fits into the architecture of the system and considers the relative value of rewards for the actions being incentivized. This level of influence or behavior management must start during the initial design and account for the relative value systems and culture of the individuals.Interviews with 55 early adopters show gamification being applied across many use cases. Adoption spans a wide variety of roles from marketing to human resources (see figure 1). Based on interviews and analysis, Constellation has identified three core pillars of enterprise gamification (see figure 2):
  • Everyone says this but what are we listening for? Start with what will move the needle – what are the rewards that matter.These are the metrics!Motivational factorsTrust signalsMonitoring performance over timeWhat competitors are sayingWhere the market rends are headingHow’s employee sentimentWhy? These are your leverage points, these are how you’ll build your engagement and gamification strategy.
  • FOW – recruiting, sales team collaborationCXP – customer service swarming, activating advocates, Matrix commerce – mobile shopping, nfc and paymentsD2D– rewarding outcomes and A/B testingTechnology optimization – optimizing usageCoIT and the New Suite – engaging the organization
  • The evolution of gamification for the enterprise–Define enterprise to be large companies. Brands ad well as internalShift to influencing behaviors, incentives, actions.Converging trends. – community, loyalty, gamificationGamification powers social business use casesHow to make enterprise apps social?
  • Customer Experience Metrics Company CultureDoes company support a culture of putting customer satisfaction ahead of profits?Does culture promote creativity and cross functional employee collaboration?Does culture accept different views of multi-generational workforce?Does culture promote employee training and skills developmentDoes culture support upward mobility and long term retention?Does culture support work-life balance?Does the culture provide rewards for employee for outstanding customer support?ChannelsWhat are the current primary channels for customer communications?What do you think will be the primary channels in two years?Is company developing support model for emerging channels?Do all channels consistently deliver the same level of customer support?Do you know the cost per transaction across all channels?Do you engage customers proactively across multiple channels?Do all channels have access to the same customer information?CommunityDoes company extend customer support into virtual communities of interest?Does company facilitate educating users through its virtual communities?Does company mine its customer’s experience into useful data?Does company increase the value for customers through using data to deliver new products and services?Does company support two way interactions with its customers through communities of interest?Does company actively support social CRM, online communities and social media markets?CredibilityDoes company market its trustworthiness through external certificates such as business licenses, BBB certificates or other validations?Does company promote trust through customer testimonials and case studies on ethical business practices?Does company promote truthful market campaignsDoes company make it easy for customers to complain?Does company build its reputation for standing behind its products with guarantees for satisfaction?Does company protect its customer data with high security measures>ContentWhat sources do you use to create customer content?Does company mine social media and blogs for customer content?How does your company sort, store and retain its customer content?How frequently does content get updated?What external sources do you use for customer content?How many responses are typically received from a knowledge management system inquiry?Does your company use customer content to design and develop new product and services?ContextDoes your company market to customers in clusters or individually?Does your company customize its messages and personalize them to specific needs of each individual customer?Does your company store customer data based on their past behaviors, purchases, sentiment analysis and current activities?Does your company manage customer context according to channels used? For example identify personal use channels versus business channels?What is your frequency of collecting customer activities across various touch points?How is your customer data stored and analyzed?Is contextual data used for future customer outreach?CadenceWhich channels does your company measure-web site visits, phone calls, IVR, store visits, face to face, social media?Does company make effective use of cross channel marketing to promote more frequent customer engagement?Does your company rate the patterns relevant for your product or service and monitor usage against this pattern?Does your company measure the frequency of both online and offline channels?Does your company apply metrics to the frequency of customer engagements with product or services revenues?Does your company consolidate data for customer engagement across various channels for a complete view of its customer?CatalystDoes company offer coupon discountsDoes company have a customer loyalty program or a VIP membership program?Does company mine customer data to target specific groups of buyers?Do internal employees serve as ambassadors for customer programs?Does company drive loyalty through social media loyalty programs?Does company build rewards based on using loyalty data?Does company offer an employee incentive program to drive customer loyalty?Currencies (I find it hard to differentiate this element from catalyst-they seem too closely connected)  
  • Level 1: Reputation. This first level focuses on highlighting success and engaging novices. The key themes drive extrinsic behavior. On average, early adopters find that 15-25 percent of a community will engage for recognition. Over 60 percent will be influenced by recognition.2. Level 2: Access. This second level builds demand for association and attracts intermediate users. Non-monetary incentives create value and scarcity around access to resources, people and tools for improvement. Early adopters find that 5-10 percent of a community will seek access as an intrinsic motivator. Over 80 percent will be influenced by a desire for greater access.3. Level 3: Impact. While this third level mainly appeals to power users and advanced users, impact appeals to the entire community from an aspirational level. At this level, bragging rights and incentives align with impact to the organization. Early adopters have found that 1-5 percent of a community will achieve this status. Less than 10 percent of the community will be influenced by impact. However, those that achieve Level 3 demonstrate the greatest levels of allegiance and loyalty.
  • Level 1: Reputation. This first level focuses on highlighting success and engaging novices. The key themes drive extrinsic behavior. On average, early adopters find that 15-25 percent of a community will engage for recognition. Over 60 percent will be influenced by recognition.2. Level 2: Access. This second level builds demand for association and attracts intermediate users. Non-monetary incentives create value and scarcity around access to resources, people and tools for improvement. Early adopters find that 5-10 percent of a community will seek access as an intrinsic motivator. Over 80 percent will be influenced by a desire for greater access.3. Level 3: Impact. While this third level mainly appeals to power users and advanced users, impact appeals to the entire community from an aspirational level. At this level, bragging rights and incentives align with impact to the organization. Early adopters have found that 1-5 percent of a community will achieve this status. Less than 10 percent of the community will be influenced by impact. However, those that achieve Level 3 demonstrate the greatest levels of allegiance and loyalty.
  • Recent interviews with over 100 early adopters of social business (i.e. social crm, E2.0, social media marketing, etc.) indicate five phases of maturity (see Figure 1).  Social CRM progress through five phases including: Discovery. A few individuals begin the process of discovering new tools.  Individuals identify consumer tech innovations that impact enterprise business processes.  Leaders must discern hype from reality and garner executive support.Experimentation. Small teams experiment with new tools.  They fail fast on experiments, learn, and move on.  Leaders must foster internal collaboration and begin the process of vendor selection.Evangelization. Small department leaders seek repeatable processes and begin test pilots of technology.  Momentum begins to build for projects.  Leaders incorporate social into business models and track meaningful business metricsFormalization. Successful evangelization leads to enterprise wide acceptance.  Processes become repeatable and predictable.  Leaders scale to match demand and ensure long term-funding.Realization. With a successful project at hand, the enterprise seeks to expand the usage to ecosystem stakeholders.  Suppliers, partners, and customers are brought into the fold.  Leaders anticipate convergence and develop social business governance plans.
  • The evolution of gamification for the enterprise–Define enterprise to be large companies. Brands ad well as internalShift to influencing behaviors, incentives, actions.Converging trends. – community, loyalty, gamificationGamification powers social business use casesHow to make enterprise apps social?

Badgeville Summit, Engage 2012 Badgeville Summit, Engage 2012 Presentation Transcript

  • KEYNOTE:The Secret Sauce forBuilding Digital Relationships SARAH ROTMAN-EPPS Senior Analyst Forrester Research
  • The Secret Sauce For BuildingDigital RelationshipsSarah Rotman Epps, Senior AnalystAugust 8, 2012Twitter: @srepps
  • How do you create customer relationships in your business? Grocery clerk, c. 1935 Image source: Crooked Lake Review© 2012 Forrester Research, Inc. Reproduction Prohibited 4
  • Digital technology makes some relationships less personal Online grocery shopping, 2012 Image source: Peapod website© 2012 Forrester Research, Inc. Reproduction Prohibited 5
  • But digital can also enable relationships where none were possible beforeImage source: Samsung Nation (www.samsung.com/us/samsungnation/)© 2012 Forrester Research, Inc. Reproduction Prohibited 6
  • Digital relationships are crucial for competing in the digital age HOW NETFLIX SUCCEEDED WHERE EVERYONE ELSE IN VIDEO FAILED Netflix digitized the customer relationship before the product Netflix started digitizing the relationship as early as 1999—8 years before launching ―Watch Instantly‖—by: • Designing a product that rewarded frequent digital interaction • Not waiting for new technology to create innovation opportunities • Expanding the relationship to any touchpoint consumers adopted© 2012 Forrester Research, Inc. Reproduction Prohibited 7
  • Digital technology brings disruption to every industry • New competition, from unexpected places • New touchpoints to reach your customer Image source: Square website© 2012 Forrester Research, Inc. Reproduction Prohibited 8
  • Tools alone are not enough to create relationships© 2012 Forrester Research, Inc. Reproduction Prohibited 9 Image source: Bon Appetit
  • You need…secret sauce© 2012 Forrester Research, Inc. Reproduction Prohibited 10
  • This guy needs secret sauce: ACTUAL FORRESTER CLIENT INQUIRY FROM A MULTINATIONAL BANK “We want to do something with „gamification,‟ but we‟re not sure what or why.”© 2012 Forrester Research, Inc. Reproduction Prohibited 11
  • Chase’s secret sauce: Motivate customers to do something that’s good for them—creating a reason to visit more frequently© 2012 Forrester Research, Inc. Reproduction Prohibited 12Image source: Chase website
  • SugarSync’s secret sauce: Incent customers to get the most possible value from using their product—driving free-to-paid conversion© 2012 Forrester Research, Inc. Reproduction Prohibited 13 Image source: SugarSync website
  • Everyday Health’s secret sauce: Help consumers stick with their workout—increasing paid conversions and new customer acquisition© 2012 Forrester Research, Inc. Reproduction Prohibited 14 Image source: Badgeville
  • How to create your own secret sauce 1. Understand customer needs 2. Link customer benefits with business benefits 3. Only then, brainstorm and spec the actual experience you want to build 4. Continuously learn from your digital relationship to improve it© 2012 Forrester Research, Inc. Reproduction Prohibited 15
  • Thank youSarah Rotman Epps+1 415.294.8178srotman@forrester.com@srepps
  • FIRESIDE CHAT:Fan Loyalty Gets Gamified MODERATOR: Bill Hanifin Managing Director Hanifin Loyalty LEE HAMMOND VP of Digital Interscope Records
  • CASE STUDY:Autodesk GamifiesSoftware Trial Marketing DAWN WOLFE Sr. Mgr of Integrated Marketing Programs · SCOTT SAWICKI Assoc. Dir of Client Management ·
  • Autodesk Gamifies Software TrialsDawn Wolfe, AutodeskScott Sawicki, Resource Interactive© 2011 Autodesk
  • Dawn WolfeSr. Digital Marketing ManagereBusinessAutodesk© 2011 Autodesk
  • Autodesk At-a-Glance Founded 1982 $1.95+ billion in revenues 6,800+ employees worldwide 10+ million professional users in 187 countries 1+ million students a year trained The last 17 Oscar winners for Best Visual Effects have all used ® Autodesk software© 2011 Autodesk
  • © 2011 Autodesk
  • © 2011 Autodesk
  • © 2011 Autodesk
  • In Trial Marketing Trials Key To Purchase Decision 90% of dotcom traffic 3 Uses=2x likelihood to buy #1 Campaign CTA© 2011 Autodesk
  • 3DS Max In-Trial Marketing Tests No change Trial Usage 14% increase Trial Usage© 2011 Autodesk
  • Drivers to Gamification Increase Engagement Guide Experience Highlight features that sell the product Make the Value Prop Visceral Make it Fun!© 2011 Autodesk
  • Case Study: 3DS Max Trial This actually happens to be a game…. But it wouldn’t have to be….© 2011 Autodesk
  • Scott E. SawickiAssociate Client Director – San Francisco OfficeTechnology Client Team© 2011 Autodesk
  • Gamification Launch Phases Kick-off  Understanding the audience  Establishing goals and objectives, KPIs  Determining roles and responsibilities Information Architecture/Wireframing Creative Concepting Design Execution Development  Technical Consultation and/or Technical Development  Rules Creation, if needed Launch… Measurement and Analytics  Optimization© 2011 Autodesk
  • © 2011 Autodesk
  • Autodesk 3ds Max Original Concepts© 2011 Autodesk
  • © 2011 Autodesk
  • © 2011 Autodesk
  • © 2011 Autodesk
  • © 2011 Autodesk
  • © 2011 Autodesk
  • © 2011 Autodesk
  • © 2011 Autodesk
  • © 2011 Autodesk
  • Achievements Points Behaviors Register for the Competition 25 Download support materials 25 Register and download support materials within 15 minutes 50 Be one of the first fifty (50) Entrants to complete the Coimbra, 100 Portuga Mission Complete any three (3) Missions within five (5) consecutive 100 calendar days Share any Competition feature on Facebook for the 1st time 1,000 Submit your 1st Mission 50 Have any Mission submission rejected for the 1st time 10 Submit all eight (8) Missions within seven (7) calendar days of 100 registration Clicking the “Buy Now” button for the 1st time 1,000 Click on the Leader Board for the 10th time 500 Get approval on your Coimbra Portugal Mission submission 100 Get approval on your Santiago, Spain Mission submission 200 Get approval on your Mediterranean Island Mission submission 500 Get approval on your Istanbul, Turkey Mission submission 1,000 Get approval on your Giza, Egypt Mission submission 1,500 Get approval on your Marrakesh, Morocco Mission submission 2,500 Get approval on your M’zab Valley, Algeria Mission submission 4,000 Get approval on The Desert, Algeria Mission submission 8,000 Complete all levels of the Competition 10,000 Complete all levels of the Competition within twenty (20) 10 consecutive calendar days of registration© 2011 Autodesk
  • © 2011 Autodesk
  • © 2011 Autodesk
  • © 2011 Autodesk
  • © 2011 Autodesk
  • Case Study: Results 40% increase in trial usage Ratio of day 2-30 trial use to day 1 use increased 40% ! What You Need to Understand: Connecting game mechanics to an ordinary tutorial drove our key objective higher than any previous attempt © 2011 Autodesk 48
  • Gamification: Final Thoughts…Using game mechanics provide incentive for action and increasesengagement. Connects with conditioned, internal reward systems Helps us do things we may not normally do Makes things we have to do more rewarding© 2011 Autodesk
  • Customer experiences – even the most mundane – can be morerewarding and pleasurable (for all involved) if you think differentlyabout your customers’ motivations. Help them do what theyalready want or need to do and if you can make it funor pleasurable and social – even better.© 2011 Autodesk
  • THANK YOU!Dawn WolfeDawn.wolfe@autodesk.com415.846.2898@Dawn_Michelle_WScott SawickiSsawicki@resource.com415.796.8964© 2011 Autodesk
  • PANEL:The Intersection of Socialand Gamification MODERATOR: Chris Lynch Director of Product Marketing Badgeville Jason Rupp Sr. Director of Product Management · Ask.com Matthew Price Product Mgr. of Technology Partnerships · Bazaarvoice Jodee Rich CEO · Peoplebrowsr
  • PRESENTATION:Gamifying Retail Loyalty Strategieswith America’s #1 Book Retailer MARC PARRISH VP of Customer Retention and Loyalty Marketing
  • Gamifying Your Retail Loyalty Strategies Marc Parrish VP, Customer Retention & Loyalty Marketing, Barnes & Noble
  • Retail Brands crave loyalty.It means that marketing dollars can be spent more effectively on a convinced audience. News Search Source: Google Insights
  • But most Retailers cannot pivot easily…… they think little about loyalty and believe it will naturally occur. Also, ads to acquire new customers are sexier.
  • But technically, customers evolved quickly. So must retailers. Email & Direct Marketing 1995 2000 2005 2013 Individualization Customization Segmentation From Inbox to Clutterbox.Spray & Pray 12 hours in my digital life … and these are brands I want to relate to!
  • The Goal of Loyalty Marketing is always white glove service….
  • But one hat does not fit all Customers How Often Do You Shop? Once a Once a Unique Once a Year Several Times month or week or Yearly Cust. or Less a Year more more (M) Store CountWalmart 7% 19% 36% 38% 132 3,300Target 23% 37% 30% 11% 100 1,800Warehouse store (e.g., Costco, Sams or BJs) 25% 31% 35% 9% 75 1,000Amazon.com 23% 41% 27% 9% 87Best Buy 47% 41% 10% 2% 70 1,300Office supply store (e.g, Staples or Office Depot) 36% 47% 15% 2% 82 4,200 Wedges Low Frequency Bells Moderate Frequency Direct Competitors High Frequency50% 50% 50%40% 40% 40%30% 30% 30%20% 20% 20%10% 10% 10% 0% 0% 0% Once a Several Once a Once a Once a Several Once a Once a Once a Several Once a Once a Year or Times a month week or Year or Times a month week or Year or Times a month or week or Less Year or more more Less Year or more more Less Year more more
  • To bring your shoppers back,customer friendly machinery is required.
  • So all Retailers have loyalty programs. But after decades, who listens? • In 2009* – 1.807 billion: loyalty program memberships in US • Up 25% from 2006 – 14.1: average memberships per US household – 56%: percent of memberships that are inactive • No engagement within a 12-month period – 6.2: active programs per household – 80%: percent of consumers with at least one loyalty card * 2009 Colloquy Report
  • CC Program Point / Money Back ProgramPaid Program Free Program
  • Something has to be done.That something is gamification.
  • How retailers see “Gamification” shouldI’m a Gamer! I’m a retailer!• I can’t wait for the next • How can I use gaming great gaming experience! to make my products & services more• Mobile engaging?• Casual• Hard Core Scary
  • Because Retail has already been gamified. Retailers just didn’t lead the way.
  • Starbucks went out front.Mobile gamification tied to Retail Strores. From January 2011 beta to today, Starbucks is now the largest mobile payments company, with 8,000 outlets.Starbucks cards now account for 22% of all transactions
  • AnxietyChallenge Boredom Skill
  • Think of it this way.• Gamification is using digital candy to capture that special place in your customer’s brain for your brand, and defend your physical footprint.
  • Thank You Marc Parrish mparrish@book.com
  • PANEL:Gamification for Good:Changing the World, One Behavior at a Time MODERATOR: Adena DeMonte Director of Corporate Marketing BadgevilleMarshall Alexander VP of Engineering · KarmaWellJustin Ramers Director of Social Media · The Active NetworkWayne Lin Product Management Director · OpowerJamie Kennedy Director of Social Media · O2 Media
  • KEYNOTE:Proving the Value ofGamification in the Enterprise R “RAY” WANG CEO & Principal Analyst Constellation Research
  • TM San Francisco | Andalucia | Belfast | Boston | Brussels | Chicago | Colorado Springs | Cupertino | Denver | Irvine | London | Madrid New York | NOVA |Pune | Sacramento | Santa Fe | Santa Monica | Sedona | South Portland | Sydney | Tokyo | Toronto | Washington, D.C.© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential www.ConstellationRG.com
  • Proving the Value of Gamification in the Enterprise Moving Beyond Transactions to Engagement August 8, 2012 R ―Ray‖ Wang (@rwang0) TM Principal Analyst & CEO© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Where will your business be in 2015? 78© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Organizations face massive and1. Macro economic forces unprecedented levels of change • Loss of faith in capitalism • Commodity shortages • Changing workplace norms • Political instability • Distributed nature of work2. •Dynamic and force Sustainability work • New work force models environmental focus • Mixed generations • Economic crisis • Aging workforce • Price spikes Macro Workplace • Global talent conditions dynamics • Temporary talent3. • Pace ofbusiness models New obsolescence increasing faster than the rate of Pace of tech Business • Project based adoption • Consumer tech ahead adoption Models • Globalization of enterprise • New stakeholders • Digital divide closing around the • Goliath vs start-up4. Disruptive tech adoption world • Public/ private /hybrid • Connected ubiquity drives new • Regulation/ deregulation adoption models • Business process outsourcing 79 © 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Social tools are pretty crude Twitter – I need to pee Facebook – I peed Google+ - More pee FourSquare – I’m peeing here Pinterest– My pee scrapbook You Tube – Watch me pee LinkedIn – I pee well © 2011 - 2012 R Wang & Insider Associates, LLC. All rights reserved. 80© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Email faces Fatal Fatigue, will social? Source: September 2011, A Weber Communications 81 81© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Fatal fatigue in adoption is near.. 5. Revival and 1. Eager rejuvenation early adopters 4. Fatal 2. Ubiquitous fatigue usage 3. Relevant rationalization© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • The enterprise is shifting from transaction to engagement to experience © 2011 - 2012 R Wang & Insider Associates, LLC. All rights reserved. 83© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Gamification is the solution… … to influencing© 2010 - 2012 Constellation Research, Inc. All rights reserved. behavior and outcomes Client Confidential
  • The shift starts with active listening for rewards, achievement, broader trends.© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential 85
  • Gamification is not about at technology. It’s about solving a business problem… How disruptive technologies and new business models affect business operations Technology NextGen Future of Matrix From Data to Optimization CoIT and the Customer Work Commerce Decisions and New C-Suite Experience Innovation Moving From Transactions To Personal Fulfillment Systems © 2011 - 2012 R Wang & Insider Associates, LLC. All rights reserved. 86© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Move beyond gamification tactics… © 2011 R Wang & Insider Associates, LLC. All rights reserved. Source: 2012 Q1 Gamification Early Adopters Best Practices, n - 55 87© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Apply the 9C’s of engagement to create business value for brands and enterprises People Centric Delivery and Right Time Drivers Values Comm Styles Culture Channel Context Community Content Catalyst Credibility Cadence Cause © 2012 R Wang & Insider Associates, LLC. All rights reserved. 88© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Use non-monetary rewards to influence behavior Level 1: Recognition Level 2: Access Level 3: Impact • Influence tracking • Community • Raise personal & • Leaderboards resources and community profile • Achievement badges tutorials • Participate in • Featured placement • Virtual goods feedback surveys • Awards and contests • Special groups • Influence product • Key executives direction • PR and media placement • New features • Drive business • New products outcomes • Speaking slots • Beta versions • Provide proof point • Virtual currencies references and points • Public events • Evangelize products • Private events and concepts 2011 Constellation Research Q1 & Q4 qualitative survey on community engagement incentive drivers 89© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Drive value across the entire ecosystem Organizations: Accountability Individuals: Networks: Portable Facilitation of Reputation Trust The new world of outcomes 2011 Constellation Research Q1 & Q4 qualitative survey on community engagement incentive drivers 90© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Start with the DEEPR to drive business value across the organization R P Level 5: Realization E Level 4: Pervasiveness • Keeping up with social innovations E Level 3: Evangelization • Scaling to match demand • Developing social business D Level 2: Experimentation • Choosing the right tools • Fostering • Ensuring long term funding governance Level 1: • Identifying Discovery Internal meaningful collaboration metrics • Discerning hype from reality • Incorporating gamification • Garnering into business executive models support © 2011 R Wang & Insider Associates, LLC. All rights reserved. 91© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Early adopters starting to identify meaningful metrics and business models © 2011 R Wang & Insider Associates, LLC. All rights reserved. Source: 2012 Q1 Gamification Early Adopters Best Practices, n = 55 92© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Six simple steps to success 1. Identify the business outcomes 6.Refine 2. Design and the use improve cases Engagement Best Practices 3. Apply 5. the 9C’s Measure of and engageme analyze 4. Gamify nt the business processes 93© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Questions And Answers 94© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • Thank you R ―Ray‖ Wang 650.918.6619 R@ConstellationRG.com Twitter: @rwang0 http://blog.softwareinsider.org www.ConstellationRG.com 95© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential
  • TM San Francisco | Andalucia | Belfast | Boston | Brussels | Chicago | Colorado Springs | Cupertino | Denver | Irvine | London | Madrid New York | NOVA |Pune | Sacramento | Santa Fe | Santa Monica | Sedona | South Portland | Sydney | Tokyo | Toronto | Washington, D.C.© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential www.ConstellationRG.com
  • FIRESIDE CHATwith ORACLE:Gamifying a Global Business MODERATOR: Paul Hearing Senior Producer Badgeville NICK GIANNASI VP of Life Sciences Product Strategy Oracle Health Sciences
  • FIRESIDE CHAT:Mobile Gamification Around the Globe MODERATOR: Eric Montoya Business Development Badgeville KOJI FUKADA CEO & Co-Founder · STEPHEN DUKE CEO & Co-Founder ·
  • PRESENTATION:Insights & Analytics:The Big Data Side of Gamification MARTIN SCHNEIDER Research Manager · 451 Research
  • Insight & Analytics: The Big Data Side ofGamificationMartin Schneider Research Manager, 451 Research
  • Agenda• Big Data & Gamification…Wuzzah?• The Future of Insight• Examples of Big Data Gamification Insight• Q&A
  • Ok…So, your gamification initiative is kicking ass…
  • Drive More Value?
  • Big Data?
  • Big Data vs. “Big Picture Data” VS.
  • Big Data & GamificationGamification Data is:• Semi-Structured• Growing Exponentially• Typically Meta-Data Around a Business Context• Captured/Stored by SaaS ProvidersThis Lends Itself To:• Classification• Deep Analysis• Business Insight• Benchmarks
  • Gamification Big Data Can Better Answer…
  • Gamification Insight - Examples• Greater Time Series Insight • Marketing • Sales • Support• Identify Customer Segments Based on Real Behavior • No More Relying on Bland Demographics • Context-driven Insight• Understand Behavior Across Platforms/Properties/Brands• Bridge Between Transactional BI and Behavioral Insight
  • Old Style Business Intelligence – Lots of “What”
  • Gamified Insight
  • Gamified Insight
  • Gamification Powered Insight – More “Why and How”
  • Where to Begin?• Re-Think Your Metrics and Goals • Think Behavior not “Numbers” • What is the End Game?• Work with your Gamification Provider • Best Practices (You Can’t Have Big Data Without Lots and Lots of Engagement!) • Dashboard Optimization• Recognize, Respond, Repeat!
  • Q&A Questions? @mschneider718 martin.schneider@451research.com
  • ©2007 SugarCRM Inc. All rights reserved.
  • PANEL:Baking Gamificationinto your Core Product MODERATOR: Chris Duskin VP of Product BadgevilleNeil Gandhi Sr. Software Engineer · SneakpeeqRita Ferrari Marketing Manager · Premier Healthcare Exchange (PHX)Sal Partovi Sr. Mgr. CloudSpokes Community & Social Marketing · AppirioGiles House VP of Marketing · CallidusCloud
  • CASE STUDY:EMC Gamifies GlobalECN Community TYLER ALTRUP Sr. Social Media Engagement Manager EMC
  • Recognition, Awards & Motivation Program A Badgeville Case Study @TylerAltrup August, 2012© Copyright 2012 EMC Corporation. All rights reserved. 123
  • Origins© Copyright 2012 EMC Corporation. All rights reserved. 124
  • The ChallengeHow can EMC… Recognize key Reward various social types of social champions activity Build an Motivate aspirational increased system social activity© Copyright 2012 EMC Corporation. All rights reserved. 125
  • My Muse…© Copyright 2012 EMC Corporation. All rights reserved. 126
  • © Copyright 2012 EMC Corporation. All rights reserved. 127
  • Launch •Event Deployment •Impact •Innovations© Copyright 2012 EMC Corporation. All rights reserved. 128
  • RAMP, Meet ECN. Level Trophy Badge/ Reward Showcase Real-Time Notifications© Copyright 2012 EMC Corporation. All rights reserved. 129
  • RAMP, Meet ECN.© Copyright 2012 EMC Corporation. All rights reserved. 130
  • Journey, Acc elerated Live Partner in the for Cloud Success Transform IT Transform Transform Your Your Business Career On the Scene© Copyright 2012 EMC Corporation. All rights reserved. 131
  • EMC Implementation Plan The Moonshot • EMC World Launch • ECN Integration Q3 • EMC|One Integration Q4 • External Social Integration© Copyright 2012 EMC Corporation. All rights reserved. 132
  • Buzzboard LeaderboardingShowcasing participant achievement on the show floor© Copyright 2012 EMC Corporation. All rights reserved. 133
  • ECN Impact:Year-over-Year+20% Increase in Total Activity Activity Post-RAMP50% 41%40%30% 19% 21%20% 15% 12% 10% 10% 9% 9%10% 3% -3% 0%-10%© Copyright 2012 EMC Corporation. All rights reserved. 134
  • EMC World: Performance AnalysisLessons Learned Monetary prizes are inefficient • Lost in the crowd at EMC World • Focus on status must also influence prize strategy Contest consolidation needed • For 2013, we should consolidate all social contests under RAMP Expectation setting • Must set appropriately based on program characteristics • Must compare against other BV client baselines • Must goal for performance, not badge accumulation • Ex: more difficult behavior, lower expected completion Design for the lowest common denominator • Future event experiences will defined for simplicity • Additional special elements will be layered on top of this minimal, broad approach© Copyright 2012 EMC Corporation. All rights reserved. 135
  • Big Wins & Innovations Historical Recognition • Previous activity will translate into one-for-one recognition of past activity • User Levels will reflect previous activity with further levels for growth Badge Scan Integration • EMC is the first company to fully integrate and reward traditional badge scan data as a user check-in© Copyright 2012 EMC Corporation. All rights reserved. 136
  • Planning for the Future •Redefining Goals •Planning for Expansion •Delivering Value to Clients© Copyright 2012 EMC Corporation. All rights reserved. 137
  • Overall Program Goals & ObjectivesThe platform-agnostic view Improve User Increase Experience Grow user & user base engagement Gain User Insight© Copyright 2012 EMC Corporation. All rights reserved. 138
  • Community RoadmapStage II: Additional Functionality from Jive & Badgeville Full import of Content-level Profile all Jive events and enhancements (aka community- and tracking behaviors) level rewards Employee Social sharing “Mission badging mechanics Mondays” EMC|One Deployment© Copyright 2012 EMC Corporation. All rights reserved. 139
  • Delivering Value for Internal Clients Increasing engagement since 2012© Copyright 2012 EMC Corporation. All rights reserved. 140
  • Program Design: Consultation ProcessDesign + Funding + Communication Four Steps for Four Funding Communication Program Design Requirements Planning 1 Identify primary goals Signage Integrate with planned user/attendee communication 2 Collateral Identify aligned behaviors Leverage social Handouts 3 channels Develop rewards plan Rewards 4 Optional: paid Frame as a component Optional: scanner promotion and of status technology advertising© Copyright 2012 EMC Corporation. All rights reserved. 141
  • RAMP Service Catalog One portion of our new SMaaS (Social-Media-as-a-Service) approachServiceOffering What’s Included Cost Eligibility Ordering Online Program Offline Program Short-Term: Components Components •Definition of desired (optional) •All ordering user behaviors •Identification of will beProgram •Translation to offline digital data handled viaConsultatio trackable user sources (ex: badge EMC Marketing emailn activities scan data) requests to Client only •Creation of badges •Creation of hybrid Tyler Altrup incurs cost and bonuses online/offline when •Creation of mission missions and Post-EMCW: adding: structure rewards •All ordering •Badges •New data will be •If the client wishes to highlight and source process recognize a specific, singular user behavior, through ourBadge/ our team will help to create a badge to or online info-Mission motivate this behavior. EMC Marketing gatheringCreation •Missions •Exporting tool •If the client wishes to motivate a collection status to of behaviors, a mission will be crafted to new platform capture this full set of user activities. The social team will work with the client(s)Advanced Only clients who to analyze:Data have already •Interaction rate with program componentsConsultatio completed a •Success in motivating the desired usern program. behaviors © Copyright 2012 EMC Corporation. All rights reserved. 142
  • Coming Soon… •Platform Expansion Possibilities •RAMP for Master User Identity •RAMP Scorecard© Copyright 2012 EMC Corporation. All rights reserved. 143
  • More Platforms, More Data PointsExpanding our understanding of users across platforms Goals Platform User Base Behaviors ECN Registered users Visits, views, comments, posts, etc.Communities EMC|One Registered users Visits, views, comments, posts, etc. Facebook Followers Clicks, likes, comments, shares LinkedIn Followers Clicks, likes, comments, sharesSocial Spiceworks Followers Clicks, likes, comments Twitter Followers Tweets, RTs, Mentions, Hashtags YouTube Subscribers Views, ratings, sharesWeb EMC.com Unique viewers Visits, viewsMobile EMC Folio Downloads Views, clicks, comments, visits Aprimo Registrants Event and webinar registration Saba New hires Complete training modules, complete on-Applications boarding SurveyMonkey Unique users Survey completion© Copyright 2012 EMC Corporation. All rights reserved. 144
  • RAMP as a Big Data SolutionRevolutionizing user insight by connecting multiple identitiesRAMP User Master UserShowcase Identity Community Behavior RAMP User Showcase Social Interaction Web Activity GMDB Data Mobile Activity SFDC Application Activity Data© Copyright 2012 EMC Corporation. All rights reserved. 145
  • RAMP Scorecard Progress, Not Perfection Improve User Experience Increase user Grow our user engagement base & Gain User Insight Social+19% increase Very positive integration in total ECN community challenges interactions response Need for “Mission Piloting user promotional Mondays” data import spend © Copyright 2012 EMC Corporation. All rights reserved. 146
  • Thank You! @TylerAltrup© Copyright 2012 EMC Corporation. All rights reserved. 147
  • PANEL:The Importance of Reputationin Online Communities MODERATOR: Caroline Dangson Producer Badgeville Bill Platt VP of Operations · Engine Yard Alex Maier Community Manager · VMware Sean O’Driscoll CEO & Co-Founder · Ant’s Eye View Annie Fox General Manager · Buzznet at BUZZMEDIA
  • BADGEVILLE ANNOUNCEMENT
  • WELCOME TO BADGEVILLE COMMUNITY Share & Exchange Best PracticesAround Your Gamification & Engagement Programs
  • BADGEVILLE IMPLEMENTATION Leverages Game, Reputation, and Social Mechanics• Status and progress on every page• Sharing and exchanging best practices• Rewarding quality contributions and contributors
  • COMMUNITY ENGAGEMENT Early Adopter programSome of our Founding Members • 51 Discussions Started• Sneakpeeq • 160 Discussions Replies• George Mobile • 107 Upvoted Discussions• Pivot • 57 Upvotes Received• Foryouandyourcustomer • 3,617 Articles Read
  • LIVE DEMO TOMORROW Earn your “Visit Jenny” achievement, part of the Badgeville Summit Mission, by visiting the Badgeville Community table.
  • KEYNOTE:The Future of Gamification TIM CHANG Managing Partner Mayfield Fund