Playing your way to becoming a fully-engaged enterprise

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Slides from the webinar "It's no game: Playing your way to becoming a fully-engaged enterprise," hosted by Ant's Eye View and Badgeville.

Key topics include:

-Are you activating your customers and driving the behaviors that are most valuable to your brand?
-Are your employees educated, trained, and invested in collaborating to improve how business gets done?
-Are you closing the gap between your company and your customers to build loyalty?
-Can you measure the real impact of those efforts?

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  • Drucker’s ideas do still matter, and this quote is particularly relevant to social engagement, and gamification is just another iteration on achieving this purpose.
  • I think you get this one. I think you will want to make the “diagnostic, benchmark, roadmap” point.
  • I pulled these out and updated them, as I found myself missing some context to lay the foundation and build the case for how gamification can impact all of these desired outcomes. Not meant to go through in detail, but to pull out a few highlights to get people nodding their heads.It may seem like extra content, but I think these three slides are useful in this situation, and give you some flexibility on how you talk about the journey.
  • Here’s where “there” is for a number of our clients (with all the appropriate qualifications and caveats).
  • The people you see further along the journey understand this shift and – for the most part – have embraced it. (And, no, pull is not new, but it is something that social networking and digital media set free, and that customers now expect.)
  • This is a pure pull play, an experience that benefits by seeming all about the customer, while providing deep value to SBUX through engagement and interaction.
  • And what those more successful companies understand is that you need to marshal and activate customers AND employees; some folks have gotten away with doing one and not the other, but that doesn’t last for very long. And there are A LOT of things that need to happen to do that.This is not meant to be a representative list, but to be directional, and show the magnitude of effort involved. It also doesn’t align exactly with the journey due to space, but does show proper ordinance. We can change out any of these if you think anything in particular that we should mention is missing.
  • And here’s how you do that, at scale. Used their definition at the top, the rest is mine (ours).
  • And, as you’re activating those customers and employees, you need to understand that the “experts” will not be enough to help you accomplish your goals, internally or externally, and that an undue focus on them to the exclusion of others will leave you stuck in a rut. So, you need to find a way that can connect with and motivate that broader middle of contributors.New view, that I like (though needs a non-scientific disclaimer); I’ll animate the circle. I was calling the “Experts” “Obsessed” and just moved “Experts” down; I think it’s accurate, but didn’t want it to come off as too glib. Let me know your thoughts.
  • OK, these are slides from Tony Ventrice that I really like the concept of, but which need a bit of a polish. I’ve got a mail out to him to see if he’ll let me fiddle with them. But more importantly for our purposed, the question is whether or not they fit in YOUR narrative. I like bringing it back to humans, and then pulling the journey back in to close, but not sure these will resonate with you.
  • Ditto.
  • And the social engagement journey is all about growth: of your customers, your employees, and your business. Or something eloquent like that.
  • Ditto
  • On these two slides, I tried to use examples that connected to our offerings and that I had enough info to leverage. There are other things we could use, but I really need some proof points from them. I’m not sure about the order of these slides; I feel like we should lead with customers, but they’re later in the journey (for this example). Obviously easy to flip.
  • And here’s how you do that, at scale. Used their definition at the top, the rest is mine (ours).
  • Playing your way to becoming a fully-engaged enterprise

    1. 1. It’s No Game:Playing Your Way to Becoming aFully Engaged Enterprise
    2. 2. Agenda•••••••
    3. 3. Ant’s Eye View: Who we are
    4. 4. Our social business clients, B2B and B2C
    5. 5. Same as it ever was
    6. 6. The social engagement journey
    7. 7. Your destination • • • • • • • • • • • • •
    8. 8. Customers and employees will tell you when you’rethere
    9. 9. Companies on the social engagement journey
    10. 10. From push to pull to always on
    11. 11. What it takes: engagement and activationCustomersEmployees
    12. 12. Enter gamification • • • • • • • •
    13. 13. Gamify for speed, impact and scaleCustomersEmployees
    14. 14. Experts are not enough •Experts .3% 6.7% •Activists 11% •Enthusiasts 16% •Dabblers 65% •Spectators
    15. 15. Why it matters (from Tony Ventrice, Badgeville GameDesigner) You are born You do some stuff And then you die What’s the point? Why are we here?
    16. 16. What’s the point? Growth
    17. 17. The social engagement journey
    18. 18. Questions?
    19. 19. Activating employees: getting to Stage 3Stage 2 Stage 3Experimental Operational
    20. 20. Activating customers: on the road to Stage 4Stage 3 Stage 4Operational Measureable
    21. 21. Changing the game of engagement • • • • • • • •

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