GSummit SF 2014 - Hands-on Lab: Gamification Evolves – How To Optimize A Data-Driven Approach by Molly Kittle @MolKittle + Keith Conley @ConleyInsights

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  • Part 1 of the workshop will help you Identify Who & What you need to be successful (not necessarily in that order)
    WHAT do you need to do to make sure you’re successful with Gamification?
    High level 30 sec overview of L3.0 (pg 4)
    7 steps to success as described in Loyalty 3.0 (pg 5)
    Workshop: The 7 Steps [Hand–out worksheet and walk through (pg 6)]
    WHO – can help you make it happen? (pg 7)

  • Loyalty 3.0 has three major enabling components which, when combined, are much greater than the sum of the parts.
    Motivation. Recent social science research has much more clearly defined what compels and motivates human behavior, what causes people to do things or not do things in life and in the workplace. Knowing what truly motivates people – and what doesn’t – enables us to create stronger engagement and true loyalty.

    Big Data. Technology has taken over how we communicate, socialize, work and play. The amount of data that people are generating as they interact with these systems is exploding, and new technology is enabling businesses to capture that data with more granularity than ever before. Smart businesses can consume this data and use it to understand, engage, and motivate their constituents in ways not previously possible. Think about it – Netflix, Amazon, Facebook.

    Gamification. Game designers have been using data-driven motivational techniques for years. Our new understanding of motivation combined with the emergence of big data streams have enabled these techniques to be used outside of the gaming world, where they can be powerful tools to drive engagement, participation, and high-value activity for customers, employees and partners alike.

    By leveraging these three components together, we can make our customers, partners and employees more engaged, more active, and truly loyal.
  • Part 1: The next slides will show “How to tear down silos and build the internal partnerships necessary for success”
  • Identify your
    Problem
    Audience
    Behaviors
    KPIs
    Mission Statement (company x can use gamificaiton to achieve company’s stated goal of a x%increase of y in FY 14)
    Playing Field (resources, constraints)
    ROI
  • Identify your
    Problem
    Audience
    Behaviors
    KPIs
    Mission Statement (company x can use gamificaiton to achieve company’s stated goal of a x%increase of y in FY 14)
    Playing Field (resources, constraints)
    ROI
  • Identify your
    Problem
    Audience
    Behaviors
    KPIs
    Mission Statement (company x can use gamificaiton to achieve company’s stated goal of a x%increase of y in FY 14)
    Playing Field (resources, constraints)
    ROI
  • Identify your
    Problem
    Audience
    Behaviors
    KPIs
    Mission Statement (company x can use gamificaiton to achieve company’s stated goal of a x%increase of y in FY 14)
    Playing Field (resources, constraints)
    ROI
  • Identify your
    Problem
    Audience
    Behaviors
    KPIs
    Mission Statement (company x can use gamificaiton to achieve company’s stated goal of a x%increase of y in FY 14)
    Playing Field (resources, constraints)
    ROI
  • Go from Adoption + Game Mechanics leads to Long-term engagement.

    Establishing KPIs
    KPIs serve as measurable components of the deployment goal. KPIs listed are direct reflections of goal achievement or listed due to a strong correlation.  KPIs also are regularly defined more broadly than the business goals, establishing the path to success. We encourage clients to establish two categories of KPIs:
    ·         Primary KPIs: direct links, or the closest correlating statistic to achieving the business goal
    ·         Secondary KPIs: important metrics, or statistics used for program learning, or optimization
    With the goals and KPIs established, the implementation teams have a strong footing for strategic design and technical implementation.

    KPIs by business environment
    Below is a table of commonly expressed benefits of Enterprise tools.
    Social Collaboration
    CRM
    HCM
    Increase in employee connectedness and increased decision confidence
    Increased sales through better timing by anticipating
    Consistently achieve corporate objectives
    More ideas generated and captured
    Understand specific customer requirements
    Retain talent
    Employee Satisfaction
    Cross-selling of other products by alternative suggestions
    Proactively identify and fill talent gaps
    Less e-mail
    Identify which customers are profitable
    Leverage cost of compliance and employee administration
    Reduction in time to find answers
    Forecast accuracy
    Improve decision-making and manage capital more effectively
    Increase in production, project collaboration and productivity
    Sales, service and support deal more effectively with customers
    Reduce risk
    More communication with customers
    Management improves because of quick and easy reports leading to deeper understanding
    Implement value added activities
    Increased customer retention
    Sales and marketing win more business through better lead tracking
    Turn HR into a strategic advisor
    Higher brand awareness – increased search results
    Business processes become more proficient
    Decrease in support call volume
    Higher Renewals
    More feedback and ideas from customers
    Sales bring in more revenue with better grasp on opportunities
    Increase in new customer sales
    Staff productivity increase
    Expanding professional network
    Purchasing improves and costs reduce due to better forecasting and scheduling
    Stay informed through access to network
    Efficiency in cash flow due to better pipeline management, predicting needs
    Sales teams developed more effectively
    Marketing RI improved through better targeting
    Greater understanding of customers
    Clear team dynamics develop as info is shared across areas in company
    Within many of the benefits listed among common Enterprise environments, only a few are worded as items that can be considered goals, or even KPI’s. CRM’s “Increased sales through better timing by anticipating” is a good goal because the end state is measurable and there is a clear ROI statement.
    Others, such as Social Collaboration’s ability to produce “More communication with customers” fall under the category of benefit.  Reason being, more communication with customers is not a resulting end state a company recognizes direct ROI. The act of more communication with customers would roll up into the goal of “Higher Customer Satisfaction” leading to an ROI statement including improved customer retention and higher upsell capability.
    Using known benefits of systems is an excellent way to start identifying and ranking KPIs.  Let’s explore:
    Social Collaboration has a benefit of “More communication with customers.” If this benefit is pertinent to the social collaboration application, the next step is to determine if it is in alignment with the deployment goals. If so, we can identify what supporting data we can collect, as KPIs, against the stated benefit.
    Continuing with the “More communication with customers” example, we then look to the data collected to state as evidence against the benefit.  There are multiple ways companies communicate with customers via social collaboration communities:
    ·         Customer Chat Sessions
    ·         FAQ views
    ·         Questions Answered
    ·         Answers Validated
    ·         Question threads viewed
    The individual actions are KPIs, because the recording of those activities is the basis for demonstrating success against the benefit, or goal.  Unique user counts for individuals taking the actions is a good place to start for looking at ways the tool enables more communications with customers.
    Goal
    Benefit
    KPIs
    Behavioral Metric
    Improve retention rate of current clients
    More communication with customers
    ·         Customer Chat Sessions
    ·         FAQ views
    ·         Questions Answered
    ·         Answers Validated
    ·         Question threads viewed
    ·         Total clients encountered
    ·         Total customer service actions taken
    Reduction in time to find answers
    ·         FCR survey responses
    ·         FAQ views
    ·         Question threads viewed
    ·         (FCR survey responses + 0.1*FAQ Views + 0.15*Question threads viewed)
    We can also use similar KPIs in differing metrics. Looking at a second benefit which rolls up to “Improved retention rate of current clients” is stated as “Reduction in time to find answers.” It rolls up to the same goal based upon research indicating that first contact resolution, or FCR, is highly correlated to retention.
    The challenge we have is that the KPIs tracked for “Reduction in time to find answers” do not have a 1:1 ratio, to FCR. In other words, viewing a FAQ page, does not ensure the user’s question was answered.  In order to find the right multipliers, we need external information.  Many clients will use exit surveys to ascertain this type of information. When this is not available, the conversation can be guided from previous experience, which they can use to fine-tune to their environment.
    In the example as listed, we recognize that concluded surveys with clients indicated their issue was resolved within a single session constitutes as a FCR response. However, only 10% of FAQ views are considered as such, and 15% of Question threads viewed count against the benefit.
    In total, however, we are tracking three metrics against the stated goal of improved retention.
    ·         Total clients encountered
    ·         Total customer service actions taken
    ·        Total FCR events
    The names for each metric can be decided between the analytics team and clients. Best practice is to ensure the metrics are defined explicitly within reporting.


  • “The Loyalty 3.0 program on our website will engage our customers, promote loyalty and increase our customer retention rate by 36%.” ·               “Our Loyalty 3.0 program will encourage our customers to buy more sandwiches, share our weekly offers with their friends, and contribute new sandwich ideas to us, leading to a 15% increase in revenue.”

    Rajat Paharia (0100-12-31 16:00:00-08:00). Loyalty 3.0 - How Big Data and Gamification are Revolutionizing Customer and Employee Engagement (Kindle Locations 2407-2410). McGraw-Hill. Kindle Edition.
  • Identify your
    Problem
    Audience
    Behaviors
    KPIs
    Mission Statement (company x can use gamificaiton to achieve company’s stated goal of a x%increase of y in FY 14)
    Playing Field (resources, constraints)
    ROI
  • Identify your
    Problem
    Audience
    Behaviors
    KPIs
    Mission Statement (company x can use gamificaiton to achieve company’s stated goal of a x%increase of y in FY 14)
    Playing Field (resources, constraints)
    ROI
  • Identify your
    Problem
    Audience
    Behaviors
    KPIs
    Mission Statement (company x can use gamificaiton to achieve company’s stated goal of a x%increase of y in FY 14)
    Playing Field (resources, constraints)
    ROI
  • “The Loyalty 3.0 program on our website will engage our customers, promote loyalty and increase our customer retention rate by 36%.” ·               “Our Loyalty 3.0 program will encourage our customers to buy more sandwiches, share our weekly offers with their friends, and contribute new sandwich ideas to us, leading to a 15% increase in revenue.”

    Rajat Paharia (0100-12-31 16:00:00-08:00). Loyalty 3.0 - How Big Data and Gamification are Revolutionizing Customer and Employee Engagement (Kindle Locations 2407-2410). McGraw-Hill. Kindle Edition.
  • Progressive Challenges, Leveling Structure, Points Economy
  • Pareto principle: roughly 80% of the effects come from 20% of the causes

    We can model behavioral views on all activity, some, or particular. We can also model out activity based upon your known top performers. Then we recognize the delta and promote behaviors necessary to get people there.
  • In the chart you’ll see that from January through July 2012 we had a fairly steady number of active users per week on the site, despite the fact that our number of registered users grows by about 30% per month. You’ll even notice the summer lull that started in June and continued through mid-July that we experience each year. But check out the 55% spike in average active users in mid-July: that was the week that we launched the gamification changes on our community. Since then we’ve seen continued excellent growth in activity and engagement on our site.

    http://topliners.eloqua.com/community/see_it/blog/2012/10/05/eloquas-chart-of-the-week-are-community-members-motivated-by-gamification

Transcript

  • 1. Intro: Loyalty 3.0 Part 1: 7 Steps to Build Your Case Part 2: The Top Ten Metrics
  • 2. BIG DATA GAMIFICATION LOYALTY 3.0+ =MOTIVATION + The 5 Intrinsic Motivators: Autonomy Mastery Purpose Progress Social Gartner’s 3Vs: Volume Velocity Variety The 10 Key Gamification Mechanics: Fast Feedback Transparency Goals Badges Leveling Up Onboarding Competition Collaboration Community Points
  • 3. Part 1: 7 Steps to Build Your Case
  • 4. The 7 Steps 1. Problem 2. Audience 3. Behaviors 4. KPIs 5. Mission Statement 6. Playing Field 7. ROI
  • 5. Workshop 1: 7 Steps
  • 6. The 7 Steps 1. Problem 2. Audience 3. Behaviors 4. KPIs 5. Mission Statement 6. Playing Field 7. ROI
  • 7. The 7 Steps 1. Problem 2. Audience 3. Behaviors 4. KPIs 5. Mission Statement 6. Playing Field 7. ROI
  • 8. The 7 Steps 1. Problem 2. Audience 3. Behaviors 4. KPIs 5. Mission Statement 6. Playing Field 7. ROI
  • 9. The 7 Steps 1. Problem 2. Audience 3. Behaviors 4. KPIs 5. Mission Statement 6. Playing Field 7. ROI
  • 10. KPI Definition 1. IncreasedAdoption&ContinuousEngagementofbusinesstools 2. Influenceandmotivatespecificbehaviorsimpactingenterprisesuccess • Increasedactivity • Fasteron-boarding Short-term adoption (Quick wins) Long-term engagement • Betterdataformanagementdecision-making(CRM) • Increasedcompliance(HCM) Significantly different business outcomes are driven by these measures… • Points,Goals,Competition • Mastery,Levelingup + Game Mechanics* *Most if not all of the 10 game mechanics can lead to increases in long term engagement when applied correctly, specifically Fast Feedback, Transparency & Goals. • Increasedpipeline • IncreasedUser-GeneratedContent • ProductivityIncrease • ProficiencyIncrease • Goalsrelatedtoleads&sharing • Newsfeeds,Community • Progress,Goals,Competition • LevelingUp • IncreaseSales(CRM) • Increasedcalldeflection(SocialCollaboration) • Decreasedtimetoresolution(CRM) • Highercustomersatisfaction(CRM)
  • 11. The 7 Steps 1. Problem 2. Audience 3. Behaviors 4. KPIs 5. Mission Statement 6. Playing Field 7. ROI gamification + KPIs = goal attainment
  • 12. The 7 Steps 1. Problem 2. Audience 3. Behaviors 4. KPIs 5. Mission Statement 6. Playing Field 7. ROI
  • 13. Playing Field: Who can help you be successful?
  • 14. The 7 Steps 1. Problem 2. Audience 3. Behaviors 4. KPIs 5. Mission Statement 6. Playing Field 7. ROI
  • 15. The 7 Steps – Complete! 1. Problem 2. Audience 3. Behaviors 4. KPIs 5. Mission Statement 6. Playing Field 7. ROI
  • 16. The 7 Steps Become Your Business Case 5. MissionStatement 4. KPIs 7. ROI 6. Playing Field 1. Problem 2. Audience 3. Behaviors This willempoweryou to sell to internalstakeholders.
  • 17. Creating Your Program: How-toguidanceiskeyasweempowerBunchballclientstoexecute. Followthesestepstosuccessfullydesignamotivatingprogram:  ListGoals  HighlighttheObstacles  IdentifyActions(AssignValue,Difficultyetc.)  ChooseChallengeConcepts  PlanRewards  WeaveintothePresentationLayer  FollowRoll-outBestPractices  MeasureandOptimize
  • 18. Part 2
  • 19. Top 10 Metrics
  • 20. The 10 critical metrics you need to capture 1. Composition-%oftotalaudiencetakinganaction 2. Frequency-individualaction 3. Activitydistribution-userranges 4. Value 5. Difficulty 6. ActionsPerUser-allactions 7. ActiveComposition 8. ConversionRate 9. %AboveBenchmark 10. %GoalAttainment
  • 21. Easy ways to make those metrics actionable Benchmarks:comp,fqcy • Createyourpointseconomyusing: Vol,Diff,Fq,Comp • Createchallengesusing:activitydistribution • Monitoring: APU,ActiveComposition • GoalAttainment:%increase,conversionrate,thermometer GeneralOptimization: • IfAPU/%ActiveCompislow:Introducenewchallengestofocuson areasthatneedadd'lmotivation • Ifdropoffbetweenlevels: adjustlevelstobemoreattainable, • Whenintroducingnew(above)creatingproactivefeedbackwith Notifications(eitheralertsorreminders)
  • 22. The 10 critical metrics you must capture Part2willmaketheassumptionthatyouhavethestakeholderbuy-in youneedandarereadytolookatthemetrics Set-upSet Up Optimization Success
  • 23. Metrics for the life of the program Benchmarks Configuration Monitoring Success Optimization Set-up Optimization Success
  • 24. Configuration • Overallsetofbehaviorsandactivitylevels • SetBenchmarks • EstablishProgressiveChallenge Increments • Establishlevelingstructure Actions Table Activity Binning Table Set-up
  • 25. Squishy Metrics • Subjectivemetricsaidinthe nuancedcomponents • Value:Howimportantistheactivity tothebusiness • Difficulty:Howdifficultisthe activityfortheaudience? • 3waystobemoreconfident • Survey • Compositiondata • Panelofexperts Set-up
  • 26. IdentifyActions,AssignValue, DifficultySet-up
  • 27. Active User Composition Percent of Weekly Active Users (Pilot vs. Others) 67% 59% 44% 52% 48% 56% 48% 78% 56% 44% 56% 30% 24% 21% 22% 23% 26% 32% 31% 41% 40% 38% 37% 16% 8% 7% 7% 8% 9% 11% 10% 14% 13% 13% 12% 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 9-Feb 16-Feb 23-Feb 2-Mar 9-Mar 16-Mar 23-Mar 30-Mar 6-Apr 13-Apr 20-Apr 27-Apr Optimization
  • 28. Usage over time (Actions) • ActionsforAccessSystemandContentViewremainedstableto slightlyloweroverthecourseofthepilot. Optimization
  • 29. Leveling Analysis 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Level 1 Level 2 Level 3 Current Adobe Level-up 2011 Results Other Nitro Products • Usersseevalueasdenoted bythehighmatriculationrates ofcurrentusers. • 42%ofalluserscompleted level3oftheprogram.A5% increasesincetheearly2012 beta. • Overallmatriculationishigh whencomparedto benchmarksfromotherNitro instances. Source: ww.slideshare.net/gzicherm/mira-dontcheva-learning-how-to-use-adobe-photoshop-through- gamification. “Other Nitro Products” a compilation of 7 Enterprise clients with Level-Based on-boarding programs. Optimization
  • 30. User In/Out Points 1 Out 57,035 2 Out 53,410 3 Out 50,615 4 Out 45,500 5 Out 41,010 6 Out 40,870 7 Out 37,200 8 Out 34,435 9 Out 34,185 10 Out 32,000 11 Out 28,130 12 Out 26,825 13 Out 26,295 14 Out 25,980 15 Out 25,690 16 Out 25,080 17 Out 24,395 18 Out 22,925 19 Out 19,830 20 Out 19,100 21 In 5,450 22 In 5,080 23 In 3,905 24 In 3,450 25 In 3,210 26 In 3,200 27 In 3,110 The Economy • On prem users appear to have an inequitable stake in the gamification efforts. Optimization
  • 31. PersonaRecognition • Base ideal state of behaviors on various scenarios Pareto Analysis Optimization
  • 32. Benchmark Comparisons- Setup • More users answering questions instead of employees • Customers engaged in the community more likely to renew • Vibrant community attracts customers • 40% increase in support call deflection Success
  • 33. • RelatingactivitytoSalesperformanceshowsastrong,statisticallysignificant relationship. BusinessImpact:Highvalueactionsarecorrelatedtosales performance Success
  • 34. Creating Your Program: How-toguidanceiskeyasweempowerBunchballclientstoexecute. Followthesestepstosuccessfullydesignamotivatingprogram:  ListGoals  HighlighttheObstacles  IdentifyActions(AssignValue,Difficultyetc.)  ChooseChallengeConcepts  PlanRewards  WeaveintothePresentationLayer  FollowRoll-outBestPractices  MeasureandOptimize