BBVA Innovation Edge. Gamification.


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BBVA Innovation Edge. Gamification.

  1. 1. 3SEPTEMBER 2012 Gamification The Business of Fun Getting into the Flow The Fun Way to Engage Gaming Gamification Global Snapshots also in this issue Technology Trends Trending Issues
  2. 2. 02 Innovation Edge Facts & Figures: We Love to Play.......................................4 Getting into the Flow........................................................................8 The Fun Way to Engage.............................................................12 Gaming Gamification....................................................................22 The Promise and the “Fine Print”...................................26 Global Snapshots...............................................................................32 BBVA & The Gamification........................................................37 Innovation Forecast......................................................................40 In Depth.......................................................................................................44 Sections........................................................................................................48 Technology Trends..................................................................48 Trending Issues..............................................................................52 Gamification & Banking event..........................................59 Innovation at BBVA........................................................................60 Credits............................................................................................................62 contents
  3. 3. September 2012 | GAMIFICATION 54 “Gaming is productive. It produces positive emotion, stronger social relationship,asenseofaccomplishment,andforplayerswhoarea partofagamecommunity,achancetobuildasenseofpurpose.” 18% of gamers are under 18 years of age 29% “We love to play” Facts & Figures 70% of senior level executives take breaks to play games everyday of households play computer or video games 53% 58% 42% 72% of gamers are between 18 to 49 years old The average age of a gamer is 37 years old of gamers are over 50 years of age of gamers are men are women Jane McGonigal, Institute of the Future (IFTF) Director of Game Research & Development Ver video
  4. 4. 6 September 2012 | GAMIFICATION 7 65% 55% 33% 19% of gamers play games socially of gamers play on mobile devices of gamers say that games is their favorite entertainment activity of gamers pay to play online 13% play Downloadable Games 21% 47% play Puzzle, Trivial, Board Games and Card Games play Action, Strategy, Sports and Role Playing Other types play Persistent Multi-Player Universe 11% 8% Sources: Entertainment Software Association | 2011 Sales, Demographic and Usage Data, 2011 PSFK l The Future of Gaming, 2011 Jane McGonigal l Reality is Broken, 2011
  5. 5. September 2012 | GAMIFICATION 9 Fun is Found in the Flow Mihaly Csikszentmihalyi, one of the leading re- searcher on the topic of happiness, describes flow as “being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and you’re using your skills to the utmost.” There are 8 major components com- ponents of flow: ■■ A challenging activity requiring skill. ■■ A merging of action and awareness. ■■ Clear goals. ■■ Direct, immediate feedback. ■■ Concentration on the task at hand. ■■ A sense of control. ■■ A loss of self-consciousness. ■■ An altered sense of time. The experience of flow is often described as “a spon- taneous joy while performing a task.” In the context of sports, athletes sometimes talk about being in the zone; “a state where the body and mind are in per- fect harmony, and movement becomes effortless.” Sources: Wired |has shown Go with the flow, 1996 Gartner | Maverick Investigación: Motivation, Momentum and Meaning: How Gamification Can Inspire Engagement. October 2011. Managing the Flow Research has shown that it normally took years, if not decades, of learning the structure of an activity and strengthening the required skills and abilities to ex- perience flow. Otherwise, it required being immersed in a truly spectacular and unusual context. However Getting into Difficulty Skill/Time FLOW BOREDOM ANXIETY According to Psychologist Mihaly Csikszentmihalyi, people feel best when they are at the perfect level of their skills: neither underchallenged (boredrom) nor overchallenged (anxiety and frustration). And, as people learn with time and repetition, challenges have to increase to keep up with growing skills. Source: Google Tech Talk I Sebastian Deterding, 2011. the Flow The experience of flow is often described as “a spontaneous joy while performing a task.” This concept of flow as the gateway to happiness is also the basis of video games. The video game industry understands flow and has accumulated much experience, should we learn from this experience? 8
  6. 6. 10 September 2012 | GAMIFICATION 11 ■■ Health. Computer and video games serve as useful tools to preserve well-being, heal the in- jured and train the professionals who respond to medical emergencies. ■■ Social Issues. Nonprofit organizations and issue advocates now view video games as an effective medium for communicating ideas and generating support among young tech-savvy consumers. ■■ Workplace. As the generation that grew up with video games enters and assumes leader- ship positions in the workplace, computer and video games increasingly play a role in busi- ness operations. Source: Entertainment Software Association | Games: Improving What Matters Future of Flow Research has discovered that “superstars” (high achieving individuals) are found to have spent more than 10,000 hours of practice before the age of twenty in their respective fields; and top performers (successful, but not superstars) have spent about 8,000 hours. Thanks to video games, Digital Natives are expert problem solvers and collaborators by the age of 21 years (or at least in the virtual world). Typically, they would have amassed well over 10,000 hours of experience of resolving issues as a group. When they enter into the workforce, they enter as experts in collaborative problem solving. All they need is flow! v Source: Jane McGonigal | Reality is Broken with video games, one can go from zero to flow in 30 seconds. The video game industry understands the concept of flow and has accumulated much experi- ence and knowledge harnessing the power of flow. Source: Jane McGonigal | Reality is Broken. Harnessing the Flow By having a shared vision, shared goals, and the right processes, organizations can tap the power of flow and channel it to drive motivation and change behaviors in group settings; ultimately helping peo- ple to become more productive and, perhaps even, happier. Source: Jane McGonigal | Reality is Broken Flow Everywhere In about 40 years, video games have transformed from a diversion for the few into a mass medium, helping people learn, work, and of course play. According to the Entertainment Software Associa- tion, video games can be applied to: ■■ Family Life. Games in the “family entertainment” category are one of the most popular segments of the video game market. ■■ Art. Galleries now feature game artwork in a number of exhibits; and entertainment software serves as a new medium for emerging artists. ■■ Economy. The video game industry is one of the fastest growing sectors in the U.S. economy, con- tinuing to provide jobs to state and local econo- mies across the nation. ■■ Education. Entertainment software helps impart knowledge, develop life skills and reinforce posi- tive habits in students of all ages. Early versions of team based ballgames were played; such as Episkyros (in Greece) and Harpastum (Rome), which later gave rise to Shrovetide Football during the Medieval ages (the forerunner to modern day “soccer”). In Egypt, a early board game played with dice was found as part of a Backgammon set, dating back to 3,100 BC. As the generation who grew up with video games enters and assumes leadership positions in the workplace, computer and video games increasingly play a role in business operations.
  7. 7. 12 September 2012 | GAMIFICATION 13 Gamification is a process of using game thinking and mechanics to engage users. This concept can be applied to both customer facing applications and employee facing applications in the company’s business model. Enterprise architects must be ready to manage a variety of “player types” (achievers, socializers, explorers and killers) and deployment scenarios. The to Engage FunWay
  8. 8. 14 September 2012 | GAMIFICATION 15 Gamification, What is it? As is the case for an emerging concept, defining the term “correctly” is both challenging and elusive - as it depends on who you talk to: platform providers, game designers, practitioners, industry observers, etc. Below, a Google Trends snapshot taken on April 2012 shows the historical evolution of Gamification as a search term. According to Gartner, “gamification has emerged as a recognizable trend. Rarely does an emerging trend impact so many areas of business/ society.” Key Findings about Gamification ■■ Gamification is positioned to become a significant trend over the next few years. ■■ Organizations are increasingly turning to gami- fication to motivate changed behaviors, and engage internal and external stakeholders. ■■ Novelty and hype are driving the current success of gamification. ■■ Success doesn’t come easy. “During four decades of video game development, many games have failed despite their developers having the best intentions”. Sources: Gartner | Gamification Primer: Life Becomes a Game, enero 2011. Gartner | Maverick Research: Motivation, Momentum and Meaning: How Gamification Can Inspire Engagement, October 2011. Gartner | Innovation Insight: Gamification Adds Fun and Innovation to Inspire Engagement, December 2011 Some formal definitions Researcher and Game Designer “The use of design elements from video games in non-game contexts to make a product, service, or application more fun, engaging, motivating” Source: Sebastian Deterding | Getting “Gamification” Right, January 2011 Gamification Platform Provider “When used in a business context, gamification is the process of integrating game dynamics (and game mechanics) into a website, business service, online community, content portal, or marketing campaign in order to drive participation and engagement.” Source: Bunchball | Gamification 101: An Introduction to the Use of Game Dynamics to Influence Behavior, October 2010 Practitioner (Gamification Industry) Gamification is “the process of using game thinking and mechanics to engage users.” Source: Gabe Zichermann | Gamification: Innovation and the future, 2012 Industry Observer “Gamification uses game mechanics, such as challenges, rules, chance, rewards and levels, to transform daily tasks into playful activities.” Source: Gartner | Innovation Insight: Gamification Adds Fun and Innovation to Inspire Engagement, December 2011 Jan 12Jan 11 Apr 11 Jul 11 Oct 11 Apr 12Oct 10 100 80 60 40 20 0 Evolution of the term “Gamification” in Google search MENU
  9. 9. 16 September 2012 | GAMIFICATION 17 “Games are the New Normal” During the Games for Change Festival, an event that facilitates the creation and distribution of social im- pact games that serve as critical tools in humanitarian and educational efforts, Al Gore said that “The gami- fication trend is really, extremely powerful… Games are the new ‘normal’ for hundreds of millions of users every month. It has been very exciting to me to see so many ideas that integrate social good and efforts to make the world a better place into games.” The current expectation of Gamification is generating tremendous buzz everywhere. Gartner suggests that more than 70% of the global 2000 businesses will Some examples of gamification MINT Mint is a free service which can aggregate all financial accounts into one place. Users can set a budget, track goals and more. MINDBLOOM Mindbloom is a “Life Game” which improves the quality of life of the players in a simple and effective way. NIKE Nike + FuelBand tracks users’ pro- gress throughout the day, providing real-time feedback visually. Hype Cycle Less than 2 years 2-5 years 5-10 years more than 10 years Imagen, recognition... 3D printing Hosted virtual desktops E-book readers Mobile Application Stores Predictive Analytics Location-Aware Applications Speech recognition Consumerization Virtual worlds Wireless power & Social Analytics “Big Data” Speech recognition Biometric Authentication Methods Idea management Mobile robots Plateau of Productivity Slope of EnlightenmentTrough of Disillusionment Peak of Inflated Expectations Technology Trigger Gamification Expectations Time Social TV Video Analytics for customer service Computer-Brain interface Quantum computing Human Augmentation 3D bioprinting Internet TV Group buying Cloud web Platforms QR/color code Machine-to-Machine Communication services Private Cloud computing Cloud computing & Media tablets Gesture recognition Augmented Reality Virtual Assistants In-memory Database Management Systems Mesh Networks: Sensor Source: Gartner apply gamification by 2015. Gamification is believed to innovate key processes which enhance value proposi- tions and maximize infrastructure efficiency. Whatever the reason may be, it seems that everyone is express- ing an interest in it, including BBVA. Once an obscure search term a short while ago, gamification has now leapt into Gartner’s Hype Cy- cle for Emerging Technologies 2011 — directly into the Peak of Inflated Expectations. However, Gartner also warns their clients to be patient, as they believe that gamification will not reach the Plateau of Pro- ductivity for another 5 to 10 years. Ver video Ver video Ver video
  10. 10. 18 September 2012 | GAMIFICATION 19 The Core Issue of Gamification: a Closer Look at Game Mechanics and Intrinsic Motivation The current discussion of gamification hinges on a lively debate between two sides: one camp focuses on game mechanics, such as points, badges, leader- boards, and Incentives; and the other camp focuses internal motivation, such as “Game Thinking” and motivational design. For businesses, the arguments proposed by game mechanics are stirring up excite- ment as the platform providers are backing up their talk with great early results. Gamification is initially proving that it’s engaging people. Game Mechanics: Points, Badges and Leaderboards According to a leading gamification platform provider, gamification works because game me- chanics help to drive participation, engagement and loyalty on online properties, site or commu- nity. Game mechanics include points, levels, cha- llenges, virtual goods, score boards, and gifting & charity. In theory, game mechanics are directly linked to human desires: reward, status, achieve- ment, self-expression, competition, and altruism. Although the early results are positive, Gartner warns that gamification is currently driven by novelty and hype. The technology research firm suggests that the Plateau of Productivity won’t be reached for another 5 to 10 years. Businesses need to figure out how best apply gamification in their business models. Towards that end, con- sidering the inputs from game thinkers or moti- vational designers may be beneficial. Intrinsic Motivation (or Game Thinking/Motivational Design) As a counterpoint to all the current game me- chanics buzz, Sebastian Deterding (researcher and game designer) offers his take on the whole gamification thing. He advises that to be effective, gamification projects should include key elements from game thinking/design: meaning, mastery, and autonomy. ■■ Meaning. Gamified applications have to con- nect to something that is already meaningful to the user - or to wrap themselves in a story that makes them meaningful. “The general lesson is that to be successful a gamified application must provide something that is already mean- ingful to the user in its own right.” ■■ Mastery. The experience of being competent, of achieving something... Video games don’t just present goals. They ensure that a structured flow of nested goals pulls you through, from the long- term goal (save world, rescue princess), to medi- um-term (kill level boss-monster) and short-term goals (collect five level coins). Wherever you are in and whenever you return to a good game, there will always be one next goal that is just within reach.” ■■ Autonomy. A free space to play in and some- thing to play with; providing “space” for explora- tion and expression. Source: Sebastian Deterding | Getting “Gamification” RightPrimary desire a particular game mechanic fulfills Other areas that it affects Reward Points Levels Challenges Virtual Goods Score Boards Gifftings & Charity Status Archieve- ment Self- Expression Competition Altruism Human desires Gamesmechanics
  11. 11. September 2012 | GAMIFICATION 21 Putting Gamification to Work “Where games traditionally model the real world, or- ganizations must now take the opportunity for their real world to emulate games… enterprise architects must be ready to contribute to gamification strategy formulation and should try at least one gaming ex- ercise as part of their enterprise context planning efforts this year.” All games, when reduced to their core, have four de- fining traits: Deployment Scenarios (Brian Burke - Gartner) Gamification designers need to consider the desired results and behaviors when gamifying Key Processes for the organization. Cooperative IntrinsicExtrinsic Competitive Poker game Players are motivated to maximize their own score to achieve a greater share of the rewards, increasing their personal worth, effectively taking a larger share of the pie. Fishing boat Players are motivated to maximize to produce the highest possible overall score to maximize the team production, effectively creating a larger pie to be split. Beauty Contest Players are motivated to maximize their individual results, usually to achieve a higher status. Burning Building Players are motivated to maximize the overall outcome and to maximize the im- pact of game play. ■■ Feedback system. “The feedback system tells players how close they are to achie- ving the goal… Real-time feedback serves as a promise to the players that the goal is achie- vable, and it provides motivation to keep playing.” ■■ Voluntary participation. “Everyone who is play- ing the game knowingly and willingly accepts the Player Types (Richard Bartle - Designing Virtual Worlds) The Player Types are four terms describing generalized behavior in a Multi-user virtual space: Source:, and Achievers DEFINED BY A focus on attaining status and achieving preset goals quickly and/or completely. ENGAGED BY Achievements. Socialites DEFINED BY A focus on socializing and drive to develop a network of friends and contacts. ENGAGED BY Newsfeeds, friends list, chat. Explorers DEFINED BY A focus on exploring and drive to discover the unknown. ENGAGED BY Obfuscated achievements. Killers DEFINED BY A focus on winning, rank, and direct peer-to- peer competition. ENGAGED BY Leaderboards, ranks. ■■ Goal. “The specific outcome that players will work to achieve. It focuses their attention and continually orients their participation throughout the game.The goal provides player with a sense of purpose.” ■■ Rules. The “limitations on how players can achieve the goal. By removing or limiting the obvious ways of getting to the goal, the rules push players to explore previously uncharted possibilities spaces. They un- leash creativity and foster strategic thinking. goal, the rules, and the feedback. Knowingness esta- blishes common ground for multiple people to play together.” Source: Jane McGonigal | Reality is Broken, 2011 In addition, understanding player types and de- ployment scenarios can help organizations to think strategically about gamification and explore the best application for the company’s business model. v 20
  12. 12. September 2012 | GAMIFICATION 2322 Gamification Gaming Gamification is a hot topic today and everyone wants to play. Playing this game to win requires the right strategies, tactics, and moves. Currently, organizations are gaming gamification to understand the possible advantages, while avoiding potential pitfall along the way. Can our hero make it to the next level? “Organizations are using gamification internally to recruit, train and enhance employee performance. They are using it to drive innovation, share knowledge and improve employee health. Gamification is also helping organizations engage external stakeholders in customer loyalty, marketing, education and innovation initiatives. The target audience of gamification can be any defined group of stakeholders (customers, employees or the Web collective).” Source: Brian Burke, Gartner | Gamification Primer: Life Becomes a Game We have some interesting data: 1. Business Application Gamification helps companies to: Increase User Engagement 47% Increase Brand Loyalty 22% Increase Brand Awareness 15% Motivation 9% Employee Training 7%Source: M2 Research
  13. 13. 24 September 2012 | GAMIFICATION 25 2. Gamification Platform client Industry Breakdown The early adopters of gamification come mostly from entertainment and publishing industries, repre- senting 60% of all companies. Financialcompanies represented 6% of early adopters. Gamification offers significant innovation opportuni- ties for financial companies, especially for employee facing applications. The breakdown of other indus- tries are presented below: Entertainment 42% Publishers 18% Consumer Goods 15% Healthcare/Wellness 10% Financial 6% Retail 5% Education 3% Telecom 1% Source: M2 Research 3. Growth of Gamification growth in 2012 197% growth in 2011 155% 4. Potential Market Spending on gamification is projected to grow from $100 million in 2011 to $2.8 billion dollars in 2016: 2.000.000 1.500.000 1.000.000 500.000 2012 2013 2014 2015 $ 196,000 $ 434,000 $ 860,000 $ 1,600,000
  14. 14. Promiseand the “Fine Print” The Gamification, despite its name, is a se- rious business opportunity and risk. It may be the “secret sauce” to unlocking value for the organization. Given that we are early stages of this trend, it makes sense that there are a lot of positive news being generated at this moment and there aren’t a whole lot of negative stuff. Let’s take a look at the opportunities and challenges of gamification. To help clarify Gamification and to best apply it, CIBBVA is thinking in business models. We are going to use the Business Model Canvas to better understand the business implications of gamification. For readers who may not be familiar with the Business Model Canvas, a brief back- grounder is provided. “A business model describes the rationale of how an organization creates, delivers, and captures value.” A business model can be best described through nine basic building blocks that show the logic of how a company intends to make money. The business model is like a blueprint for a strategy to be implemented through organizational structures, processes, and systems. When done “right”, gamification can offer new ways of engaging an eager user base; and when done “wrong”, it can estrange them. It’s the next “big thing” but each organization needs to explore the opportunities and risks associated with it. But be warned… read the fine print: “gamification is currently driven by novelty and hype” and filled with potential pitfalls. 26 September 2012 | GAMIFICATION 27
  15. 15. Key Partnerships Key Resources Cost Structure Business Opportunities Based on early experiences and “guru talk,” it seems clear that gamification presents opportunities for both sides of company’s business model: both value (the customer facing business units) and efficiency (the employee/partner facing business units). More exploration is needed to test its usefulness in specific areas of business models, such as customer relation- ships, channels, key activities, key partners, etc. Though a “wait and see” strategy to assessing busi- ness opportunities seems prudent, it is evident that gamification offers an immediate opportunity to showcase BBVA’s innovation power (if done correctly). Business Risks There are some concerns related to gamification. Gartner advises clients that current gamification applications is “motivated by the novelty of gami- fication. This will wear off as user fatigue sets in an the sustainability of engagement becomes an issue.” Gamification from a business point of view has some perceived risks, as it is almost impossi- ble to separate the wheat from the chaff. However there are some significant threats that should be addressed: ■■ Totallygreen(asinnotmature). “Both in success- ful models to emulate and in a shortage of people who understand game design. Game design ex- perience has not intersected with typical business functions, not even IT”. ■■ Blockbuster game don’t happen that often, and probably less with gamification. “Trying to add fun to an activity that has another purpose is more difficult still. One fact that does seem clear is that Key Activities EMPLOYEE BEHAVIOR IMPROVEMENT. Surveys suggest low employee engagement. Gamification can make work “fun.” NEW PRODUCTS AND SERVICES designed by “game thinking.”Gamification can become the process for building a comprehensive new digital services platform. Customer Segments Revenue Streams Value Propositions Customer Relationships Channels Gamification offers customers personalized, automated, self-service relationships, with a high component of co- creation and community. BRANDING AS A VP. Good gamification deployments can increase the value of a company’s brand. BUNDLING AS A VP. Gamification is “bundled” to existing products/ services to enhance the value proposition to customers. Gamification, when done “right,” can increase customer “stickiness” at almost every channel phase. Gen X and Gen Y customers. These CSs are already familiar with game dynamics and mechanics. Gamification may help to attract and engage new customers. 28 September 2012 | GAMIFICATION 29
  16. 16. Key Partnerships Key Activities Key Resources Gamification is more of a process than a product. User engagement must be built in at the product/ service development level. Cost Structure simply adding points, badges and leader boards is not going to make engaging with an organization more fun”. ■■ No “one size fits all” with gamification. Different people play different games for different reasons. “While gamifying some activity may engage part of the stakeholders, it is not likely to appeal to all stakeholders. ■■ Does it make sense for us? “In many corporate environments, the very notion of building ‘fun’ into any activity will be a nonstarter. The idea of ‘fun’ can seem very trivializing/superficial/no what grown- ups do. Selling gamification in these organizations will be very difficult”. ■■ Unexpected consequences. “Turning an acti- vity in a game invites players to try to ‘game the system’ and may result in unintended conse- quences”. More time is needed to better identify the risks associated with gamification. As the technology enters Trough of Disillusionment in Gartner’s Hype Cycle, the negative version of the fairytale will soon materialize and begin to dominate as some companies will painfully learn that all that glitters isn’t gold. The golden child might look more like a whipping boy. v Trial and Error is part of the learning curve. Don’t put on the ROI hat … Value Propositions Channels Customer Segments Revenue Streams Customer Relationships Companies risk taking customers on unnecessary journeys, distracting them from the main purpose of giving them what they actually want. Who owns the data? Data ownership/responsibility needs to be addressed and for financial services companies, this may be difficult. 30 September 2012 | GAMIFICATION 31
  17. 17. 32 September 2012 | GAMIFICATION 33 Global Snapshots Around the world, companies and organizations are seriously experimenting with gamification. Whether playing a lottery with the speed limit or learning about real estate investments, gamification projects are capturing the imagination of people.
  18. 18. 34 September 2012 | GAMIFICATION 35 Siemens A visual, FarmVille-style game that allows players to learn the connections of each part of the plant and manufacturing process. Ver video IBM INNOV8, the IBM Business Process Management (BPM) simulation game, gives both IT and business players a better understanding of how effective BPM impacts an entire business ecosystem. Google Google employees get a per diem amount for busi- ness trips depending on the destinations. If they are above the limit, they submit the receipt and get reimbursed. If they are below the per diem, they can use it to save it towards another business trips (which would have had no budget) or upgrade 1st class. Compliance with the process has shot up to over 90%. SAP Sustainability Quiz The idea was to make beha- vioral change fun and inform employees about the success of SAP’s sustainability efforts and what steps they can take themselves. In less than a month over one thousand colleagues played the game, many of them repeatedly. SAP Community Networks (SCN) “The SCN is also a good example to introduce you to a couple of game mechanics. Points (as “points points”, but also views of your articles/blogs), leaderboards (list of top contributors, but also exposure of you arti- cle on the main SDN page), status (mentor badge, gold/silver/bronze medal), social interaction (dis- cussions, meetups).” Deloitte “Consulting firm Deloitte Touche Tohmatsu Ltd., are incorporating elements of videogames into the workplace. They’re deploying reward and competi- tive tactics commonly found in the gaming world to make tasks such as management training, data entry and brainstorming seem less like work.” Salesforce Salesforce Motivation motivates professionals us- ing proven techniques that sales managers have always used: team competitions, leaderboards, and rewards. But instead of tracking and managing those programs manually, companies can use cloud-based applications to “automate” tasks so that the team stays focused on the activities and rewards that are critical. Barclays 56 Sage Street. A portal to help teach about mo- ney, finance, and banking in an enjoyable way. Bank of America Bad Credit Hotel (in collaboration for the US De- partment of Treasury). Learn about debt manage- ment, credit history, and credit scores. Commonwealth Bank Investorville is a virtual world where one can try his/her luck at investing in rental property without the risk of buying one. Microsoft RibbonHero is an application that encourages MS Office users to learn more about the different fea- tures by watching videos and taking short exams. Codeacademy Codecademy is a web-based, interactive platform, where players can learn to code and are rewarded with points and badges. The players get encouraging real-time feedback on progress bars and can connect with their friends and compete against them. Volkswagen (Fun Theory) Speed Camera Lottery “Can we get more people to obey the speed limit by making it fun to do? (The idea) was so good that Volkswagen, together with The Swedish National Society for Road Safety, ac- tually made this innovative idea a reality in Stock- holm, Sweden. The average speed of cars passing the camera dropped from 32km/h before the experi- ment to 25km/h after.” (Wired). Ver video Walking up the Piano Stairs “Can we get more peo- ple to take the stairs over the escalator by making it fun to do?” The project led to an increase of 66% in the use of the piano stairs. Ver video Recycling is Fun At Bottle Bank Arcade recycling was turned into a fun activity. Ver video Employee Facing Gamification Customer Facing Gamification. Projects in Financial Services Customer Facing Gamification Projects
  19. 19. 36 September 2012 | GAMIFICATION 37 Other notable companies include: ■■ Bigdoor ■■ Crowd Twist ■■ Get Glue ■■ Playgen ■■ SCVNGR Gamification Platform Providers For organizations who are considering off the shelf solutions, platform providers are offering turnkey so- lutions for gamification. Below, we present some of the leading vendors: Bunchball Bunchball offers the Nitro gamification platform, and its analytics solution, to create customized, action- able and scalable user experiences for consumers, employees and partners. Nitro is a scalable and reliable gamification platform, managing over 125 million users and tracking over 15 Billion actions to date. Founded in 2005, Bunchball’s investors include Granite Ventures, Triangle Peak Partners, Northport Investments, Correlation Ventures, and Adobe Sys- tems Incorporated. Badgeville Founded in 2010, Badgeville draws on techniques from social gaming, traditional loyalty programs and social networking in its suite of Behavior Lifecycle Management solutions. Built on database techno- logy, Badgeville’s PaaS (Platform-as-a-Service) is de- signed to connect user reputation across all of your digital touch points. Badgeville is funded by Norwest Venture Partners, El Dorado Ventures, Trinity Ven- tures and the Webb Investment Network. Crowdtap Crowdtap is the Influencer Marketing platform, ena- bling leading brands to easily identify, activate and manage their influential consumers for real-time insights and powerful online and offline peer-to-peer marketing. Crowdtap intends to shift marketing to a fully collaborative and participatory process be- tween brands and consumers. Cynergy According to Cynergy, “We make incredible experi- ences happen—no easy task. Great design is criti- cal, but incredible experiences are much more than just pixels—they require the artful merging of expert strategy, design excellence and cutting-edge tech- nology, delivered by a single, integrated team. That’s our formula—that’s how we make incredible experi- ences happen.” IActionable IActionable is a web based (SaaS) gamification software platform that applies game mechanics to non-game applications. IActionable can be used to change user interface and user experience and drive behavior in the form of participation and en- gagement. v BBVA & the gamification With BBVA Game we have launched an important Beta project, wich we want to create an space of interaction with our on line clients.
  20. 20. 38 We understand that to generate a fun dialog with our clients is a challenge. Most online us- ers access our site to check positions and perform transactions. Without a doubt, it’s quite a challenge BBVA Game, a gamification platform, has incorpo- rated game dynamics as a way to provide additional value for online banking customers. We put together our best value proposition, loyalty programs, and game dynamics which offer the most fun. We wanted to work in teams to create a game that educates our clients, offers stickiness to our clients, and offer cross- selling and upselling opportunities for our business. We will not really know the final results until we learn from our customers; any other pretense would be rather arrogant. What we do know is that we can use gamification to get know know our customers better, to get closer to them in an refreshing way, to educate them, to be “sticky,” and, of course, we can apply this model in all countries in which we have presence. Like BBVA, the concept of gamification is universal. All the team members in various teams who par- ticipated in bringing BBVA Game to life (Marketing and Innovation & Technology) shared one thing in common: We had fun. And that is a good sign. v Bernardo Crespo, Head of Digital Marketing and Marketing Lab, BBVA Spain and Portugal. Brian Burke are leveraging game mechanics to engage customers, and financial services companies are no exception. This trend is called gamification, and while it being used in many different ways, the sweet spot is in engaging customers. As an early adopter of gamification in the financial services industry, BBVA joins a small group of innovators that are turning customers into players and banking into a game. The BBVA Game is a leading edge example of using gamification to both engage customers in a fun way while architecting the customer journey. Gamification is a win-win for BBVA and its customers.” “Companies around the world September 2012 | GAMIFICATION 39
  21. 21. September 2012 | GAMIFICATION 4140 Forecast Innovation The early results are in. Bunchball, a pure gamification platform provider, see their customers enjoy the benefits value creation aspects of gamification: ■■ An increase of 2x page view. ■■ Page view per visit increased 60%. ■■ Unique visitors increased 30%. ■■ Increase of 100% on time on site. ■■ An increase of 2x repeat monthly visits. ■■ 400% ROI (with payback time of as little as 3 months). Though the results display initial deploy- ments numbers, it’s clear what should be done with gamification for the short- term future: Just Play! See how gamifica- tion can create or capture value for the organization. To wrap things up, we leave you with some “Gamification Tips from the Pros,” hoping that they may help you better understand this key topic and, perhaps, even help spark some new innovations in the organization. Gamification Tips from the Pros Sebastian Deterding Game designer “The most important thing to keep in mind here is that any good design — game or software — hinges on good designers and design process, not on features.” ■■ Know your users. What motivates them? What is meaningful to them? What keeps them from following through on their intentions? What kind of games to they like? What kind of community do they prefer? Without user research to figure these things out, you will miss your target audience. ■■ ReadtheRules. Goals and rules create interesting challenges, even can create meta-games. Sources: Sebastian Deterding. Getting Gamifi- cation Right, January 2011 | Sebastian Deterding Don’t Play Games with Me! Pitfalls of Gameful Design, May 2011 ■■ Prototype, Playtest, and Iterate. The core of game design is to build a func- tional prototype of the rule system as early as possible to test whether it is any fun, tweak it based on the test re- sults, test it again, etc., to iterate your way toward something that is fun and engaging. ■■ Bring in the Data. Quantitative analytics will tell you whether your point systems don’t have loopholes or exploits, or whether you balanced the difficulty of the goals and mis- sions you present to the players. “Reality ultimately is much more messy, complex, random, unfair and beyond our control than games.”
  22. 22. 42 September 2012 | GAMIFICATION 43 Source: Gabe Zicher- mann | Mashable - 7 Win- ning Examples of Game Mechanics in Action Sources: Gartner | Gamification Primer: Life Becomes a Game, January 2011 Gartner | Maverick Research: Motivation, Momentum and Meaning: How Gamification Can Inspire Engagement, October 2011 Gartner | Innovation Insight: Gamification Adds Fun and Innovation to Inspire Engagement, December 2011 Gabe Zichermann Gamification expert “The initial findings from gamification specialists are nothing short of astonish- ing. Regardless of your business model, the following seven gamified innovations should inspire you to strategize via game analysis.” ■■ Make a market (Foursquare) Four- square proved that location-based networking wasn’t doomed to fail, that simple game mechanics can affect behavior, and that you can engage 10 million customers — all while raising $50 million. ■■ Get fit (NextJump). By leveraging the power of gamification, 70% of Next- Jump employees exercise regularly — enough to save the company millions in work attendance and insurance costs over the medium term — all the while making the workplace healthier and happier. ■■ Slow down and smell the money (Volkswagen - Fun Theory). Speed Camera Lottery idea rewards those drivers who obey the posted limit by entering them into a lottery. When test- ed at a checkpoint in Stockholm, aver- age driver speed was reduced by 20%. ■■ Generateadrevenues(Psych&NBC/ Universal). Club Psych implemented gamified incentives to raise page Brian Burke, Gartner Technology analyst “The goal is to inspire deeper, more en- gaged relationships and to motivate changed behaviors. Many organizations report significantly higher engagement with gamification. But risks abound, and organizations should consider their de- ployment strategies carefully. ■■ Gamification is a business issue that is enabled by technology — business managers must take the lead in dri- ving gamification efforts. ■■ The application of gamification is very diverse. Focusing on specific goals is critical to success. ■■ Avoid the herd mentality — don’t imple- ment a copycat application. Most cur- rent gamified applications are doomed to fail. ■■ Design gamified applications that co- rrectly position motivation, momen- tum and meaning (M3) to inspire en- gagement with the audience. ■■ Exploit this trend today if you work in an organization that is willing to take risks. But remember that careful plan- ning and improvement through itera- tion are central to every successful im- plementation of gamification. views by over 130% and return visits by 40%. The resulting rise in engagement has gener- ated substantial revenue for the company, bringing registered user counts from 400,000 to nearly 3 million since the launch of the gamified version. ■■ Make research & evangelism count (Crowdtap). Through the use of gami- fied, virtual rewards, the company has been able to raise average user par- ticipation by 2.5 times, thus reducing research costs by 80% or more for key clients. ■■ Save the planet (RecycleBank). RecycleBank utilized game mecha- nics such as points, challenges and rewards to drive breakthroughs. The project has seen a 16% increase in re- cycling in Philadelphia, where the recy- cling rate has broken 20% for the first time in history. ■■ Make teaching fun (Ananth Pai) grouped students by learning style, and retooled the curriculum to make use of off-the-shelf games to teach reading, math and other subjects. In the space of 18 weeks, Mr. Pai’s class went from below third grade average reading and math levels to mid-fourth grade. v
  23. 23. 44 September 2012 | GAMIFICATION 45 MPAA | Theatrical Market Statistics. 2012. Alex Osterwalder and Yves Pigneur | Business Model Generation. 2009. Daniel Pink | Drive: The Surprising Truth About What Motivates Us. April 2011. PSFK | The Future of Gaming. 2011. Byron Reeves & J. Leighton Read | Total Engagement: Using Games and Virtual Worlds to Change the Way People Work and Businesses Compete. 2009. Gabe Zichermann | Gamification by Design: Implementing Game Mechanics in Web and Mobile Apps. August 2011. Gabe Zichermann | Gamification: Innovation and the Future (presentation). 2012. Gabe Zichermann & Joselin Linder | Game-Based Marketing: Inspire Customer Loyalty Through Rewards, Challenges, and Contest. 2010. On the Web Ian Bogost (Video Game Theorist, Critic and Designer). Bunchball | Sebastian Deterding (Game Researcher and Designer) | Coding Conduct: Persuasive Design for digital media. Entertainment Software Association | Games: Improving What Matters. Gamasutra | Social Gaming and the Bartle Archetype. April 13, 2012. Gamification of Work. Gamification Research Network. Gaming Business Review | Designing Gamification for the Most Frequent Personality Types. September 20, 2011. Gaming Business Review | Who Owns Gamification Data? February 18, 2012 GigaOM | The future of Social Games is Mobile. October 2010. Google Insight for Search | Gamification. Mashable | 7 Winning Examples of Game Mechanics in Action. July 6, 2011. Scott Nicholson (MIT Gambit Game Lab) | Because Play Matters. Wired Magazine | Go with the Flow. 1996. Wired Magazine | Swedish Speed-Camera Pays Drivers to Slow Down. December 6, 2010. Gabe Zichermann | The Gamification Blog. A list of links to other useful tools and resources that you may find useful as a supplement to the information offered on the ‘Simple Bank’ report. Books & Publications Bunchball | Gamification 101: An Introduction to the Use of Game Dynamics to Influence Behavior. October 2010. Tom Chatfield | Fun Inc. Why Games are the 21st Century’s Most Serious Business. 2010. Jenova Chen | Flow in Games (and Everything Else). April 2007. Aaron Dignan | Game Frame: Using Games as a Strategy for Success. 2011. Sebastian Deterding | Getting “Gamification” Right (presentation). January 2011. Entertainment Software Association | 2011 Sales, Demographic and Usage Data: Essential Facts about the Computer and Video Game Industry. 2011. Gartner | Gamification Primer: Life Becomes a Game. January 2011. Gartner | Innovation Insight: Gamification Adds Fun and Innovation to Inspire Engagement. December 2011. Gartner | Market Trends: Gaming Ecosystem. 2011. Gartner | Maverick Research: Motivation, Momentum and Meaning: How Gamification Can Inspire Engagement. October 2011. Insight Express | 1Q2012 Digital Consumer Portrait. 2011. International Federation of the Phonographic Industry | Recording Industry in Numbers: The Recorded Music Market in 2011. March 2012. Jane McGonigal | Reality is Broken: Why Games Can Make Us Better and How They Can Change the World. 2011. Mihaly Csikszentmihalyi | Flow: The Psychology of Optimal Experience. 1991. Ralph Koster | A Theory of Fun for Game Design. 2005. M2 Research | What is Gamification? (presentation). January 2011.
  24. 24. 46 September 2012 | GAMIFICATION 47 Gamification Experts Indepth Brian Burke Brian Burke is an analyst for Gartner, specializing in enterprise architecture and IT portfolio management, and most recently developing research on the emerging gamification trend. His groundbreaking work in the development of federated architectures has been implemented in hundreds of organizations in both the public and private sectors. He is also a prominent researcher and speaker in the areas of IT strategy, IT organizational structures and business/IT alignment. Jane McGonigal Jane McGonigal takes play seriously. She studies the power of games to impact the real-world — and she creates games that do just that. She is an expert on applying game design and game theory to real work and real business, and has consulted and devel- oped internal game workshops for leading technology companies. MIT Technology Review named her one of the top 35 innovators changing the world through technology, for her role in pioneering the field of alternate reality gaming, and Harvard Business Review called her theory of “alternate reality business” one of the “Top 20 Breakthrough Ideas of 2008.” She has a PhD from UC Berkeley in performance studies. Wanda Meloni Founder and president of M2 Research, is an industry analyst and market strategist. Wanda has a deep understanding of emerging trends in interactive entertainment, games, and social media. Wanda publishes articles and reports that on the market dynamics affecting development and consumer trends. In addi- tion to her published works, she consults with many of the top companies in the industry, providing custom analysis, investment strategies, strategic positioning and competitive analysis. Gabe Zichermann Gabe Zichermann is an entrepreneur, author, highly rated public speaker and gamification thought leader. He is the chair of the Gamification Summit and Workshops, and is co-author of the book “Game-Based Marketing” (Wiley, 2010) where he makes a compelling case for the use of games and game mechanics in everyday life, the web and business. Sebastian Deterding Sebastian Deterding is a researcher and designer working on user experience, persuasive design, video games, and gamifica- tion. His PhD research at the Research Center for Media and Communication at Hamburg University looks into the use of game design to motivate user behavior in non-game contexts. Today, he speaks and publishes internationally on persuasive design and gamification at events such as reboot, re:publica, or Playful, and consults game companies on game usability and playability. Other experts include: R Ray Wang, Micheal Wu, Toby Beresford, Dennis Crowley, Keith Smith, Steven L. Johnson, Buster Benson, Scott Dodson, Ian Bogost
  25. 25. 48 September 2012 | GAMIFICATION 49 The following section outlines the upcoming technologies that will change everything, with predictions on what may come of them in financial industry. TheMapsWar Emerging players are consolidating their Maps products and becoming trusted partners in the Maps solutions landscape. A few weeks ago Wikipedia moved from Google Maps to OpenStreetMap, followed by FourSquare. Even Apple launched iPhoto for iOS using OpenStreetMap data for photos with geolocation tags embedded. Is OpenStreetMap a mature solution? OpenStreetMap was founded in July 2004 and it is defined as a collaborative project to create a free edit- able map of the world. In April 2012, OpenStreetMap cleared 600,000 registered contributors. However, not all registered users actually contribute to the map: a minority of individuals contribute the major- ity of the content (around 3%). High populated areas such as big cities are constant- ly being updated, even at a higher rate than Google Maps does. Low populated areas, on the other hand, are not so accurate. These areas are currently being covered by Bing, Microsoft Maps solution. Despite Microsoft support, certain places may not have ac- curate information to display. Therefore, depending on the needs, OpenStreetMaps can be considered a good approach. And what about Google Maps? Google Maps solution is much more than Maps. It is also considered the main advertising platform for many merchants, and functionalities as Street View add value to final user far beyond geo-localization. But it is no longer free. It seems to be quite hard to make money putting ads on maps, so Google Maps API is limited to 25,000 free queries per day. Over that limit, it is required to pay. Nothing free lasts forever. Rumors keep growing and it is said that Apple is working on its own Map solution that will be re- vealed with the iOS 6 and will include 3D features. We already have a winner: the final user. The Maps war is escalating. During Apple’s WWDC in June 2012, the company announced that the new iOS will no longer use Google Maps. Instead, Apple will offer its own maps solution in the iOS 6. The new map service, along with Siri, seems to offer iOS users more convenience and solutions (of course, shutting out Google). In fact, it looks like Apple wants to extend the war beyond Maps … be careful out there, the titans are clashing. BREAKING NEWS Technology trends
  26. 26. 50 September 2012 | GAMIFICATION 51 According to McKinsey Global Institute, big data can unlock value (high level) for the enterprise by: 1) creating transparency; 2) enabling experimen- tation to discover needs, expose variability, and im- prove performance; 3) segmenting populations to customize actions; 4) replacing/supporting human decisions making with automated algorithms; and 5) innovating new business models, products, and services. Relevance of Big Data Opportunities – for example, a retail business can increase operating margins by 60%. Early results show that big data leaders are taking market share from the laggards; suggesting that big data will be- come a keystone for competitiveness and growth for the organization. Specifically for the banking sector, Citibank has partnered with IBM (“Watson”) to use big data for up-selling/cross-selling opportunities. It is stipulated that they will also use Watson to detect fraud and analyze customer credit worthiness. The danger (or risk) of big data stems from issues which will affect all stakeholders, namely: data pro- tection and security, rights and responsibilities for using data, and accountability and enforcement. Ad- ditionally, it is estimated that by 2020, the volume of data will exceed our capacity for data storage by more than 2:1. v Sources: IBM | “Understanding Big Data”, March 2011 McKinsey Global Institute | “Big Data”, June 2011 World Economic Forum | “Rethinking Personal Data: Strengthening Trust” (August 2011) The Economist | “Big Data: Crunching the Numbers”, May 19, 2012 2020: 34.6 2005 : 0.13 Created 2005 2010 2015 2020 35 30 25 20 15 10 5 0 Storage available Zettabytes = 1 trilion gigabytes ESTIMATE FORECAST forecast OPEN WIDE Global digital information Source: IDC StrikingGold withBigData Today, the world creates 2.5 quintillion bytes of new data – everyday! 90% of the world’s data has been created in the last two years alone. In this mountain of data (both structured and unstructured), there is gold to be found. Companies must acquire the right tools and processes to separate the dirt from the gold efficiently. Technology trends
  27. 27. 52 September 2012 | GAMIFICATION 53 Innovation at the Core: just Copy & Paste By using virtualization and replication technolo- gies, banks can create copies of the core system quickly and provide them to partners in standalone sandboxes. By allowing developers work with a real core banking environment, the pace of innovation will quicken as developers can test new functionali- ties without worrying how it will perform, when the product goes live. According to ING, a full replication of the core system used to take about 260 days; it now takes less than a day. Source: Information Management | May 2012 Corebanking platform New formats Enterprise 2.0 Smartphone + Fanatics = Smartphonatics Smartphonatics are consumers who change their shopping, financial, and payment behavior as a result of owning a smartphone. According Aite’s Ron Shevlin, “This group is driving the adoption of mobile payments and banking, and setting the bar for how financial institutions will have to respond over the next five years.” ■■ 70% of Smartphonatics have used a mobile device to make a payment. ■■ 80% of Smartphonatics have used the mobile banking channel. ■■ Less than 25% of other consumers have made a mobile payment. ■■ About 33% of other consumers have used the mobile banking channel. Source: Aite | May 2012 Everyone wants Mobile Banking, including companies A recent global survey of treasury executives suggest that 66% of corporate customers are ready to use mobile banking, which can provide access to real-time information related to the corporate environment. Customers are willing to pay for premium services, if they can realize efficiencies. As tablets are already part of the C-suite, they can boost adoption by enabling other value added services. Source: finextra | May 2012 An analysis of one year’s worth of data of Google Apps enterprise customers shows us: ■■ An average user creates 84 Docs/Sites. ■■ An average enterprise has 250,000 Docs/Sites on their domain. ■■ Compared to on premise solutions, the results are very similar. ■■ Year over year growth of Docs/Sites is projected to be 400%. ■■ Percentage of Docs/Sites that are designated ‘Everybody’: 5.5%. ■■ Percentage of Docs/Sites that are designated ‘Public’: 0.25%. ■■ Percentage of Docs Shared Externally: 2.5%. Mobilebanking Smartphonatics by Country (Source. ACI Worldwide. Aite Group) India South Africa Brazil U.A.E China Italy Singapore U.S Australia U.K Sweden Germany France Canada 60% 42% 37% 34% 31% 27% 24% 20% 18% 16% 11% 10% 8% 7% ■■ Average Number of External Collaborators: 3,000. Thinking about the results, it seems like enterprise users have no problems embracing Google Apps; and, of course, should be mindful of when share Docs/Sites with others. Source: Forbes | June 2012 When Google Apps go Big… What happens? In this section, readers will find summaries of the most relevant news of selected topics that have been published over the course of the month based on its relevance to the Banking industry. The summaries were prepared by the editorial board. Further information is made available for each given topic. Trending issues
  28. 28. 54 Good News, Bad News A recent survey shows consumers want to use mobile wallets, and that’s good news. However, consumers clearly prefer PayPal, Google and Apple over banks to provide the solutions. In fact, 8 of 10 consumers in the survey indicated that they would use mobile wallets, if PayPal offered a service. Banks should heed this wake-up call or prepare for a future without a mobile wallet. Source: MarketWatch | June 2012 When it Comes to Social... Women 2 - Men 1 A recent survey of 2,000 Britons (commissioned by British Telecom) discovered that “over half of female internet users used social networking websites such as Twitter and Facebook, whilst only 34 per cent of men surveyed admitted to doing so. Similarly, out of those surveyed, 18 per cent of women believed that, if the internet no longer existed, they would miss social media websites the most. This compares to just seven per cent of men.” Source: The Telegraph | May 2012 Mobilepayments Digital Marketing Crowd finance SocialMedia The “Pin” is Mightier than... According to the 2012 Social and Mobile Com- merce Study (a joint research project by, comScore and The Partnering Group), American consumers follow an average of 9.3 retail compa- nies on Pinterest, compared to 8.5 on Twitter and 6.9 on Facebook. For now, when it comes to digital marketing, the Pin is mightier. Source:, comScore & The Partnering Group | June 2012 The Crowd is Growing Crazy The Crowdfunding Industry Report from researchers, Massolution, reveals that crowdfunding platforms raised almost $1.5 billion, funding over one million projects in 2011. They also say that, with current trends, the already growing market is set to double in 2012. Source: Massolution | June 2012 FUNDER AND FUNDRAISER ACTIVITY Percentage based on sample of 57 and 47 CFPs, respectively 89% 7% 26% 4% 5% 69% 1-2 CAM PAIGNS 3-5 CAM PAIGNS >5 CAM PAIGNS FUNDERS FUNDRAISERS Trending issues
  29. 29. 56 September 2012 | GAMIFICATION 57 The Internet is Becoming Mobile By 2017, there will be 5 billion mobile broadband users, three times as many people as are using that technology today. With faster mobile network speeds and global coverage, the mobile internet is poised to deliver new innovative services, as the app ecosystem will surely find a way to create newer and/ or better mobile services. According to Ericsson’s CEO, there is a “shift in power from the network to the handset”, from connectivity to apps. Source: GigaOm | June 2012 Love at First Bite People just love Apple’s iPad. A customer satisfac- tion polls shows that iPad clearly is heads and shoulder above its competitors when it comes to wowing the customers. Customers are “very satis- fied” with: ■■ Apple (new) iPad - 81% ■■ Apple iPad2 - 71% ■■ Samsung Galaxy Tablet - 46% ■■ Amazon Kindle Fire - 41% ■■ Others - 41% Source: Computer World | June 2012 Appecosystem New banking concepts Join & enjoy New Gizmoera Talk to Bank Voice-enabled search is fast becoming a differentiator, especially with smart devices in the e-commerce space. EasyAsk, a natural language technology company, launched Quiri in March 2012. Quiri, a virtual personal shopping assistent, under- stands both the intent of the search and has deep knowledge of the content and products within the e-commerce site. Shoppers can use their iPhone 4S or Android to verbally search sites for products and the products they are looking for. It is like having a highly knowledgeable, personal shopping assistant for that one store. Source: Sacramento Bee | June 2012 Flashback to EVOKE Though there is a lot of commercial buzz re- lated to games and gamification today, some are designed to change the world. In 2010, the World Bank launched the EVOKE, a game which motivate players all over the world to come up with creative solutions to our most urgent social problems. According to the website, “EVOKE is a ten-week crash course in changing the world.” In this issue of Innovation Edge, we pay homage to one of the pioneers of gamification. Source: World Bank | March 2010 Trending issues
  30. 30. 58 September 2012 | GAMIFICATION 59 Connected Cars Solution Market Expected to Exceed $350 million in 5 years By 2017, according to ABI Research, the connected car market will be about $350 million dollars; growing from $66 million in 2012. Connect Car solutions include stolen vehicle tracking, insurance telematics, infotainment, and road user charging. The consumers are asking for a connected lifestyle and they are asking to be connected to the car, especially the younger consumers. Source: ABI | May 2012 Gimme a Hi-Five for health T“For healthcare delivery, we’re rapidly moving from a world of inbound patients to a world of in- bound data. The impact of this shift on the health- care system and how consumers use and act on health information should not be underestimated. Here are five ways digital apps and smartphones will transform healthcare”: ■■ Improved access to care. ■■ Improved patient engagement. ■■ New provider of business models. ■■ Reduced medicare fraud. ■■ Improved patient safety. Source: Forbes | June 2012 Smartcities+urban mobility Health Trending issues BBVA Innovation Center (Plaza de Santa Bárbara 2. Madrid) 13th September | 9.00–14.00 h. World renowned experts, based on real world ex- periences, would help you ascertain whether or not gamification is being hyped or is here to stay. Check out the videos and photos of the event in our web Bernardo Crespo Velasco @b_crespo Head of Digital Marketing and Marketing Lab at BBVA Spain. Degree in Management and Econom- ics from the University of Castilla-La Mancha and the University of St. Andrews. He holds a masters in Re- lational Marketing, CRM and e-Commerce at ICEMD. Brian Burke @brian_burke Analyst for Gartner, expert in gamification and enter- prise architecture. His groundbreaking work in the development of federated architectures has been implemented in hundreds of organizations in both public and private sectors. Priya Haji @priyahaji CEO and co-founder of SaveUp, the first free rewards program that encourages Americans to save money and pay down debt, while of- fering a chance to win prizes, including a life- changing $2,000,000 jackpot. Through a fun and simple approach that employs game me- chanics, SaveUp helps transform the otherwise mundane activities of savings. Sergio Jimenez @gamkt Sergio Jimenez is an analyst, consultant and speak- er specialized in gamification, enthusiastic market- ing, technology and games. Mr. Jimenez has partici- pated in numerous projects related to gamification, helping companies of different sectors to introduce game mechanics in products and service. Gamification & Banking: a passing fad or a serious business? More info Event Videos, pictures and all the info
  31. 31. September 2012 | GAMIFICATION 61 We Innovate to Grow BBVA understands innovation as a source of value creation, both for our group and people. In order to effectively manage its development, the group relies on time tested innovation methodologies, which were co-developed with leading experts around the world. The Open Innovation model adopted by the group attests that BBVA highly values people and talent, re- gardless where they may be; and shows the bank’s willingness to lead the transformation of the financial industry, with total openness and without any borders. The BBVA Innovation Center is the focal point for sig- nificant and disruptive innovation projects. Furthermore, the BBVA Innovation Center is a space to meet, a space to share, and, above all, a space listen and learn from the innovation ecosystem. Being part of an innovation ecosystem allows BBVA to be near ideas and talent and to facilitate access to the world’s leading experts. It is also a way to share our collective knowledge with innovation community. Follow us: This month events: More info More info Innovation at BBVAFor BBVA, innovation is a strategic pillar and the BBVA Innovation Center is a major focal point for the group’s effort in this field. CLOUDSTAGE September 27th, BBVA Innova- tion Center will host the 8th edition of, Cloudstage, an event focused on the cloud. This is a meeting between profession- als that want to deal with the possibilities and development of the cloud computing. KNOWSQUARE September 25th BBVA Innova- tion Center will host the event Knowsqure, an online and off line network board of direc- tors. The aim of this event is share experiences and knowl- edge to improve the manage- ment of companies.
  32. 32. Produced by Prodigioso Volcán ( BBVA Innovation Edge is the first corporate magazine focused on innovation. Innovation Edge aims to explore new trends and technologies that may impact the financial industry, especially retail banking. Each edition features articles, analysis and in-depth information about a given trend. WEB: Articles and sections are available for free on in both English and Spanish. PDF: Our website offers .pdf versions of the publications for your reading enjoyment, online or offline. APP: Innovation Edge is also available in Apple’s App Store. All issues will be made available for download at the App Store, free of charge.” More info Are you interested in Innovation Edge? Subscribe to our newsletter and be informed of new issues.©BBVA2012 BBVA Innovation Edge is the result of a collaborative work done by all the people who are involved in innovation at BBVA Group. CONTRIBUTORS TO THIS ISSUE: María Pilar Álvarez García l Javier Anguiano Javier Benedí l Alfonso Bey Navarro Jaime Bisbal l Reyes Bolumar Javier Borderías l Bernardo Crespo Antonio García l Eugenio García Rafael Hernández l Miguel Ángel Iñesta Beatriz Lara Bartolomé l Carmen López Marcos Marrodán Ciorcia l Luz Martín Ricardo Martín Manjón l Samuel Martín Valentín Álvaro Morón l Manolo Moure Jay Reinemann l Alicia Sánchez Javier Sebastián l Marcelo Soria Gustavo Vinacua l Shan Ggu “Phil” Yim DL AS 2.498-2012 No part of this publication can be reproduced or communicate in any form or by any platform electronic o mechanic, including photocopying, recording o any other system of storage and retrieval, without permission of the publisher, BBVA.