18. FIRESIDE CHAT:
Fan Loyalty Gets Gamified
MODERATOR: Bill Hanifin
Managing Director
Hanifin Loyalty
LEE HAMMOND
VP of Digital
Interscope Records
19.
20. CASE STUDY:
Autodesk Gamifies
Software Trial Marketing
DAWN WOLFE
Sr. Mgr of Integrated Marketing Programs ·
SCOTT SAWICKI
Assoc. Dir of Client Management ·
53. PANEL:
The Intersection of Social
and Gamification
MODERATOR: Chris Lynch
Director of Product Marketing
Badgeville
Jason Rupp Sr. Director of Product Management · Ask.com
Matthew Price Product Mgr. of Technology Partnerships · Bazaarvoice
Jodee Rich CEO · Peoplebrowsr
56. Gamifying Your Retail Loyalty Strategies
Marc Parrish
VP, Customer Retention &
Loyalty Marketing, Barnes & Noble
57. Retail Brands crave loyalty.
It means that marketing dollars can be spent
more effectively on a convinced audience. News Search
Source: Google Insights
58. But most Retailers cannot pivot easily…
… they think little about loyalty and believe it will naturally occur.
Also, ads to acquire new customers are sexier.
59. But technically, customers evolved quickly.
So must retailers.
Email & Direct Marketing
1995
2000
2005
2013
Individualization
Customization
Segmentation
From Inbox to Clutterbox.
Spray & Pray 12 hours in my digital life …
and these are brands I want to relate to!
60. The Goal of Loyalty Marketing is always
white glove service….
61. But one hat does not fit all Customers
How Often Do You Shop? Once a Once a Unique
Once a Year Several Times month or week or Yearly Cust.
or Less a Year more more (M) Store Count
Walmart 7% 19% 36% 38% 132 3,300
Target 23% 37% 30% 11% 100 1,800
Warehouse store (e.g., Costco, Sam's or BJs) 25% 31% 35% 9% 75 1,000
Amazon.com 23% 41% 27% 9% 87
Best Buy 47% 41% 10% 2% 70 1,300
Office supply store (e.g, Staples or Office Depot) 36% 47% 15% 2% 82 4,200
Wedges Low Frequency Bells Moderate Frequency Direct Competitors High Frequency
50% 50% 50%
40% 40% 40%
30% 30% 30%
20% 20% 20%
10% 10% 10%
0% 0%
0%
Once a Several Once a Once a Once a Several Once a Once a
Once a Several Once a Once a
Year or Times a month week or Year or Times a month week or
Year or Times a month or week or
Less Year or more more Less Year or more more
Less Year more more
62. To bring your shoppers back,
customer friendly machinery is required.
63. So all Retailers have loyalty programs.
But after decades, who listens?
• In 2009*
– 1.807 billion: loyalty program
memberships in US
• Up 25% from 2006
– 14.1: average memberships per US
household
– 56%: percent of memberships that
are inactive
• No engagement within a 12-month
period
– 6.2: active programs per household
– 80%: percent of consumers with at
least one loyalty card
* 2009 Colloquy Report
64. CC Program Point / Money Back Program
Paid Program Free Program
66. How retailers see “Gamification”
should
I’m a Gamer! I’m a retailer!
• I can’t wait for the next • How can I use gaming
great gaming experience! to make my products
& services more
• Mobile engaging?
• Casual
• Hard Core
Scary
67. Because Retail has already been gamified.
Retailers just didn’t lead the way.
68. Starbucks went out front.
Mobile gamification tied to
Retail Strores.
From January 2011 beta to
today, Starbucks is now the
largest mobile payments
company, with 8,000
outlets.
Starbucks cards now account
for 22% of all transactions
70. Think of it this way.
• Gamification is using
digital candy to
capture that special
place in your
customer’s brain for
your brand, and
defend your physical
footprint.
73. PANEL:
Gamification for Good:
Changing the World, One Behavior at a Time
MODERATOR: Adena DeMonte
Director of Corporate Marketing
Badgeville
Marshall Alexander VP of Engineering · KarmaWell
Justin Ramers Director of Social Media · The Active Network
Wayne Lin Product Management Director · Opower
Jamie Kennedy Director of Social Media · O2 Media
74.
75. KEYNOTE:
Proving the Value of
Gamification in the Enterprise
R “RAY” WANG
CEO & Principal Analyst
Constellation Research
98. FIRESIDE CHAT
with ORACLE:
Gamifying a Global Business
MODERATOR: Paul Hearing
Senior Producer
Badgeville
NICK GIANNASI
VP of Life Sciences Product Strategy
Oracle Health Sciences
99.
100. FIRESIDE CHAT:
Mobile Gamification Around the Globe
MODERATOR: Eric Montoya
Business Development
Badgeville
KOJI FUKADA
CEO & Co-Founder ·
STEPHEN DUKE
CEO & Co-Founder ·
109. Big Data & Gamification
Gamification Data is:
• Semi-Structured
• Growing Exponentially
• Typically Meta-Data Around a Business Context
• Captured/Stored by SaaS Providers
This Lends Itself To:
• Classification
• Deep Analysis
• Business Insight
• Benchmarks
111. Gamification Insight - Examples
• Greater Time Series Insight
• Marketing
• Sales
• Support
• Identify Customer Segments Based on Real Behavior
• No More Relying on Bland Demographics
• Context-driven Insight
• Understand Behavior Across Platforms/Properties/Brands
• Bridge Between Transactional BI and Behavioral Insight
116. Where to Begin?
• Re-Think Your Metrics and Goals
• Think Behavior not “Numbers”
• What is the End Game?
• Work with your Gamification Provider
• Best Practices (You Can’t Have Big Data Without Lots and
Lots of Engagement!)
• Dashboard Optimization
• Recognize, Respond, Repeat!
120. PANEL:
Baking Gamification
into your Core Product
MODERATOR: Chris Duskin
VP of Product
Badgeville
Neil Gandhi Sr. Software Engineer · Sneakpeeq
Rita Ferrari Marketing Manager · Premier Healthcare Exchange (PHX)
Sal Partovi Sr. Mgr. CloudSpokes Community & Social Marketing · Appirio
Giles House VP of Marketing · CallidusCloud
121.
122. CASE STUDY:
EMC Gamifies Global
ECN Community
TYLER ALTRUP
Sr. Social Media Engagement Manager
EMC
149. PANEL:
The Importance of Reputation
in Online Communities
MODERATOR: Caroline Dangson
Producer
Badgeville
Bill Platt VP of Operations · Engine Yard
Alex Maier Community Manager · VMware
Sean O’Driscoll CEO & Co-Founder · Ant’s Eye View
Annie Fox General Manager · Buzznet at BUZZMEDIA
153. WELCOME TO
BADGEVILLE COMMUNITY
Share & Exchange Best Practices
Around Your Gamification & Engagement Programs
154. BADGEVILLE
IMPLEMENTATION
Leverages Game, Reputation,
and Social Mechanics
• Status and progress on every page
• Sharing and exchanging best practices
• Rewarding quality contributions and contributors
155. COMMUNITY ENGAGEMENT Early Adopter program
Some of our Founding Members
• 51 Discussions Started
• Sneakpeeq
• 160 Discussions Replies
• George Mobile
• 107 Upvoted Discussions
• Pivot
• 57 Upvotes Received
• Foryouandyourcustomer
• 3,617 Articles Read
156. LIVE DEMO TOMORROW
Earn your “Visit Jenny”
achievement, part of the
Badgeville Summit Mission,
by visiting the Badgeville
Community table.
Thank you –so I am Dawn Wolfe, a Sr. marketing Manager in the ecommerce team Autodesk—For those of you not familiar with Autodesk, you probably are familiar with some of our software products—we are best known for AutoCAD which is used in the architecture/engineering world for design…or some of our software products used in the media and entertainment sector like 3ds max, Maya and softimageSo my current team is in digital marketing within the eccomerce group--and one of our areas of focus is the marketing we do in-trial to persuade free trial users to become customers . So our team is responsible for figuring out how to convert these thousands of trial users into customers. We are focused on driving sales conversions for prospects that are in the preference phase of the sales funnel-- And today I will be talking about a very specific sales conversion marketing that we do within our trials.
Autodesk, Inc., is a leader in 3D design, engineering, and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industriesincluding the last 15 Academy Award winners for Best Visual Effectsuse Autodesk software to design, visualize, and simulate their ideas. Since its introduction of AutoCAD software in 1982, Autodesk continues to develop the broadest portfolio of state-of-the-art software for global markets. For additional information about Autodesk, visit www.autodesk.com.
Here is a history of what we had done in the past with this product to make the trial experience engaging.First, the baseline approach that doesn’t work. Why do we do this if we know it doesn't work? Well, we have an annual release cycle with all our products coming out at the same time all over the globe. To support this global launch initiative, we go out the door with baseline and all the products look the same. Plus, we get the halo effect on sales from the products being new, so the first 30-60 days after launch is when we have to do the least "sellingHere is an approach that we took to make people get the most out of the trial experience. This is more of a gateway to existing content than it is a sales tool. Here are some cool tutorials to check out while you have the trial, here is some new stuff in this year's version, and here is this awesome community of CG artists managed by Autodesk that can help you out if you have a problemThis worked really well. We saw a tripling of engagement (measured as clicks on content - although admittedly this metric really isn't fair because there is a lot more content to click on in the new version)The metric we really care about and measure for these kinds of initiatives is trial usage. We saw a 14% increase in trial usage over 3 months after we launched this approach. A measurable, statistically sound, 14% increase in trial usage, just by showing people how they could possibly do stuff with their trial. Huge win.Someone once told me that adequacy is the enemy of excellence, so we continued to iterate. We know that a large number of users of 3ds Max are sole proprietors or work in very small companies that catch some overflow or outsource work from larger game studios or VFX houses. And we know from talking to our product marketing teams that a lot of these people are doing this to gain the experience needed to move up to one of the big studios. So we leveraged some good timing and launched a new version during Oscar season, using the Oscars as an opportunity to feature our customer who had been nominated for best visual effects using Autodesk tools. The subtext of this message is that this is the tool that the big boys use, so you better be using it too.Side note, every year for the last 17 years the winner of the best visual effects Oscar has used Autodesk tools to create their award-winning entertainment, including Hugo, the 2012 winner, featured here.The results of this oscar promo were mixed. We didn't see any significant change in trial usage, but we saw a reduction in engagement with the content we made available in the trial window - probably because of the reduction in stuff to actually click on.
Thank you –so I am Dawn Wolfe, a Sr. marketing Manager in the ecommerce team Autodesk—For those of you not familiar with Autodesk, you probably are familiar with some of our software products—we are best known for AutoCAD which is used in the architecture/engineering world for design…or some of our software products used in the media and entertainment sector like 3ds max, Maya and softimageSo my current team is in digital marketing within the eccomerce group--and one of our areas of focus is the marketing we do in-trial to persuade free trial users to become customers . So our team is responsible for figuring out how to convert these thousands of trial users into customers. We are focused on driving sales conversions for prospects that are in the preference phase of the sales funnel-- And today I will be talking about a very specific sales conversion marketing that we do within our trials.
Safari/desert adventure selectedNo “official” tie-in… this time.Popular series (3) on PlayStationGenericized and changed to “Undiscovered Territory”
You arrive, curious to see where this first clue will lead you. An old librarian leads you to the back room, filled with old manuscripts. Sifting through the tattered pages, she finally stops at a small piece of parchment. Carefully, she places it in your hands. You begin to read….
Motivate Early and Often
"Enterprise Gamification"IntroductionGamification for WorkAnd, per Kevin's request: the Ecosystem that's popping up. You seem to best articulate our story about how gamification is being embedded across the enterprise in all employee-facing apps, enterprise systems, business processes, that social software and social CRMBadgeville is at the beginning of something and what we do is the next evolution, etc.
We’ve had some great presentations today. Social media
This is a seamingly innocent question. It’s just 2 to 3 years from now. But Imagine what’s happened in the past 24 months. Did you have control or any semblance of control over your profits, revenues, idea creation, new products were introduced, collaboration points, your community, or customer experience? Were you able to effect and affect change? Did you have the right tools to create the conditions to manage the change ahead?Now put yourselves in the mindset of an enterprise or brand. How can you improve your business outcomes?These are the questions you and your organization face amidst massive changes ahead…
There are 4 massive forces of change ahead of us. Of the 4 only 3 we can control and let me focus a little on these. Each of these can be improved by influencing the behavior to drive improved outcomes.5 generations of workersWhere, how, when, what, how you work,and even why. We’ve seen compensation surveys that show that salary alone may not be enough to attract, motivate, or retain folks.For one of our clients, it turns out that mentorship, a day off, being put on special projects is more of an incentive for 20 to 30 year olds and 30 year old veterans than a bonus.Business models – products are excuses to sell services. Services are excuses to sell information. If you’ve activated the advocates, you can cut create force multipliers and shift support staffing from 1 to 100 customers to 1 to 500 and even 1 to 1000. Providing a crowdsourced support solution can give you. Swarming game mechanics can improve outcomes, identify experts.Tech adoption – One big shift is also how we put together a series of disruptive technologies, payment mechanisms, social, mobile, cloud, big data, gamification. What technologies to we adopt and what we pass on become signifcant decisions. One thing is sure, the convergence of these technologies is driving adoption and social is the gateway in.
The big push to social businesses provide an opportunity to reengage the customer. But keep in mind, none of these tools sustain engagement on their own. These are communications channels that can be enhanced with engagement. Social alone won’t get you there for both internal and external. Which is why, we need gamification. Recent data on number of users at the Big 4 of social media show that we are in the middle of ubiquitous usage:Facebook (901M users as of Feb 2012)Twitter (500M users as of March 2012)LinkedIn (161M users as of March 2012)Google+ (100M users as of Feb 2012)
Overload, too many social channels – internal networks, external networks, personal networks, a new social media tool launched once every 24 hours. Everyone wants to collaborate, work with each other. Every brand wants you to join their community. Can we handle all the pressure?76% of brand conversations happen offline 14% of brand conversations happen by phone8% of brand conversations happen onlineHave we hit a social media plateau? In recent client conversations on usage of social media, the trendsetters appear to be “socialed out”. Most early adopters seem to be overwhelmed with their personal (Facebook, Google+), corporate (Yammer, Jive, Chatter, SharePoint), and professional (LinkedIn) social networks. In fact, respondents feel that adding any additional network for anything social is quite overwhelming. While early adopters are moving from ubiquitous usage to relevant rationalization, the majority remains in ubiquitous usage (see Figure 1). Have we hit a social media plateau? In recent client conversations on usage of social media, the trendsetters appear to be “socialed out”. Most early adopters seem to be overwhelmed with their personal (Facebook, Google+), corporate (Yammer, Jive, Chatter, SharePoint), and professional (LinkedIn) social networks. In fact, respondents feel that adding any additional network for anything social is quite overwhelming. While early adopters are moving from ubiquitous usage to relevant rationalization, the majority remains in ubiquitous usage (see Figure 1). Recent early adopter surveys identify five key phases of social media adoption:Phase 1: Eager early adopters. Users eagerly experimented in the newness of the medium. Early adopters attempt to apply the medium to everything.Phase 2: Ubiquitous usage. Rapid adoption put the medium in the hands of the masses. Adoption exceeds 50 million users.Phase 3: Relevant ratonalization. Brands and enterprises apply the medium to the right business use cases and processes.Phase 4: Desensitization and fatal fatigue. Inundated with marketing, bombarded with irrelevant content, and tired of the newness of the medium, customers begin tuning out.Phase 5: Rejuvenation. Maturation of the medium ushers an improved era of engagement apply the Six C’s of Engagement.
So what’s going on.. The shift in business is moving from transactions to engagement and ultimately experience. Internal work forces and external.We’ve moved from monologues to dialoguesWe’ve moved from just in time to right timeWe’ve moved from business rules t
Gamification describes a series of design principles, processes and systems used to influence, engage and motivate individuals, groups and communities to drive behaviors and effect desired outcomes. For brands and enterprises, results include improving marketing response among external communities, sustaining long-term customer loyalty, encouraging collaboration among internal teams, or driving onboarding success with new hires.Gamification is more than bolting on feature sets to an existing process or system. Simply adding a badge, points, leaderboards and levels will not drive results. Success requires a design that fits into the architecture of the system and considers the relative value of rewards for the actions being incentivized. This level of influence or behavior management must start during the initial design and account for the relative value systems and culture of the individuals.Interviews with 55 early adopters show gamification being applied across many use cases. Adoption spans a wide variety of roles from marketing to human resources (see figure 1). Based on interviews and analysis, Constellation has identified three core pillars of enterprise gamification (see figure 2):
Everyone says this but what are we listening for? Start with what will move the needle – what are the rewards that matter.These are the metrics!Motivational factorsTrust signalsMonitoring performance over timeWhat competitors are sayingWhere the market rends are headingHow’s employee sentimentWhy? These are your leverage points, these are how you’ll build your engagement and gamification strategy.
FOW – recruiting, sales team collaborationCXP – customer service swarming, activating advocates, Matrix commerce – mobile shopping, nfc and paymentsD2D– rewarding outcomes and A/B testingTechnology optimization – optimizing usageCoIT and the New Suite – engaging the organization
The evolution of gamification for the enterprise–Define enterprise to be large companies. Brands ad well as internalShift to influencing behaviors, incentives, actions.Converging trends. – community, loyalty, gamificationGamification powers social business use casesHow to make enterprise apps social?
Customer Experience Metrics Company CultureDoes company support a culture of putting customer satisfaction ahead of profits?Does culture promote creativity and cross functional employee collaboration?Does culture accept different views of multi-generational workforce?Does culture promote employee training and skills developmentDoes culture support upward mobility and long term retention?Does culture support work-life balance?Does the culture provide rewards for employee for outstanding customer support?ChannelsWhat are the current primary channels for customer communications?What do you think will be the primary channels in two years?Is company developing support model for emerging channels?Do all channels consistently deliver the same level of customer support?Do you know the cost per transaction across all channels?Do you engage customers proactively across multiple channels?Do all channels have access to the same customer information?CommunityDoes company extend customer support into virtual communities of interest?Does company facilitate educating users through its virtual communities?Does company mine its customer’s experience into useful data?Does company increase the value for customers through using data to deliver new products and services?Does company support two way interactions with its customers through communities of interest?Does company actively support social CRM, online communities and social media markets?CredibilityDoes company market its trustworthiness through external certificates such as business licenses, BBB certificates or other validations?Does company promote trust through customer testimonials and case studies on ethical business practices?Does company promote truthful market campaignsDoes company make it easy for customers to complain?Does company build its reputation for standing behind its products with guarantees for satisfaction?Does company protect its customer data with high security measures>ContentWhat sources do you use to create customer content?Does company mine social media and blogs for customer content?How does your company sort, store and retain its customer content?How frequently does content get updated?What external sources do you use for customer content?How many responses are typically received from a knowledge management system inquiry?Does your company use customer content to design and develop new product and services?ContextDoes your company market to customers in clusters or individually?Does your company customize its messages and personalize them to specific needs of each individual customer?Does your company store customer data based on their past behaviors, purchases, sentiment analysis and current activities?Does your company manage customer context according to channels used? For example identify personal use channels versus business channels?What is your frequency of collecting customer activities across various touch points?How is your customer data stored and analyzed?Is contextual data used for future customer outreach?CadenceWhich channels does your company measure-web site visits, phone calls, IVR, store visits, face to face, social media?Does company make effective use of cross channel marketing to promote more frequent customer engagement?Does your company rate the patterns relevant for your product or service and monitor usage against this pattern?Does your company measure the frequency of both online and offline channels?Does your company apply metrics to the frequency of customer engagements with product or services revenues?Does your company consolidate data for customer engagement across various channels for a complete view of its customer?CatalystDoes company offer coupon discountsDoes company have a customer loyalty program or a VIP membership program?Does company mine customer data to target specific groups of buyers?Do internal employees serve as ambassadors for customer programs?Does company drive loyalty through social media loyalty programs?Does company build rewards based on using loyalty data?Does company offer an employee incentive program to drive customer loyalty?Currencies (I find it hard to differentiate this element from catalyst-they seem too closely connected)
Level 1: Reputation. This first level focuses on highlighting success and engaging novices. The key themes drive extrinsic behavior. On average, early adopters find that 15-25 percent of a community will engage for recognition. Over 60 percent will be influenced by recognition.2. Level 2: Access. This second level builds demand for association and attracts intermediate users. Non-monetary incentives create value and scarcity around access to resources, people and tools for improvement. Early adopters find that 5-10 percent of a community will seek access as an intrinsic motivator. Over 80 percent will be influenced by a desire for greater access.3. Level 3: Impact. While this third level mainly appeals to power users and advanced users, impact appeals to the entire community from an aspirational level. At this level, bragging rights and incentives align with impact to the organization. Early adopters have found that 1-5 percent of a community will achieve this status. Less than 10 percent of the community will be influenced by impact. However, those that achieve Level 3 demonstrate the greatest levels of allegiance and loyalty.
Level 1: Reputation. This first level focuses on highlighting success and engaging novices. The key themes drive extrinsic behavior. On average, early adopters find that 15-25 percent of a community will engage for recognition. Over 60 percent will be influenced by recognition.2. Level 2: Access. This second level builds demand for association and attracts intermediate users. Non-monetary incentives create value and scarcity around access to resources, people and tools for improvement. Early adopters find that 5-10 percent of a community will seek access as an intrinsic motivator. Over 80 percent will be influenced by a desire for greater access.3. Level 3: Impact. While this third level mainly appeals to power users and advanced users, impact appeals to the entire community from an aspirational level. At this level, bragging rights and incentives align with impact to the organization. Early adopters have found that 1-5 percent of a community will achieve this status. Less than 10 percent of the community will be influenced by impact. However, those that achieve Level 3 demonstrate the greatest levels of allegiance and loyalty.
Recent interviews with over 100 early adopters of social business (i.e. social crm, E2.0, social media marketing, etc.) indicate five phases of maturity (see Figure 1). Social CRM progress through five phases including: Discovery. A few individuals begin the process of discovering new tools. Individuals identify consumer tech innovations that impact enterprise business processes. Leaders must discern hype from reality and garner executive support.Experimentation. Small teams experiment with new tools. They fail fast on experiments, learn, and move on. Leaders must foster internal collaboration and begin the process of vendor selection.Evangelization. Small department leaders seek repeatable processes and begin test pilots of technology. Momentum begins to build for projects. Leaders incorporate social into business models and track meaningful business metricsFormalization. Successful evangelization leads to enterprise wide acceptance. Processes become repeatable and predictable. Leaders scale to match demand and ensure long term-funding.Realization. With a successful project at hand, the enterprise seeks to expand the usage to ecosystem stakeholders. Suppliers, partners, and customers are brought into the fold. Leaders anticipate convergence and develop social business governance plans.
The evolution of gamification for the enterprise–Define enterprise to be large companies. Brands ad well as internalShift to influencing behaviors, incentives, actions.Converging trends. – community, loyalty, gamificationGamification powers social business use casesHow to make enterprise apps social?