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Gamification - Toolkit and Process
Gamification involves applying game mechanics to non-game contexts to drive user behavior. The document discusses key game mechanics like points, badges, leaderboards, and missions that can be used to motivate behaviors. It also outlines a process for applying gamification that involves determining business goals, key behaviors to achieve those goals, examining the context around those behaviors, and then applying the right feedback loops and game mechanics. An example of using this process to address lack of student engagement in online education is provided.
Gamification - Toolkit and Process
- 1. Gamification Driving user behavior Zack Bodnar zack@badgeville.com @yack87
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- 3. The application of game mechanics to non-game contexts
- 4. Cool! Points! Leaderboards! Badges! Missions! Quests!
- 5. Uh oh. “Pointsification” doesn’twork. And it’s annoying.
- 6. “Badges” Badges are likee-mails. People respond to them if they mean something.
- 7. Feedback loops • Badges • Points • Leaderboards • 64x64 pixel image • Social notifications • AmEx Black card • Frequent Flyer miles • Military Medal • “CEO” on a business card
- 8. Good Gamification Uses modelsfrom Psychology, Loyalty design, Neuroscience, Game Design to apply key feedback loops at the right time in the right context to get people to do stuff.
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- 10. THE MARKETER’S CHALLENGE Threekey imperatives for today’s marketers remain… ACQUISITION RETENTION CONVERSION How do I get How do I keep How do I get them to spend more customers? them over time? more money?
- 11. MASSIVE INVESTMENTS In keytechnologies & programs to drive acquisition, retention and conversions… $40B In Online Ad Spend $1.5B In Online Communities $26B In SEM On Loyalty In Social Media In Marketing $50B Programs $4.8B Ad Spend $25B Software Sources: McKinsey, Gartner, IDC, 6S Marketing, BIA/Kelsey
- 12. DESPITE BIG INVESTMENT…. We’reknee deep in an engagement crisis Low Adoption Few Converting Customers Who See Average Online 16% Facebook Brand Updates 3% Conversion Rates 28% Visitors Actually Login 65% Abandon Shopping Carts Limited Loyalty Customers Swayed 25% by a Brand Customers Inactive in 55% Loyalty Programs Sources: Gartner, FMC, Forrester, Colloquy, Statista
- 13. THREE KEY IMPERATIVES Fortoday’s enterprises… OPTIMIZE FOSTER ENHANCE EMPLOYEE BUSINESS PROCESS COLLABORATION PERFORMANCE How do we serve How do we break down How do we get more from customers better? knowledge silos? our employees?
- 14. MASSIVE INVESTMENTS In keytechnologies to optimize business process, foster collaboration, and enhance employee performance… $1 Trillion in software spend last five years $12 BillionSoftware CRM in $1 Billion in Social Software $4.5 Billion in Support & Services Software $15 Billion in HR and Learning Software $25 Billion in Marketing Software Sources: Gartner, Ovum, IDC, and Bersin
- 15. DESPITE BIG INVESTMENT…. We’reknee deep in an engagement crisis Broken Business Process Underperforming Teams Average adoption of Employees disengaged 50% enterprise apps 70% at work Provide consistent customer Employees with adequate skill sets 1% service & support 5% to maximize performance experience Limited Collaboration Enterprise communities 70% that fail from poor adoption Workers that actually 12% use social software Sources: Forrester, Gartner Neochange, Gallup, CEB
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- 17. Feedback loops GameMechanics Reputation Mechanics Social Mechanics
- 18. GAME MECHANICS Use virtualrewards, for behaviors big and small… Examples Instant Feedback Encourage valuable behaviors in real- time with points and progress bars Achievements & Awards Deliver rewards that showcase strong performance and highlight expertise Missions & Challenges Guide employees to interact with process or content
- 19. REPUTATION MECHANICS Showcase employeeexpertise Examples Champion Top Performers Across departments or teams Showcase Mastery By creating different levels of achievement across the enterprise Expertise Tracks Highlight expertise in specific content or business processes
- 20. SOCIAL MECHANICS Connect employeeswith relevant people, content, and process Examples Activity Streams Empower employees to discover relevant process and content in their app of choice Finding & Following Connect them with like-minded colleagues Real-time Notifications Deliver them alerts as they happen across enterprise
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- 22. Process Determine Business Goals Determine Key Behaviors Examine Context of Behaviors Apply Appropriate Mechanics
- 23. Business Goals If itcan’t be measured, it’s not a good business goal. Business Goals Behaviors Context Mechanics
- 24. Determine key behaviors What does the target audience need to do in order to achieve the business goals? Business Goals Behaviors Context Mechanics
- 25. Examine the context Online or Offline? Social or Asocial? Competitive or Collaborative? Business Goals Behaviors Context Mechanics
- 26. Examine the context Demographics: Male / Female? Age Group? Culture / Nationality? Business Goals Behaviors Context Mechanics
- 27. Apply the mechanics Whatfeedback loop is missing to trigger, motivate or make easier the behavior? Business Goals Behaviors Context Mechanics
- 28. Behavior = Motivation, Ability,Trigger From the work of BJ Fogg
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- 30. ONLINE EDUCATION Lack ofstudent engagement Business goals: - Increase average grades - Decrease fail rate
- 31. Process Determine Business Goals Determine Key Behaviors Examine Context of Behaviors Apply Appropriate Mechanics
- 32. Thanks! Zack Bodnar zack@badgeville.com @yack87