The document summarizes UBS's experience launching a mobile game app called "Quiz and Fly" in Switzerland. The game was intended to promote UBS's brand and engage users. Key lessons included that casual mobile games can interact with diverse audiences, game mechanics can motivate user behavior, and crowdsourcing improved the app's development and user acceptance. The game was successful, ranking highly in app stores and receiving awards. However, engagement dropped off at each stage of the activation funnel, highlighting the need for ongoing promotion to generate downloads.

1. Public
April 28, 2016
Patrick Kramer
How Games can Support Business
Key Lessons from Launching UBS’s Game app “Quiz and Fly” in
Switzerland
Head Strategy & Service Management
Group Marketing and Communication Services

2. 1
Agenda
Why a mobile game1
Game mechanics and
promotion
2
Results and key lessons3
 Image copyrights: UBS, Flickr, Bilanz

3. 2
Patrick Kramer – Digital Strategist and Marketer
With UBS since 1999
 Patrick Kramer heads Service Strategy & Management
within Group Marketing & Communication Services.
 Prior to this he has spent more than 15 years in various
marketing and communication management roles,
successfully leading global strategy and change
management programs.
 Some recent examples include the implementation of the
GMCS operating model, the launch of UBS's first
edutainment game app and the development of UBS's
social media policy and governance framework.
 Patrick holds a MA in Economic Sciences from the
University of Basel and a MSc in Digital Marketing from
IE Business School Madrid.

4. 3
UBS – one of the leading financial firms
 We draw on our 150-year heritage to serve private, institutional and corporate
clients worldwide, as well as retail clients in Switzerland. Our business strategy is
centered on our pre-eminent global wealth management businesses and our
leading universal bank in Switzerland, complemented by UBS Asset Management
business and our Investment Bank, with a focus on capital efficiency and
businesses that offer a superior structural growth and profitability outlook.
 UBS is present in all major financial centers worldwide. It has offices in more than
50 countries, with about 35% of its employees working in the Americas, 36% in
Switzerland, 17% in the rest of Europe, the Middle East and Africa and 12% in
Asia Pacific. UBS employs about 60,000 people around the world.
 Its shares are listed on the SIX Swiss Exchange and the New York Stock Exchange
(NYSE).

5. 4
Get to know us
We are well-established and thoroughly globalWe are a premiere
global financial
services company.
We’re:
 a client-focused financial services firm with a 150-year history
 headquartered in Switzerland
 over 60,000 people in more than 50 countries
 committed to our wealth management businesses and our universal bank in Switzerland,
along with our asset management and investment banking businesses.
Switzerland
36%
Americas
35%
Asia Pacific
12%
Rest of Europe/
Middle East/Africa
8%
United Kingdom
9%

6. 5
Corporate Center/global (items managed
globally): (4,8) bn
Americas: CHF 1,8 bn
Asia Pacific: CHF 1,7 bn
WM WMA Global AM IB
UBS Region Switzerland – important cornerstone of
the Group
Europe, Middle East, and
Africa2: CHF 1,6 bn
0.6
Switzerland: CHF 3,2 bn
WM CH P&C AM CH IB CH
5
PbT FY151, in bn CHF
1 The regional figures do not correspond precisely to the financial statements of the UBS subsidiaries and branches established in the regions because they
reflect different allocation principles; 2 Europe, Middle East, and Africa excl. Switzerland

7. 6
UBS Region Switzerland – well positioned in our
home market
 Critical mass and a top player
in all businesses
 Access to expertise of UBS's
Wealth Management business
and investment bank
 Cross-divisional collaboration
approach to a coordinated
delivery of all services offered
by the bank
 Reaching >80% of Swiss wealth,
through our comprehensive
branch network
Exceptional
value to clients
Every third household
Every second lawyer
and fiduciary
Two out of three
family offices
>120'000 Swiss
companies; of the 250
largest corporates >90%
80% of the Swiss-domiciled
banks & brokers
Every third wealthy individual
Every third pension fund /
pension-related institution
Quellen: UBS internal analysis 6

8. 7
UBS Region Switzerland – perfect test market for
Quiz & Fly
Source: https://youtu.be/nYhm3zqUmVk
https://www.ubs.com/microsites/quiz-and-fly/en/game-app.html

9. 8
And a successful test market
Google Play & App Store Switzerland top rankings
#1 Educational games
Top 10 free games App Store
Top 50 free games Google Play Store
#1
Best of Swiss Apps
Bronze in category games
Google Play & App Store Switzerland user ratings
4/5 App Store
3.6/5 Google Play Store

10. 9
Quiz and Fly goals
 Branding
– Innovative
– Digital
– Mobile
 Explore a new digital format
 Engage with a broad target audience
– Convey business related messages
– Promote UBS activities

11. 10
Why a game?
+ =

12. 11
“A casual […] game is played in under an hour, set up and taught in under
10 minutes, and requires some light strategic thought. Casual games are
not specifically marketed to children, but can be enjoyed by anyone from
older children to adults.
Panel of industry professionals
http://casualgamerevolution.com/about/what-is-a-casual-game
”
Casual games
Casual games offer the opportunity to interact with a broad target audience
Source: S. Khalaf, Flurry five year report, Flurry blog, 2013
43%
26%
10%
10%
2%
2%
7% Games
Social Networking
Edutainment
Utilities
News
Productivity
Others
US users spend 2 hours 7 minutes per day inside apps
50% of population
are casual gamers
25% of population
plays casual, social
or mobile games
Source: Roland & Berger, Casual Gaming, 2012

13. 12
Casual games (cont.)
…these are approx 30 million
people
With 56 percent casual games are the most preferred type of games
Source: bitkom Research GmbH Studie, 2015

14. 13
User community
 User community
 Crowdsourcing
 Feedback loops
 Free beta testing
Our internal user community helped improve the game from an early development stage on

15. 14
Game mechanics - motivational elements
 Progress unlocks new air crafts and
destinations
 Leaderboard to compete with other
users
 Badges for special achievements

16. 15
“At first, I only wanted to
unlock access to new planes.
My competitive instinct took
over after a while and I started
aiming for the highest score
and wanting to be ahead in
the rankings.
JJG, 60 year old user and winner
of the launch competition
”
Game mechanics - motivational elements

17. 16
Game activation
To increase user interactions, promotion activities aimed at generating downloads and
motivating users to continuously play

18. 17
There is a strong correlation between Social Media marketing spend and app downloads
1
2
3
TEDxZurich event and internal activation
Increased marketing on YouTube and Facebook boosted app downloads
Weekend traffic on social media resulted in additional app downloads
Ongoing activation efforts required to generate app downloads
Promotion efforts timeline
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Days after release
SoMe marketing spend
App downloads
1
2
3
Spend/downloads

19. 18
Results ("ROI")
As performance metrics we defined app downloads and app usage
Social Media
Advertising
impressions
Clicks on SoMe
ads
Registrations
(potential leads)
Activation funnel (as of March 2015)
App usage
(number of times
questions were
answered)
2,6001,000,000
3,100,100
41,500
(100%)
(1.34%)
15,000(0.48%)
(0.08%)
App downloads
Other achievments
• Bronze at Best of Swiss Apps
Awards
• #1 in category educational games
• Top 10 in free games Apple app
store
• Top 50 in free games Google play
store
• >250 user generated questions
added
Each hurdle along the funnel significantly reduced the number of interactions

20. 19
Key lessons
Casual mobile games
 Casual mobile games can be a good way to interact with various audiences
(external and internal) in new ways
 Game mechanics or gamification can trigger a desired user behavior
Project success factors
 Find the right partner (large agencies vs small start ups)
 Crowdsourcing approach improved time to market and user acceptance
(beta testing with internal volunteers)

21. 20
Thank you for your attention
www.ubs.com/quiz-and-fly
Time for your questions.
Answer A Answer B
Answer C Answer D

22. 21
Contact
Patrick Kramer
Head Service Strategy & Management
Group Marketing & Communication Services
patrick.kramer@ubs.com
UBS AG
P.O. Box
CH-8098 Zurich
Tel. +41-44-234 11 11
www.ubs.com