- Rabobank established a Gamification Hub in 2013 to experiment with using gamification to increase user engagement and change behaviors for both customers and employees. - The Hub ran several pilots including using gamification to increase the number of customers completing the mortgage application process online, engage employees to continuously improve their work, and reduce IT issue reassignments. - A "Player Journey Experiment" also tested gamification's impact on customer savings activities and found it significantly increased engagement, especially for less experienced customers. - The summary discusses how gamification is still new for banks but can be effective when designed to motivate users in hidden ways rather than just using obvious mechanics like points, badges, and leaderboards.

1. Gamification and banking
Breaking a lance for gamification in a financial institute
GSummit 2014
Maarten Molenaar | Rabobank Netherlands

2. “You can discover
more about a person
in an hour of play
than in a year of
conversation.”
Who am I ?

3. <Damgloin>
Healer
(support role)
Achiever/free spirit
Who am I ?

4. • Maarten Molenaar
• Manager Gamification Hub
• Rabobank Netherlands
– 10 million customers
– 1.9 million members
– 45.000 employees
– 48 countries
@MaartenMA
Maarten Molenaar

5. Applying game-design thinking to a non-game
context in order to achieve:
- a higher level of user engagement
- change behavior
- solve complex situations
How I define Gamification

6. Topics of this talk

7. Gamification at Rabobank

8. 2012: Business case for
gamification
2013-2014
Gamification Hub
2011: gamification &
business?
The road to get there

9. 2012: Business case for
gamification
2013-2014
Gamification Hub
2011: gamification &
business?
The road to get there

10. Rabobank Gamification Hub

11. 2012: Business case for
gamification
2013-2014
Gamification Hub
2011: gamification &
business?
The road to get there

12. Inspiring & teaching
• Inspire colleagues
• Teach them gamification design
thinking.
• Invite them to share and co-
create
Learn from ongoing projects
• Combine the fields of (academic)
knowledge
• Collaborating in the enterprise
gamification community
Advice & design
• On Gamification/gaming topics
• Design in (IT)projects
• Choosing suppliers
• Setting up new projects
Rabobank Gamification Hub

13. The Gartner Hype Cycle

14. The Gartner Hype Cycle
Experiment
Formulate
vision
Implement
Benefit

15. • Connect projects: share lessons learned, promote results.
• Research: learn from research inside and outside the banking field.
• Communicate: Newsletters, promotions,Yammer, presentations.
• Know your organization: learn the issues and problems in your
company.
1
Learn
• Workshops: teach design thinking, generate leads.
• Advice: Find different levels of gamification solutions.
• Solve problems: Connect problems with gamified solutions
(suppliers).
• Stakeholder management: Find the cowboys, support them, share.
2
Teach
• Position: From outside/in, bring it to the core, front of business chain
• Coach: Show colleagues how to continue.
• Build business cases: Show the added value.
• Step back: Don’t be “Mr. Gamification”
3
Integrate
Rabobank Gamification Hub

16. Three showcases

17. Rabobank Mortgage Process:
How can we engage our customers to
prepare for their mortgage online.
• Uploading over 20 documents.
• Providing all the required (personal)
information in time.
• Reading into information/learn about
mortgages
Rabobank Mortgage process

18. • “A mortgage is a complex and lengthy
procedure.”
• “The bank could tell me anything since
I don’t understand it at all.”
• “I don’t know where to start.”
• “I want to get an early indication.”
• “I don’t know which
documents to provide.”
• “It is easier to just bring them
to the bank”.
“A mortgage consultation is
expensive.”
Reward: € 450 discount on the
consultation fee for customers who
completed the process online.
1.500.000 users | 49.5000 consultations
30% increase in use of online channel
Rabobank Mortgage process

19. Rabobank Mortgage process
How can we stimulate employees to adapt to their ‘new’ role as a
mortgage advisor?

20. CRM Challenge:
How can we engage our employees to
continuously improve their work.
• Reduce the response time on customer
calls
• Adapting the ‘lean-principles’ of work
(continuous improvement, short-cycled
operational steering)
CRM Challenge

21. 50% decrease of throughput on service requests
high adoption of lean methods
CRM Challenge

22. How can we reduce the amount of reassignments of reported
IT-incidents between different assingment groups?
Distribution Challenge

23. Player Journey Experiment
How can we engage customers with their
savings activities.(empirical research)
• Be aware of their financial mutations
(income/outcome).
• Set up (and reach) savings goals.
• Set up (and maintain) budgets.
• Experience unburdened financial
control.
Player Journey Experiment

24. Player Journey Experiment

25. “Different customers need
different levels of guidance from
their bank.”
“How do I know that I’m on the
right track?”
“What do I need to
do to develop the
correct savings
habits.”
Player Journey Experiment

26. Can we get our own empirical proof for the positive effect of
gamification on customer engagement?
• Engagement on Player Journey group was significantly higher.
• Engagement and appreciation of gamification was higher with low
expertise.
• Adaptive nature of the Player Journey is of vital importance!
Player Journey Experiment

27. Other activities

28. Other activities

29. Other activities

30. Other activities

31. Other activities

32. Gamification.co Banktech.com
Do banks lag behind on gamification…?
Banking & Gamification

33. Banks in the early days

34. Crisis & Scandals

35. Banks nowadays

36. • A lot of criticism from our customers on the way we
offer our services.
• “Banks should stick to the basics.”
• Gamification in its current form is often considered a
“waste of money”.
What does that mean?

37. • Bad reliability & lack
of trust influence the
willingness to “play”.
• Current gamification
manifestations may
be too explicit.
• Gamification should
be on the border of
this ‘magic circle’ not
inside.
The world we live in
Where we
agree to play
Magic circle – Johan Huizinga
Reluctance to enter the circle

38. BBVA vs Rabobank

39. Points Badges Leaderboards
Gamification should not be defined by:
The PBL Paradigm

40. • It is about the
motivational
design and the
gamification
mechanics!
• The real power of
gamification is in
the hidden
motivators.
The real power of gamification

41. Gamification can apply for banks in:
• Increasing employee engagement
• Adoption of (behavior) change in internal change
programs
• Supporting customers in complex procedures and
products.
• Engaging customers with a controlled and healthy
financial lifestyle.
Gamification & Banking

42. Banks need gamification
designers with an open mind
Move beyond PBL’s

43. Thank you!
Maarten Molenaar
m.a.molenaar@rn.rabobank.nl
@MaartenMA
Endgame