How to Get Started with Gamification
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This document provides information about an organization called Badgeville that designs gamification solutions for businesses. It includes their contact information and information about webinar topics. It also discusses the benefits of gamification, how it works, and Badgeville's gamification process, products, services, and customers.
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How to Get Started with Gamification
- 1. Contact Us www.badgeville.com Laura Lilyquist Tony Ventrice Twitter: @badgeville
- 2. Webinar Series 1. Employee Engagement 2. How to Get Started 3. How to Measure Success
- 4. Engagement’s dramatic impact Companies with engaged employees see 240% improvement in business results. “Work units in the top 25% … have significantly higher productivity, profitability, and customer ratings, less turnover and absenteeism, and fewer safety incidents than those in the bottom 25%”
- 5. Active self-interest Adaptive technology Intrinsic rewards Key elements of engagement
- 6. Presentation Topics Planning and DesignBusiness Gamification Badgeville Solutions
- 7. Applies game science to non-game applications Leverages intrinsic motivators like self- interest, status, and personalization Designed to drive business results from targeted actions and measurements Business Gamification “When designed correctly, gamification has proven to be very successful in engaging people and motivating them to change behaviours, develop skills or solve problems” Brian Burke Research VP, Gartner
- 8. Business Gamification is Designed to Improve the Use of Enterprise Applications
- 9. Spending on gamification will grow by 67% year over year to $5.5B in 2018 SOURCES: Markets and Markets, M2 Research 0. 1.8 3.5 5.3 7. 2014 2015 2016 2017 2018 Gamification Market Forecast $Billions $5.5B Business Gamification is Large and Growing
- 10. Presentation Topics Planning and DesignBusiness Gamification Badgeville Solutions
- 11. The Badgeville Process Gamifying your business Define Business Goals & Create KPIs Design Gamification Solution Measure KPIs via Real-Time Analytics Define User Personas Refine and Evolve Over Time
- 12. • Who is your audience? • What do they value? • How will success be measured? Know your business Problem Definition Defining the game
- 13. Stanford researcher BJ Fogg defines engagement as: (Emotions) (Teach) (UI) Motivation + Ability + Triggers Solution Engagement Engaging for Gamification success
- 14. Stanford researcher BJ Fogg defines engagement as: (Emotions) (Teach) (UI) So, what emotions can we tap into to motivate employees? Motivation + Ability + Triggers Solution Engagement Engaging for Gamification success
- 15. Stanford researcher BJ Fogg defines engagement as: (Emotions) (Teach) (UI) So, what emotions can we tap into to motivate employees? Life is a journey. People are motivated by the sense of making progress. We often call this ‘growth’ The secret to Gamification is creating a sense of growth. Motivation + Ability + Triggers Solution Engagement Engaging for Gamification success
- 16. Learning Concentrating, solving puzzles, accumulating knowledge, exploring the unknown, making connections and discoveries Smart Growth Intrinsically motivating by telling a personal story Feel: By:
- 17. Learning Overcoming Challenges Concentrating, solving puzzles, accumulating knowledge, exploring the unknown, making connections and discoveries Competing, winning, accomplishments, victory in the face of adversity, challenge, thrill, respect Smart Success Growth Intrinsically motivating by telling a personal story Feel: By:
- 18. Learning Overcoming Challenges Social Connections Concentrating, solving puzzles, accumulating knowledge, exploring the unknown, making connections and discoveries Competing, winning, accomplishments, victory in the face of adversity, challenge, thrill, respect Bonding, collaboration, cooperation, roles, teamwork, network of contacts, popularity, specializations Social Value Smart Success Growth Intrinsically motivating by telling a personal story Feel: By:
- 19. Learning Overcoming Challenges Social Connections Building/Finding Order Concentrating, solving puzzles, accumulating knowledge, exploring the unknown, making connections and discoveries Competing, winning, accomplishments, victory in the face of adversity, challenge, thrill, respect Bonding, collaboration, cooperation, roles, teamwork, network of contacts, popularity, specializations Contentment, faith, completeness, order, part of a larger plan, clear rules, right and wrong, purpose Social Value Smart Structure Success Growth Intrinsically motivating by telling a personal story Feel: By:
- 20. 1) Determine the personas and their motivations 2) Identify company objectives (ROI) 3) Establish High-level Behaviors List 4) Uncover underlying behaviors 5) Predict behavior frequencies 6) Evaluate as a whole Behaviors are the atomic unit of Gamification. They are the actions players perform that you are able to track and influence. Choosing Behaviors The steps to choosing behaviors
- 21. Considering what we know about our personas and behaviors, how can we organize the behaviors? Repeating •Reward once vs. reward every time Groups •Order and grouping by task, theme, timing, etc. Time Intervals •Scheduled intervals vs. persistent record Cooperative • Role specialization, team obligations Competitive • Increased pressure, repeat for perfection Growth • How are the behaviors being organized to tell a story of growth? System Considerations Emotion Considerations Context: Pre-existing Organizing behaviors
- 22. System Context Created The 3 layers of Gamification Quantify: • Tangible Data • Organized Goals Competitions & Challenges Organized Objectives
- 23. System Reputation Context Created The 3 layers of Gamification Quantify: • Tangible Data • Organized Goals Qualify: • Expressing Status • Aptitude Record of Talents Record of Victories Record of Friends /Associates Competitions & Challenges Organized Objectives
- 24. System Reputation Social Context Created The 3 layers of Gamification Quantify: • Tangible Data • Organized Goals Qualify: • Expressing Status • Aptitude Connect: • Groups • Facilitating Connections Record of Talents Record of Victories Record of Friends /Associates Opportunities to Socialize Competitions & Challenges Organized Objectives
- 25. • Consolidate visualizations, stats, records, etc. • Information sorted by priority • Information sorted by context • Visual metaphors (color code, shapes, icons) • Theme (if any) • Naming / game text (keep it ‘playful’) Each feature needs a visualization Behaviors + Context + Interface = Complete Gamification ‘feature’ Interface Design Visualizations
- 26. • You have motivators, behaviors, context and visualizations • You need to be able to talk about the building blocks that bring all three together. • We call these features. Smart Success Social Value Structure Task List Significant Levels Significant Moderate Career Badges Moderate Significant Moderate Moderate 3 different ‘features’ 3 different interpretations of badges 3 different methods of motivating Example: Features Motivators, Behaviors, and Contextual Layers
- 27. Two missions, progress by behavior count, expectation in one quarter Curve balanced by percentage of expectation Balancing Progress through a system
- 28. Monitor Analyze EnhanceOPTIMIZE ONGOING SUPPORT Analyze results and determine effectiveness of behavioral change to continue to enhance the solution Monitor: Using Real Time Analytics to Monitor Activity on the Site Analyze: Analyze the Deployment Against Target KPI’s and Targets Enhance: Repeat the design process with new goals in mind Iteration A process, not a project
- 29. Presentation Topics How To Get Started Business Gamification Badgeville Solutions
- 30. Pioneered business gamification market in 2010 Startup backed by leading venture investors Top talent team with expert game designers & data scientists 30 Badgeville offers a SaaS solution that delivers business gamfication for enterprise applications Badgeville is the Leader in Enterprise Gamification With Nearly 300 Successful Deployments
- 31. CUSTOMERS Badgeville has deployed business gamification with many leading brands
- 32. Connectors for Key Applications Decrease deployment time for leading platforms Enables System Admins to deploy and manage Eliminates the need for internal development resources Reduces deployment time to 30 days Products Badgeville Products & Services
- 33. Gain new insights into discrete user behaviors & actions Get immediate insights and clear action items Manage ongoing program analysis View program changes dynamically Unique View of Users, Usage & Behaviors Analytics Badgeville Products & Services
- 34. PlatformA Robust Enterprise Platform for High Scale Eliminate risk with high scalability to millions of actions/day & billions of API calls/month Protect security with private cloud, Safe Harbor, SOC2 Type I and SAS-70 Type II compliance Maintain control with role-based Access Control — Enterprise admins, app admins, and read-only access Badgeville Products & Services ENTERPRISE GRADE
- 35. THANK YOU For more information: marketing@badgeville.com
Hinweis der Redaktion
- Before you start building anything, you need to identify the right goals. At Badgeville, we call this group of goals the ‘business scenario’… Note: Employees vs. Customers= Is it a voluntary experience or not?
- The objective of most gamification projects is to engage the users. When you talk about engagement, it first helps to understand the work of Standford researcher BJ Fogg. His behavioral model states, that in order to get someone to do something, there needs to be three things Present: they need to want to do it (motivation on the left), they need to be able to do it, and something needs to trigger them to cause them to think about doing it. So he has this orange line, and anything on the left side, they are either unwilling or unable to do. On the right side, we have the space where they are willing to act. The Fogg model is pretty simple once you get it. If your users aren’t able to do something, you need to teach them first, and if they forget about it, you need to remind them in the interface, but motivation is where things get complicated. The Fogg model has no easy answer to how to make people want to do something.
- The objective of most gamification projects is to engage the users. When you talk about engagement, it first helps to understand the work of Standford researcher BJ Fogg. His behavioral model states, that in order to get someone to do something, there needs to be three things Present: they need to want to do it (motivation on the left), they need to be able to do it, and something needs to trigger them to cause them to think about doing it. So he has this orange line, and anything on the left side, they are either unwilling or unable to do. On the right side, we have the space where they are willing to act. The Fogg model is pretty simple once you get it. If your users aren’t able to do something, you need to teach them first, and if they forget about it, you need to remind them in the interface, but motivation is where things get complicated. The Fogg model has no easy answer to how to make people want to do something.
- The objective of most gamification projects is to engage the users. When you talk about engagement, it first helps to understand the work of Standford researcher BJ Fogg. His behavioral model states, that in order to get someone to do something, there needs to be three things Present: they need to want to do it (motivation on the left), they need to be able to do it, and something needs to trigger them to cause them to think about doing it. So he has this orange line, and anything on the left side, they are either unwilling or unable to do. On the right side, we have the space where they are willing to act. The Fogg model is pretty simple once you get it. If your users aren’t able to do something, you need to teach them first, and if they forget about it, you need to remind them in the interface, but motivation is where things get complicated. The Fogg model has no easy answer to how to make people want to do something.
- So what motivates people? The answer is the sense of progress, growth, purpose, and meaning. There are 2 main motivational types: intrinsic and extrinsic. Here at Badgeville, we believe people only do things for one or more of these four intrinsic reasons…also known as the 4 S’s: To feel smart and people will do this by learning new things 2. They may be motivated by the feeling of success, so they are going to want to overcome challenge…can you create a gamification program that will feed this desire? 3. People want to feel socially valued and are likely going to seek social connections and 4. People are motivated to feel structured, so they will build or look for order in chaos. Intrinsic motivators are one of the most effective to use in gamification. They are far more valuable to users, and to a business owner, because they are much more cost effective. There is nothing you have to pay out to users. Note: So what motivates people? People are motivated by the sense of progress. This is sometimes called purpose, meaning or mastery. It all refers to the same thing. Digging one layer deeper, how is progress measured? Progress can be broken up into four basic categories: Learning, overcoming challenges, building social connections and finding order. Another way of looking at it is, people want to feel: smart, successful, socially valued and structured.
- So what motivates people? The answer is the sense of progress, growth, purpose, and meaning. There are 2 main motivational types: intrinsic and extrinsic. Here at Badgeville, we believe people only do things for one or more of these four intrinsic reasons…also known as the 4 S’s: To feel smart and people will do this by learning new things 2. They may be motivated by the feeling of success, so they are going to want to overcome challenge…can you create a gamification program that will feed this desire? 3. People want to feel socially valued and are likely going to seek social connections and 4. People are motivated to feel structured, so they will build or look for order in chaos. Intrinsic motivators are one of the most effective to use in gamification. They are far more valuable to users, and to a business owner, because they are much more cost effective. There is nothing you have to pay out to users. Note: So what motivates people? People are motivated by the sense of progress. This is sometimes called purpose, meaning or mastery. It all refers to the same thing. Digging one layer deeper, how is progress measured? Progress can be broken up into four basic categories: Learning, overcoming challenges, building social connections and finding order. Another way of looking at it is, people want to feel: smart, successful, socially valued and structured.
- So what motivates people? The answer is the sense of progress, growth, purpose, and meaning. There are 2 main motivational types: intrinsic and extrinsic. Here at Badgeville, we believe people only do things for one or more of these four intrinsic reasons…also known as the 4 S’s: To feel smart and people will do this by learning new things 2. They may be motivated by the feeling of success, so they are going to want to overcome challenge…can you create a gamification program that will feed this desire? 3. People want to feel socially valued and are likely going to seek social connections and 4. People are motivated to feel structured, so they will build or look for order in chaos. Intrinsic motivators are one of the most effective to use in gamification. They are far more valuable to users, and to a business owner, because they are much more cost effective. There is nothing you have to pay out to users. Note: So what motivates people? People are motivated by the sense of progress. This is sometimes called purpose, meaning or mastery. It all refers to the same thing. Digging one layer deeper, how is progress measured? Progress can be broken up into four basic categories: Learning, overcoming challenges, building social connections and finding order. Another way of looking at it is, people want to feel: smart, successful, socially valued and structured.
- So what motivates people? The answer is the sense of progress, growth, purpose, and meaning. There are 2 main motivational types: intrinsic and extrinsic. Here at Badgeville, we believe people only do things for one or more of these four intrinsic reasons…also known as the 4 S’s: To feel smart and people will do this by learning new things 2. They may be motivated by the feeling of success, so they are going to want to overcome challenge…can you create a gamification program that will feed this desire? 3. People want to feel socially valued and are likely going to seek social connections and 4. People are motivated to feel structured, so they will build or look for order in chaos. Intrinsic motivators are one of the most effective to use in gamification. They are far more valuable to users, and to a business owner, because they are much more cost effective. There is nothing you have to pay out to users. Note: So what motivates people? People are motivated by the sense of progress. This is sometimes called purpose, meaning or mastery. It all refers to the same thing. Digging one layer deeper, how is progress measured? Progress can be broken up into four basic categories: Learning, overcoming challenges, building social connections and finding order. Another way of looking at it is, people want to feel: smart, successful, socially valued and structured.
- To figure out all of your ingredients, you need to… Note: This is essentially the list we will be doing in the case study
- At this point, you should have a rich set of behaviors that you’re comfortable with and you’re finally ready to move on to defining the ‘process’ portion of your gamificaiton program. This is also about the balance of emotional and system design. You have your ingredients and even some idea of your desired final product, so now its time to define how to get from ingredients to cake. All of the work we’ve done getting to know our behaviors will become the answers to some considerations, guiding us to the ‘right’ features. For Systems, we need to consider things like whether or not rewards should be repeatedly given to users. Emotion considerations include how we might create a story of growth with behaviors.
- Once you’re tracking behavior, you need to respond to those behaviors. This level of response is often called the ‘mechanics’. Mechanics are basically the logic, rules and features of a behavior management program. It can be helpful to think of Mechanics as coming in three different types. Game mechanics are anything that measure and compare. Counting behaviors and setting quantified goals are at the core of game mechanics. If I have 500 points, that’s a product of game mechanics. If 500 points means I’m a site guru, that’s a reputation mechanic. Reputation mechanics are really just the story you tell and should be easy to implement. But don’t underestimate the difficulty of building successful reputation mechanics. First, you need to understand what your audience values: what they want to hear about themselves. Then you need to use the numbers to tell that story. Social mechanics are features that enable users to interact with other users. This could be simple one-way communication, like the ability to browse and view another user, or more sophisticated features like discussion forums and groups or teams. And here we can see how the 4 intrinsic motivators are support by our three mechanics. Game mechanics are great at motivating those who like to feel successful and structured. Reputation supports the feelings of being smart successfl and socially valued. Social mechanics help people feel socially valued and this is big deal for websites like Facebook or Linkedin.
- Once you’re tracking behavior, you need to respond to those behaviors. This level of response is often called the ‘mechanics’. Mechanics are basically the logic, rules and features of a behavior management program. It can be helpful to think of Mechanics as coming in three different types. Game mechanics are anything that measure and compare. Counting behaviors and setting quantified goals are at the core of game mechanics. If I have 500 points, that’s a product of game mechanics. If 500 points means I’m a site guru, that’s a reputation mechanic. Reputation mechanics are really just the story you tell and should be easy to implement. But don’t underestimate the difficulty of building successful reputation mechanics. First, you need to understand what your audience values: what they want to hear about themselves. Then you need to use the numbers to tell that story. Social mechanics are features that enable users to interact with other users. This could be simple one-way communication, like the ability to browse and view another user, or more sophisticated features like discussion forums and groups or teams. And here we can see how the 4 intrinsic motivators are support by our three mechanics. Game mechanics are great at motivating those who like to feel successful and structured. Reputation supports the feelings of being smart successfl and socially valued. Social mechanics help people feel socially valued and this is big deal for websites like Facebook or Linkedin.
- Once you’re tracking behavior, you need to respond to those behaviors. This level of response is often called the ‘mechanics’. Mechanics are basically the logic, rules and features of a behavior management program. It can be helpful to think of Mechanics as coming in three different types. Game mechanics are anything that measure and compare. Counting behaviors and setting quantified goals are at the core of game mechanics. If I have 500 points, that’s a product of game mechanics. If 500 points means I’m a site guru, that’s a reputation mechanic. Reputation mechanics are really just the story you tell and should be easy to implement. But don’t underestimate the difficulty of building successful reputation mechanics. First, you need to understand what your audience values: what they want to hear about themselves. Then you need to use the numbers to tell that story. Social mechanics are features that enable users to interact with other users. This could be simple one-way communication, like the ability to browse and view another user, or more sophisticated features like discussion forums and groups or teams. And here we can see how the 4 intrinsic motivators are support by our three mechanics. Game mechanics are great at motivating those who like to feel successful and structured. Reputation supports the feelings of being smart successfl and socially valued. Social mechanics help people feel socially valued and this is big deal for websites like Facebook or Linkedin.
- Once you have a design, you have the systems. But you still need the user interface – a huge aspect of how the experience is received is in the user interface. A good system can be ruined by bad presentation. So each of your features should have visualization that might allow for information to be sorted by priority or context. Create visual metaphors by color coding text or using shapes. Create a theme for your program and use playful naming conventions. Be sure to learn about user interface or find someone who can help. If features do not have a visualization, they will not exist to the user because they can not be seen or interacted with.
- Mechanics are just lenses used to define building blocks needed for building your program. These building blocks are grouped together to create features, which are used to achieve different user experiences. Features are complete, simple, system interactions, and are much easier to talk about than mechanics. But try to be aware of which mechanics they are using. Badgeville has built a number of proprietary features and identified which of the motivators they address. Features can also be thought of as recipes that prescribe which badgeville platform objects to use to develop user motivation. For example, all three of the features above use achievements, rewards and missions. You see we have 3 different badges that can be created, along with three different methods of motivating users. So a task list highly supports the feeling of structure, while career badges primarily supports a feeling of success, with feeling smart or structured as secondary motivators. One could argue that the badges could be used in a social context, displaying them for the world to see.
- Balancing is not easy and the images here depict this fact, but feel relieved knowing that Badgeville’s templates are built to include logic to automate the balancing process. Badgeville producers are also able to provide expert advice on system balancing. The inputs to balancing are expected and desired usage rates: in the example on the left we see the system of two missions and a list of the expected behaviors need to complete the missions over the course of one quarter. The outputs are behavior milestones, applied to levels, rewards and missions: The example on the right shows a percentage of rewards expected to be earned during some time interval. Note: Just to give the idea this is a cyclical system, not to necessarily educate. 100% is at the 1..but we are pushing above
- Unless you completely rocked your implementation, there are going to be features that were put on hold to get your program launched. So your first priority is getting these features implemented. Once the basic design is fulfilled, there are two aspects to iterating: tuning and adding new content. You start by going through the Optimize phase of an engagement programs lifecycle. Here you monitor the real time analytics and analyze your findings to make sure that you are meeting business goals and targeted KPIs. Tuning involves viewing the performance analytics to build an understanding of how users are interacting with the system. Maybe your initial usage assumptions were wrong and they need to be corrected. You need to know if: Are users progressing too slowly or quickly through the program? Are they engaging with every aspect of the program? This brings us to our other long-term responsibility of enhancing and refreshing the content. Certain systems, like reputation tracks, need to remain constant, but they may need to be extended or appended. More content-driven features like affinity collections or competitions need a steady supply of new content to keep them interesting. Note: Maturity Model - Features, Content, and Correction