This Social Innovation Game Plan was produced by Martin Naude as part of the 4-hour World Vision Case Study completed by the 12 World Finalists of LoyaltyGames 2014, the Loyalty and Gamification World Championships (http://www.theloyaltygames.com). All rights reserved.

1. 2014 WORLD FINALS
Note: All copyright and intellectual property rights remain with the Finalist who authored this submission.
Published by Professional Services Champions League (LoyaltyGames) with the author’s permission.
Finalist: MARTIN NAUDE
Country: SOUTH AFRICA
This Game Plan was created in 4 hours as part
of the LoyaltyGames 2014 World Finals

2. pin
Improving maternal and infant health

3. What does pin represent?
• A safety pin is recognizable and associated with mothers and babies.
• A safety pin is used to hold things together.
• A safety pin is attached to something.
• A safety pin is used to link things together.
The safety pin is the symbol for maternal and infant health and care and us
such underpins the efforts of World Vision to address these issues.
The pin programme provides the branding and mechanism to reach a wider
audience and tie them into the MDG vision.
The pin also represents the individuals commitment to these goals.

4. The pins
• Pins are physical as well as virtual representations of an individuals commitment to the vision.
• Each pin is unique (has a unique number) and can be collected physically or virtually.
• Each pin has some associated cost.
• Pins can be seen as a fashion item.
• Pins are purchased through a wide range of suppliers and virtual pins can be purchased online.
Partners can be brought in for distribution or to be aligned to the brand. These may include baby
stores, online baby retailers, Toys R’ Us or large supermarket chains.
• Pins can be stored in a virtual wallet by capturing the number (barcode with app).
• Pins can be shared with friends (by SMSing, tweeting or facebooking the code to them) creating a
chain of pins and creating a network effect. People can then get bigger pin chains. Sharing of pins
is similar to virtually linking them together.
Mothers with babies/young children will feel the most empathy towards the cause. Focusing on this
market and the channels (physical and digital) they frequent would increase engagement with the
brand and programme.

5. Marketing
The pin represents the commitment to mother and child health. Purchasing pins and collecting
pins provides a mechanism to get the message out there. Pins can be shared to create a network
allowing for a viral effect.
To launch though, the following can be used:
• Celebrity endorsements. Many celebrities have children or are pregnant, the pin is a simple
item for them to support. Linking to celebrities pins could be an achievement.
• Fashion pins. Pins can be customized and designed by leading pop culture or fashion icons. You
could have a Gucci pin that may be awarded to people or sold. Competitions around pins by
fresh/upcoming designers.
• Jewelry could be fashioned for higher end items. Jewelry could be made by the individuals and
shared.
• Partner with Facebook causes.
• Guinness world record. The most pins linked together physically.
• Virtual pin networks – ability to view the links created through virtually linking pins together.
• Vending machines – machines that vend pins and automatically tweet the number is available
to create a network.
• Pins could be given with large product suppliers (such as pampers) in support of the cause.

6. Virtual Pins
Each pin has a unique number. This number gives it purpose in the
digital realm. This digital representation links people online with the
vision and lays the groundwork for building loyalty in the future.
People can link pins together (via an app, tapping their phones or
SMSing each other or sharing on twitter/facebook) forming a chain of
pins. This pin “network” allows for people to disseminate information
later on to their network and get them behind causes. This network is
backed by Twitter and Facebook layering the communication on top of
these tools.
Innovative ideas can then be explored using these networks such as
location based views (how many people are using pins near me or are
there members of my pin network near by?)

7. Challenges
• Distribution and manufacture of pins to physical locations. The virtual
aspect mitigates this somewhat but the physical rollout needs quite a big
effort. Partnering with large stores initially can limit the risk.
• Education of people on how to utilize the virtual networks. This needs to
be succinctly communicated. Maybe use platforms such as The View to
educate people. Need to make it as simple as possible.
• Reasons for collecting pins may need to be emphasized digitally.
Communication is essential here as well as the emphasis on the longer
term programme.
• Digital rollout requires quite a bit technology to support longer term vision.
Need to ensure technology partner has a proven track record.
• Localisation requires more effort. Localization may need to be addressed
following the success of the initial rollout.

8. Loyalty Rewards Programme
Our vision is to improve the lives of mothers and children through the
creation of a network of like minded individuals in support of a noble cause.
Through our interactions and efforts, we can make a difference in the lives of
mothers and children.
Our strategy is to create a virtual network of like minded individuals utilizing
the pin as the call to action. This network will distribute information and rally
behind causes providing the necessary resources to accomplish our goals.
Utilising the pin as the foundation and pneumonic trigger, the loyalty
programme will incentivize and reward individuals who engage and
contribute to smaller causes and the overall vision.

9. The Loyalty Rewards Programme
• The programme will be a behavior driven structure whereby members
doing some type of activity (posting, sharing etc.) will be rewarded.
• These behaviours can be quantitative (such as posting or sharing) or
qualitative another member can recognize you).
• Rewards can be direct (as in when a behavior is performed the reward is
provided).
• Rewards can be digital vouchers such as iTunes or discount vouchers
negotiated with vendors.
• Alternatively points may be assigned and redeemed in a store.
• Members are alerted when they perform these actions and they may be
recognized on social networks.
• This would be a vanilla rewards programme with minimal gamification
elements. The next section ratchets it up.

10. The Loyalty Rewards Programme
• Predictive analytics are used to work out which members are more
likely to respond to the best incentives and perform the behaviours if
reminded.
• Mobile channels are used for engaging with the programme and
receiving alerts. They may also be sued as a redemption mechanism
for rewards.
• USSD may be used in other countries. This simplified interface allows
for members across all walks of life to integrate with the programme.
This can also be used for education of recipients of the World Vision
assistance.

11. Measurability
• Members engagement can be measured in behavior being
performed, logging on to engage with the programme or the
redemption of rewards.
• The data should be available through a system which has recorded
and verified the data.
• The activity data should be measured before and after. The metrics
define the behaviors (such as number of shares) and can be
measured.
• The budget for profit may be higher and the type of behaviours to
drive might change.

12. Gamification
• The pin programme can be gamified and aligned with the vision by
providing a structure to leverage the networks and peoples resources.

13. How it works
The pin is the digital “currency” and reflection of an individuals impact on the network.
A cause is a set of requirements created to further the vision. Causes are created by World
Vision to further the vision and may be physical as well as virtual call to actions. Causes
may require money, resources or information.
Members connect with other members via linking their pins together. This network can be
used for communication or to rally behind a cause.
Pins are assigned as follows:
• Pins can be purchased in store or online and are added to a members virtual wallet.
These are not realized towards their pin score until such time as they’re used in a cause
or donated to another member.
• Members can donate pins to other members who they think have had an impact on a
cause.
• Members can receive pins for taking actions within the network. For example, if a cause
requires blankets and members donate, members will receive pins accordingly.
• Members can receive pins for communicating a cause.

14. Causes
The key to the programme is furthering causes. Members gain pins (and ranking)
based on their contributions to a cause.
Members may join a cause and view the progress.
A cause requires the following:
• Cash resources utilized through the distribution of purchased pins by members.
• Informational resources whereby members distribute the information to their
networks and realize pins that way.
• Time resources whereby members assist with the cause.
• Physical resources whereby members provide goods.
Each of these elements is controlled by the cause organizer who initially is a
member of World Vision. Later iterations may allow members to create their own
causes and rally their networks to it.
Feedback is provided to members on the progress of a cause.
Members are suggested causes to join given previous contributions.

15. Rewards
The programme should not offer cash incentives. These would be
counter to the ethos of the programme.
Members are ranked according to their pin score and may be split
geographically on a heat map or by some other factor.
Rewards are given to the top 10 members in certain categories. So the
top 10 in the US for the month may each get a prize. The prize is
something experiential maybe meeting a celebrity or getting your
name on a board at a clinic.

16. Rewards Requirements/Measurability
• The campaigns can be measured in effectiveness of the cause and the
number of people communicating, joining and contributing to it. The
network and cause structure offers a great mechanism to capture data and
measure peoples engagement with it.
• The programme would utilize mobile devices and communications in terms
of people getting behind the causes and tracking progress. Members could
be sent updates and if they could contribute (maybe a combination of
location and causes they’re signed up for) and push notifications to them.
• If this was a for profit initiative, the networks and causes could be changed
to be reflect purchasing of products and the measuring of a network effect
linked to it. People could be incentivized to distribute products to their
network. The pins could be collectable with real value assigned.

17. Gamification Structure
• Pins and Chains fit naturally into a game. Thus the gamification would be built around the collection of pins (through either purchasing or executing some task, such as donating
an item or getting a certain number of people to share a cause post, signing a petition etc), and building of Chains
• 1. The Players.
• The game would target mainly females in the 22 - 40 year old age range, as they would have first hand experience around maternity and young child hood issues. It is assumed
that they would be receptive and sympathetic to the campaign.
• 2. The mission
• The goal of the game is to increase your "pinned" count to causes (donations, actions), as well as build your "chains" or networks.
• 3. Game Components.
• The components in the game are Players, Pins, Causes and Chains.
• Causes are needs identified by World Vision.
• Pins are virtual or physical safety pins which are sold and the proceeds constitute a cash donation.
• Chains are player networks - players can link up to each other to create viral marketing and donation chains.
• 4 How to play?
• Player Pinned count increases when they donate or contribute to a Cause in some way - eg buying a pin and pinning it to that cause or sign a petition for that cause, or donating
some physical item to a cause . The most usual way will be to buy a pin (either physical or virtual) and then "pinning" it to a cause. By pinning to a cause, players essentially donate
the pin cost to that cause. The mechanism used is to give each pin a unique code, which allows the pin to be pinned to only 1 cause. It also serves as the routing mechanism for
cash flow to each cause
• Chains are built when players link to other players or get other people to sign up. The purpose of building chains is to create a network to push cause and campaign information
through, as well as facilitate viral marketing of the World Vision cause. Player can link online or through the mobile app by getting into close proximity
• Players can increase levels on their "Pinned count" to be awarded different level "Contributers". They could be awarded different stylised virtual Pin Badges for each level .These
could be over multiple dimensions eg, sheer number of pins (silver pin level = 100 pins attached to causes, 1000 gold level etc) or breadth of contribution For example Local
Contributer level, Regional Contributer, World
• They may also be awarded different levels of "Influencer", which is calculated from the chains they build. Chains are built when they link to other members or get other people to
sign up.

18. Winners announced during Finals Live Stream
9am (PDT) Saturday August 9, 2014
www.theloyaltygames.com