BBVA Innovation Edge. Gamification (English)
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The document discusses gamification, its principles, and applications in various sectors including business, health, and education. It emphasizes the significance of 'flow' in gaming, where individuals are fully engaged and find joy in their activities, which can be harnessed for motivation and enhanced participation. It highlights the growing trend of integrating game mechanics into non-game contexts to drive user engagement and achieve organizational goals.
BBVA Innovation Edge. Gamification (English)
- 1. SEPTEMBER 2012 3 Gamification The Business of Fun Getting into the Flow The Fun Way to Engage Gaming Gamification Global Snapshots also in this issue Technology Trends Trending Issues
- 2. contents Facts & Figures: We Love to Play.......................................4 Getting into the Flow........................................................................8 The Fun Way to Engage.............................................................12 Gaming Gamification....................................................................22 The Promise and the “Fine Print”...................................26 Global Snapshots...............................................................................32 BBVA & The Gamification........................................................37 Innovation Forecast...................................................................... 40 In Depth.......................................................................................................44 Sections........................................................................................................48 Technology Trends..................................................................48 Trending Issues..............................................................................52 Gamification & Banking event..........................................59 Innovation at BBVA........................................................................60 Credits............................................................................................................62 02 Innovation Edge
- 3. “We love to play” Facts & Figures 18% of gamers are under 18 years of age “Gaming is productive. It produces positive emotion, stronger social relationship, a sense of accomplishment, and for players who are a part of a game community, a chance to build a sense of purpose.” Jane McGonigal, Institute of the Future (IFTF) 53% Director of Game Research & Development of gamers are between 18 to 49 years old Ver video The average age of a gamer is 37 years old 70% of senior level executives 72% take breaks to play games everyday of households play computer 29% of gamers are over 50 years of age or video games 58% of gamers 42% are women are men 4 September 2012 | GAMIFICATION 5
- 4. 47% 65% of gamers play play Puzzle, Trivial, Board Games and Card Games 21% games socially 55% play Action, Strategy, Sports and Role Playing of gamers play on mobile devices 13% play Downloadable Games 33% 11% of gamers say that games is their favorite entertainment activity play Persistent Multi-Player 19% Universe of gamers pay 8% to play online Other types Sources: Entertainment Software Association | 2011 Sales, Demographic and Usage Data, 2011 PSFK l The Future of Gaming, 2011 Jane McGonigal l Reality is Broken, 2011 6 September 2012 | GAMIFICATION 7
- 5. Fun is Found in the Flow Getting into M ihaly Csikszentmihalyi, one of the leading re- searcher on the topic of happiness, describes flow as “being completely involved in an activity for its own sake. The ego falls away. Time flies. Every The experience of flow is often described as “a spon- taneous joy while performing a task.” In the context of sports, athletes sometimes talk about being in the zone; “a state where the body and mind are in per- the Flow action, movement, and thought follows inevitably fect harmony, and movement becomes effortless.” from the previous one, like playing jazz. Your whole Sources: Wired |has shown Go with the flow, 1996 being is involved, and you’re using your skills to http://www.wired.com/wired/archive/4.09/czik_pr.html the utmost.” There are 8 major components com- Gartner | Maverick Investigación: Motivation, Momentum and ponents of flow: Meaning: How Gamification Can Inspire Engagement. October 2011. ■■ A challenging activity requiring skill. ■■ A merging of action and awareness. ■■ Clear goals. Managing the Flow ■■ Direct, immediate feedback. Research has shown that it normally took years, if not ■■ Concentration on the task at hand. decades, of learning the structure of an activity and ■■ A sense of control. strengthening the required skills and abilities to ex- The experience of flow is often ■■ A loss of self-consciousness. perience flow. Otherwise, it required being immersed described as “a spontaneous ■■ An altered sense of time. in a truly spectacular and unusual context. However joy while performing a task.” This concept of flow as the According to Psychologist Mihaly Csikszentmihalyi, people feel best when they are at the perfect level of their skills: neither underchallenged (boredrom) nor gateway to happiness is also overchallenged (anxiety and frustration). And, as people learn with time and repetition, challenges have to increase to keep up with growing skills. the basis of video games. Source: Google Tech Talk I Sebastian Deterding, 2011. The video game industry understands flow and has accumulated much experience, should we learn from this ANXIETY Difficulty experience? FLOW BOREDOM Skill/Time 8 September 2012 | GAMIFICATION 9
- 6. with video games, one can go from zero to flow in 30 ■■ Health. Computer and video games serve as seconds. The video game industry understands the useful tools to preserve well-being, heal the in- concept of flow and has accumulated much experi- jured and train the professionals who respond ence and knowledge harnessing the power of flow. to medical emergencies. Source: Jane McGonigal | Reality is Broken. ■■ Social Issues. Nonprofit organizations and issue advocates now view video games as an Harnessing the Flow effective medium for communicating ideas and generating support among young tech-savvy As the generation who grew up with By having a shared vision, shared goals, and the consumers. video games enters right processes, organizations can tap the power of and assumes flow and channel it to drive motivation and change ■■ Workplace. As the generation that grew up leadership positions in the workplace, behaviors in group settings; ultimately helping peo- with video games enters and assumes leader- computer and video ple to become more productive and, perhaps even, ship positions in the workplace, computer and games increasingly happier. video games increasingly play a role in busi- play a role in Source: Jane McGonigal | Reality is Broken ness operations. business operations. Source: Entertainment Software Association | Games: Improving What Matters Flow Everywhere Early versions of team based ballgames were played; such as Episkyros In about 40 years, video games have transformed from a diversion for the few into a mass medium, Future of Flow (in Greece) and Harpastum (Rome), which later gave rise to Shrovetide Football during the Medieval ages (the forerunner to modern day “soccer”). helping people learn, work, and of course play. Research has discovered that “superstars” (high According to the Entertainment Software Associa- achieving individuals) are found to have spent tion, video games can be applied to: more than 10,000 hours of practice before the age of twenty in their respective fields; and top ■■ Family Life. Games in the “family entertainment” performers (successful, but not superstars) have category are one of the most popular segments spent about 8,000 hours. of the video game market. Thanks to video games, Digital Natives are expert ■■ Art. Galleries now feature game artwork in a problem solvers and collaborators by the age of number of exhibits; and entertainment software 21 years (or at least in the virtual world). Typically, serves as a new medium for emerging artists. they would have amassed well over 10,000 hours of experience of resolving issues as a group. ■■ Economy. The video game industry is one of the When they enter into the workforce, they enter as fastest growing sectors in the U.S. economy, con- experts in collaborative problem solving. All they tinuing to provide jobs to state and local econo- need is flow! v mies across the nation. Source: Jane McGonigal | Reality is Broken ■■ Education. Entertainment software helps impart In Egypt, a early board game played with dice was found as part knowledge, develop life skills and reinforce posi- of a Backgammon set, dating back to 3,100 BC. tive habits in students of all ages. 10 September 2012 | GAMIFICATION 11
- 7. The Gamification is a process of using game thinking and mechanics to engage users. Fun Way This concept can be applied to both customer facing applications and employee facing applications in the company’s business model. Enterprise architects must to Engage be ready to manage a variety of “player types” (achievers, socializers, explorers and killers) and deployment scenarios. 12 September 2012 | GAMIFICATION 13
- 8. Gamification, Key Findings about ■■ Novelty and hype are driving the current success of gamification. What is it? Gamification ■■ Success doesn’t come easy. “During four decades A s is the case for an emerging concept, defining the term “correctly” is both challenging and elusive - as it depends on who you talk to: platform providers, ■■ Gamificationis positioned to become a significant trend over the next few years. of video game development, many games have failed despite their developers having the best intentions”. game designers, practitioners, industry observers, etc. ■■ Organizationsare increasingly turning to gami- Sources: Gartner | Gamification Primer: Life Becomes a Game, enero 2011. fication to motivate changed behaviors, and Gartner | Maverick Research: Motivation, Momentum and Meaning: How Gamification Can Inspire Engagement, October 2011. Below, a Google Trends snapshot taken on April 2012 engage internal and external stakeholders. Gartner | Innovation Insight: Gamification Adds Fun and Innovation shows the historical evolution of Gamification as a to Inspire Engagement, December 2011 search term. According to Gartner, “gamification has emerged as a recognizable trend. Rarely does an emerging trend impact so many areas of business/ Some formal definitions society.” Researcher and Game Designer “The use of design elements from video games in non-game contexts to make a product, service, or application more fun, engaging, motivating” Source: Sebastian Deterding | Getting “Gamification” Right, January 2011 Gamification Platform Provider “When used in a business context, gamification is the process of integrating game dynamics (and game mechanics) into a website, business service, online community, content portal, or marketing Evolution of the term “Gamification” campaign in order to drive participation and engagement.” in Google search Source: Bunchball | Gamification 101: An Introduction to the Use of Game Dynamics to Influence Behavior, October 2010 100 Practitioner (Gamification Industry) Gamification is “the process of using game thinking and mechanics to 80 engage users.” 60 Source: Gabe Zichermann | Gamification: Innovation and the future, 2012 40 20 0 Industry Observer Oct 10 Jan 11 Apr 11 Jul 11 Oct 11 Jan 12 Apr 12 MENU “Gamification uses game mechanics, such as challenges, rules, chance, rewards and levels, to transform daily tasks into playful activities.” Source: Gartner | Innovation Insight: Gamification Adds Fun and Innovation to Inspire Engagement, December 2011 14 September 2012 | GAMIFICATION 15
- 9. Some examples of gamification “Games are the New Normal” During the Games for Change Festival, an event that apply gamification by 2015. Gamification is believed to facilitates the creation and distribution of social im- innovate key processes which enhance value proposi- MINT pact games that serve as critical tools in humanitarian tions and maximize infrastructure efficiency. Whatever Mint is a free service which can and educational efforts, Al Gore said that “The gami- the reason may be, it seems that everyone is express- aggregate all financial accounts fication trend is really, extremely powerful… Games ing an interest in it, including BBVA. into one place. Users can set a are the new ‘normal’ for hundreds of millions of users budget, track goals and more. every month. It has been very exciting to me to see Once an obscure search term a short while ago, so many ideas that integrate social good and efforts gamification has now leapt into Gartner’s Hype Cy- Ver video to make the world a better place into games.” cle for Emerging Technologies 2011 — directly into the Peak of Inflated Expectations. However, Gartner The current expectation of Gamification is generating also warns their clients to be patient, as they believe tremendous buzz everywhere. Gartner suggests that that gamification will not reach the Plateau of Pro- more than 70% of the global 2000 businesses will ductivity for another 5 to 10 years. Hype Cycle MINDBLOOM Less than 2 years 2-5 years 5-10 years more than 10 years Mindbloom is a “Life Game” which improves the quality of life of the players in a simple and effective way. Internet TV Private Cloud computing Wireless power & Augmented Reality Social Analytics Ver video Group buying Cloud computing & Media tablets Gamification Virtual Assistants In-memory Database Management Systems 3D printing Gesture recognition Imagen, recognition... Machine-to-Machine Location-Aware Mobile robots Communication services Applications “Big Data” Mesh Networks: Speech recognition Sensor Expectations Biometric Authentication Speech recognition Methods Social TV Predictive Analytics Cloud web Video Analytics Platforms Mobile Application Stores for customer service NIKE Computer-Brain interface Hosted virtual Idea management desktops QR/color code Quantum computing Nike + FuelBand tracks users’ pro- Consumerization Human Augmentation gress throughout the day, providing 3D bioprinting Virtual worlds E-book readers real-time feedback visually. Technology Peak of Trough of Slope of Enlightenment Plateau of Ver video Trigger Inflated Disillusionment Productivity Expectations Time Source: Gartner 16 September 2012 | GAMIFICATION 17
- 10. The Core Issue motivational design. For businesses, the arguments proposed by game mechanics are stirring up excite- of Gamification: a ment as the platform providers are backing up their talk with great early results. Gamification is initially Closer Look at Game proving that it’s engaging people. Mechanics and Game Mechanics: Points, Badges and Leaderboards Intrinsic Motivation According to a leading gamification platform provider, gamification works because game me- The current discussion of gamification hinges on a chanics help to drive participation, engagement lively debate between two sides: one camp focuses and loyalty on online properties, site or commu- on game mechanics, such as points, badges, leader- nity. Game mechanics include points, levels, cha- boards, and Incentives; and the other camp focuses llenges, virtual goods, score boards, and gifting internal motivation, such as “Game Thinking” and & charity. In theory, game mechanics are directly Human desires linked to human desires: reward, status, achieve- ■■ Meaning. Gamified applications have to con- ment, self-expression, competition, and altruism. nect to something that is already meaningful to Archieve- Self- Reward Status Competition Altruism the user - or to wrap themselves in a story that ment Expression Although the early results are positive, Gartner makes them meaningful. “The general lesson warns that gamification is currently driven by is that to be successful a gamified application Points novelty and hype. The technology research firm must provide something that is already mean- suggests that the Plateau of Productivity won’t ingful to the user in its own right.” Levels be reached for another 5 to 10 years. Businesses need to figure out how best apply gamification ■■ Mastery. The experience of being competent, in their business models. Towards that end, con- of achieving something... Video games don’t just Games mechanics Challenges sidering the inputs from game thinkers or moti- present goals. They ensure that a structured flow vational designers may be beneficial. of nested goals pulls you through, from the long- term goal (save world, rescue princess), to medi- Virtual Goods Intrinsic Motivation (or Game um-term (kill level boss-monster) and short-term Thinking/Motivational Design) goals (collect five level coins). Wherever you are in Score As a counterpoint to all the current game me- and whenever you return to a good game, there Boards chanics buzz, Sebastian Deterding (researcher will always be one next goal that is just within and game designer) offers his take on the whole reach.” Gifftings & gamification thing. He advises that to be effective, Charity gamification projects should include key elements ■■ Autonomy. A free space to play in and some- from game thinking/design: meaning, mastery, thing to play with; providing “space” for explora- and autonomy. tion and expression. Primary desire a particular game mechanic fulfills Other areas that it affects Source: Sebastian Deterding | Getting “Gamification” Right 18 September 2012 | GAMIFICATION 19
- 11. Putting Gamification to Work “Where games traditionally model the real world, or- ■■ Goal. “The specific outcome that players will work ■■ Feedback system. “The feedback system goal, the rules, and the feedback. Knowingness esta- ganizations must now take the opportunity for their to achieve. It focuses their attention and continually tells players how close they are to achie- blishes common ground for multiple people to play real world to emulate games… enterprise architects orients their participation throughout the game.The ving the goal… Real-time feedback serves as a together.” must be ready to contribute to gamification strategy goal provides player with a sense of purpose.” promise to the players that the goal is achie- Source: Jane McGonigal | Reality is Broken, 2011 formulation and should try at least one gaming ex- vable, and it provides motivation to keep playing.” ercise as part of their enterprise context planning ■■ Rules. The “limitations on how players can achieve In addition, understanding player types and de- efforts this year.” the goal. By removing or limiting the obvious ways of ■■ Voluntaryparticipation. “Everyone who is play- ployment scenarios can help organizations to think getting to the goal, the rules push players to explore ing the game knowingly and willingly accepts the strategically about gamification and explore the best All games, when reduced to their core, have four de- previously uncharted possibilities spaces. They un- application for the company’s business model. v fining traits: leash creativity and foster strategic thinking. Deployment Scenarios (Brian Burke - Gartner) Player Types Gamification designers need to consider the desired results and behaviors (Richard Bartle - Designing Virtual Worlds) when gamifying Key Processes for the organization. The Player Types are four terms describing generalized behavior in a Multi-user virtual space: Cooperative Fishing boat Players are motivated to maximize to Burning Building produce the highest possible overall Players are motivated to maximize the score to maximize the team production, overall outcome and to maximize the im- effectively creating a larger pie to be pact of game play. split. Killers Achievers Socialites Explorers DEFINED BY DEFINED BY DEFINED BY DEFINED BY Extrinsic Intrinsic A focus on winning, A focus on attaining A focus on socializing A focus on exploring rank, and direct peer-to- status and achieving and drive to develop a and drive to preset goals quickly network of friends and discover the peer competition. and/or completely. Poker game ENGAGED BY contacts. unknown. Players are motivated to maximize their Beauty Contest Leaderboards, ranks. ENGAGED BY ENGAGED BY ENGAGED BY own score to achieve a greater share of Players are motivated to maximize their Achievements. Newsfeeds, Obfuscated the rewards, increasing their personal individual results, usually to achieve a friends list, chat. achievements. worth, effectively taking a larger share of higher status. the pie. Source: http://www.mud.co.uk/richard/hcds.htm, http://frankcaron.com/Flogger/?p=1732 and http://www.gamasutra.com/blogs/SteveMallory/20120413/168507/Social_Gaming_and_the_Bartle_Archetypes.php Competitive 20 September 2012 | GAMIFICATION 21
- 12. “Organizations are using gamification internally to recruit, train and enhance employee performance. They are using it to drive innovation, share knowledge and improve employee health. Gamification is also helping organizations engage external stakeholders in customer loyalty, marketing, education and innovation initiatives. The target audience of gamification can be any defined group of stakeholders (customers, employees or the Web collective).” Source: Brian Burke, Gartner | Gamification Primer: Life Becomes a Game Gaming Gamification We have some interesting data: 1. Business Application Gamification helps companies to: Increase User Engagement Gamification is a hot topic today and 47% Increase Brand Loyalty everyone wants to play. Playing this game to win requires the right strategies, tactics, and 22% Increase Brand Awareness moves. Currently, organizations are gaming gamification to understand the possible 15% Motivation advantages, while avoiding potential pitfall along the way. Can our hero make it to the 9% Employee Training next level? Source: M2 Research 7% 22 September 2012 | GAMIFICATION 23
- 13. 2. Gamification Platform client Industry Breakdown The early adopters of gamification come mostly from entertainment and publishing industries, repre- senting 60% of all companies. Financial companies represented 6% of early adopters. Gamification offers significant innovation opportuni- ties for financial companies, especially for employee 4. Potential Market facing applications. The breakdown of other indus- Spending on gamification is projected to grow from tries are presented below: $100 million in 2011 to $2.8 billion dollars in 2016: Entertainment 42% 2.000.000 $ 1,600,000 Publishers 18% 3. Growth of Gamification 1.500.000 Consumer Goods 15% $ 860,000 1.000.000 Healthcare/Wellness 10% $ 434,000 Financial 6% 500.000 $ 196,000 Retail 5% 2012 2013 2014 2015 Education 3% Telecom 1% Source: M2 Research growth growth in 2011 in 2012 155% 197% 24 September 2012 | GAMIFICATION 25
- 14. The Promise and the “Fine Print” G amification, despite its name, is a se- rious business opportunity and risk. It may be the “secret sauce” to unlocking value for the organization. Given that we are early stages of this trend, it makes sense that there are a lot of positive news being generated at this moment and there aren’t a whole lot of negative stuff. Let’s take a look at the opportunities and challenges of gamification. When done “right”, gamification can To help clarify Gamification and to best apply it, CIBBVA is thinking in business models. We are going to use the offer new ways of engaging an eager Business Model Canvas to better understand the business user base; and when done “wrong”, implications of gamification. For readers who may not be familiar with the Business Model Canvas, a brief back- it can estrange them. It’s the next grounder is provided. “big thing” but each organization “A business model describes the needs to explore the opportunities rationale of how an organization and risks associated with it. But creates, delivers, and captures value.” be warned… read the fine print: A business model can be best described “gamification is currently driven by through nine basic building blocks novelty and hype” and filled with that show the logic of how a company potential pitfalls. intends to make money. The business model is like a blueprint for a strategy to be implemented through organizational structures, processes, and systems. 26 September 2012 | GAMIFICATION 27
- 15. Business Opportunities Based on early experiences and “guru talk,” it seems clear that gamification presents opportunities for both sides of company’s business model: both value (the customer facing business units) and efficiency (the employee/partner facing business units). More exploration is needed to test its usefulness in specific areas of business models, such as customer relation- ships, channels, key activities, key partners, etc. Key Partnerships Key Activities Value Propositions Customer Customer Segments Relationships Though a “wait and see” strategy to assessing busi- ness opportunities seems prudent, it is evident that Gamification offers BUNDLING AS A VP. gamification offers an immediate opportunity to NEW PRODUCTS AND customers personalized, Gamification is “bundled” showcase BBVA’s innovation power (if done correctly). SERVICES designed by “game automated, self-service thinking.”Gamification can to existing products/ relationships, with a become the process for services to enhance high component of co- Business Risks building a comprehensive new the value proposition creation and community. There are some concerns related to gamification. digital services platform. to customers. Gartner advises clients that current gamification BRANDING AS A VP. Channels Gen X and Gen Y applications is “motivated by the novelty of gami- EMPLOYEE Key Resources customers. These CSs fication. This will wear off as user fatigue sets in Good gamification BEHAVIOR are already familiar an the sustainability of engagement becomes an deployments can IMPROVEMENT. with game dynamics issue.” Gamification from a business point of view increase the value of Surveys suggest and mechanics. has some perceived risks, as it is almost impossi- a company’s brand. ble to separate the wheat from the chaff. However low employee Gamification may help done there are some significant threats that should be engagement. Gamification, when to attract and engage customer addressed: Gamification can “right,” can increase new customers. t make work “fun.” “stickiness” at almos every channel phase. ■■ Totally green (as in not mature). “Both in success- ful models to emulate and in a shortage of people who understand game design. Game design ex- perience has not intersected with typical business Cost Structure Revenue Streams functions, not even IT”. ■■ Blockbuster game don’t happen that often, and probably less with gamification. “Trying to add fun to an activity that has another purpose is more difficult still. One fact that does seem clear is that 28 September 2012 | GAMIFICATION 29
- 16. simply adding points, badges and leader boards is not going to make engaging with an organization more fun”. ■■ No “one size fits all” with gamification. Different people play different games for different reasons. “While gamifying some activity may engage part of the stakeholders, it is not likely to appeal to all stakeholders. ■■ Does it make sense for us? “In many corporate environments, the very notion of building ‘fun’ into Key Partnerships Key Activities Value Propositions Customer Customer Segments any activity will be a nonstarter. The idea of ‘fun’ can Relationships seem very trivializing/superficial/no what grown- ups do. Selling gamification in these organizations Companies risk taking will be very difficult”. Gamification is more of a customers on unnecessary process than a product. journeys, distracting them ■■ Unexpected consequences. “Turning an acti- User engagement must be from the main purpose vity in a game invites players to try to ‘game the built in at the product/ of giving them what system’ and may result in unintended conse- quences”. service development level. they actually want. More time is needed to better identify the risks associated with gamification. As the technology Channels Key Resources enters Trough of Disillusionment in Gartner’s Hype Cycle, the negative version of the fairytale will ? Data Who owns the data soon materialize and begin to dominate as some Trial and Error is ility ownership/responsib companies will painfully learn that all that glitters part of the learning sed and for isn’t gold. The golden child might look more like a needs to be addres curve. Don’t put on mpanies, whipping boy. v financial services co the ROI hat … t. this may be difficul Cost Structure Revenue Streams 30 September 2012 | GAMIFICATION 31
- 17. Around the world, companies and organizations are seriously experimenting with gamification. Whether playing a lottery with the speed limit or learning about real estate investments, gamification projects are capturing the imagination of people. Global 32 Snapshots September 2012 | GAMIFICATION 33
- 18. Volkswagen (Fun Theory) er C ustom Speed Camera Lottery “Can we get more people g Facin ion to obey the speed limit by making it fun to do? (The at idea) was so good that Volkswagen, together with Gamific ts The Swedish National Society for Road Safety, ac- SAP c Proje tually made this innovative idea a reality in Stock- Sustainability Quiz The idea was to make beha- holm, Sweden. The average speed of cars passing vioral change fun and inform employees about the the camera dropped from 32km/h before the experi- success of SAP’s sustainability efforts and what steps ment to 25km/h after.” (Wired). oyee they can take themselves. In less than a month over Empl g one thousand colleagues played the game, many of Facin ion Ver video Microsoft them repeatedly. ficat Gami RibbonHero is an application that encourages MS Walking up the Piano Stairs “Can we get more peo- Office users to learn more about the different fea- ple to take the stairs over the escalator by making it SAP Community Networks (SCN) “The SCN is tures by watching videos and taking short exams. fun to do?” The project led to an increase of 66% in also a good example to introduce you to a couple the use of the piano stairs. of game mechanics. Points (as “points points”, but Codeacademy Ver video also views of your articles/blogs), leaderboards (list Codecademy is a web-based, interactive platform, of top contributors, but also exposure of you arti- where players can learn to code and are rewarded Recycling is Fun At Bottle Bank Arcade recycling cle on the main SDN page), status (mentor badge, with points and badges. The players get encouraging was turned into a fun activity. Siemens gold/silver/bronze medal), social interaction (dis- real-time feedback on progress bars and can connect Ver video A visual, FarmVille-style game that allows players to cussions, meetups).” with their friends and compete against them. learn the connections of each part of the plant and manufacturing process. Deloitte Ver video “Consulting firm Deloitte Touche Tohmatsu Ltd., are incorporating elements of videogames into the IBM workplace. They’re deploying reward and competi- ing INNOV8, the IBM Business Process Management tive tactics commonly found in the gaming world m er Fac . Barclays Custo ification (BPM) simulation game, gives both IT and business to make tasks such as management training, data 56 Sage Street. A portal to help teach about mo- players a better understanding of how effective BPM entry and brainstorming seem less like work.” Gam cts in ney, finance, and banking in an enjoyable way. impacts an entire business ecosystem. Proje ial Salesforce c Finan es Bank of America Google Salesforce Motivation motivates professionals us- c Servi Bad Credit Hotel (in collaboration for the US De- partment of Treasury). Learn about debt manage- Google employees get a per diem amount for busi- ness trips depending on the destinations. If they ing proven techniques that sales managers have always used: team competitions, leaderboards, and ment, credit history, and credit scores. are above the limit, they submit the receipt and get rewards. But instead of tracking and managing those reimbursed. If they are below the per diem, they programs manually, companies can use cloud-based Commonwealth Bank can use it to save it towards another business trips applications to “automate” tasks so that the team Investorville is a virtual world where one can try (which would have had no budget) or upgrade 1st stays focused on the activities and rewards that are his/her luck at investing in rental property without class. Compliance with the process has shot up to critical. the risk of buying one. over 90%. 34 September 2012 | GAMIFICATION 35
- 19. BBVA & the Gamification Platform Providers gamification For organizations who are considering off the shelf Cynergy solutions, platform providers are offering turnkey so- According to Cynergy, “We make incredible experi- lutions for gamification. Below, we present some of ences happen—no easy task. Great design is criti- the leading vendors: cal, but incredible experiences are much more than just pixels—they require the artful merging of expert Bunchball strategy, design excellence and cutting-edge tech- Bunchball offers the Nitro gamification platform, and nology, delivered by a single, integrated team. That’s its analytics solution, to create customized, action- our formula—that’s how we make incredible experi- able and scalable user experiences for consumers, ences happen.” With BBVA Game we have employees and partners. Nitro is a scalable and launched an important Beta reliable gamification platform, managing over 125 IActionable million users and tracking over 15 Billion actions to IActionable is a web based (SaaS) gamification project, wich we want to create date. Founded in 2005, Bunchball’s investors include software platform that applies game mechanics an space of interaction with our Granite Ventures, Triangle Peak Partners, Northport to non-game applications. IActionable can be used Investments, Correlation Ventures, and Adobe Sys- to change user interface and user experience and on line clients. tems Incorporated. drive behavior in the form of participation and en- gagement. v Badgeville Founded in 2010, Badgeville draws on techniques from social gaming, traditional loyalty programs and Other notable social networking in its suite of Behavior Lifecycle companies Management solutions. Built on database techno- include: logy, Badgeville’s PaaS (Platform-as-a-Service) is de- signed to connect user reputation across all of your ■■ Bigdoor digital touch points. Badgeville is funded by Norwest ■■ Crowd Twist Venture Partners, El Dorado Ventures, Trinity Ven- ■■ Get Glue tures and the Webb Investment Network. ■■ Playgen ■■ SCVNGR Crowdtap Crowdtap is the Influencer Marketing platform, ena- bling leading brands to easily identify, activate and manage their influential consumers for real-time insights and powerful online and offline peer-to-peer marketing. Crowdtap intends to shift marketing to a fully collaborative and participatory process be- tween brands and consumers. 36 September 2012 | GAMIFICATION 37
- 20. “Companies around the world W e understand that to generate a fun dialog with our clients is a challenge. Most online us- What we do know is that we can use gamification to get know know our customers better, to get closer are leveraging game mechanics ers access our site to check positions and perform to them in an refreshing way, to educate them, to be to engage customers, and transactions. Without a doubt, it’s quite a challenge “sticky,” and, of course, we can apply this model in all countries in which we have presence. Like BBVA, financial services companies are BBVA Game, a gamification platform, has incorpo- the concept of gamification is universal. no exception. This trend is called rated game dynamics as a way to provide additional value for online banking customers. We put together All the team members in various teams who par- gamification, and while it being our best value proposition, loyalty programs, and ticipated in bringing BBVA Game to life (Marketing used in many different ways, game dynamics which offer the most fun. We wanted and Innovation & Technology) shared one thing in the sweet spot is in engaging to work in teams to create a game that educates our common: We had fun. And that is a good sign. v clients, offers stickiness to our clients, and offer cross- customers. As an early adopter selling and upselling opportunities for our business. of gamification in the financial We will not really know the final results until we learn Bernardo Crespo, services industry, BBVA joins from our customers; any other pretense would be Head of Digital Marketing and Marketing Lab, rather arrogant. BBVA Spain and Portugal. a small group of innovators that are turning customers into players and banking into a game. The BBVA Game is a leading edge example of using gamification to both engage customers in a fun way while architecting the customer journey. Gamification is a win-win for BBVA and its customers.” Brian Burke 38 September 2012 | GAMIFICATION 39
- 21. Innovation Forecast Gamification Tips from the Pros The early results are in. Bunchball, a pure gamification platform provider, see Sebastian Deterding ■■ Prototype, Playtest, and Iterate. The Sources: Sebastian Deterding. Getting Gamifi- their customers enjoy the benefits value creation aspects of gamification: Game designer core of game design is to build a func- cation Right, January 2011 “The most important thing to keep in tional prototype of the rule system as | Sebastian Deterding ■■ An increase of 2x page view. Though the results display initial deploy- mind here is that any good design — early as possible to test whether it is Don’t Play Games with Me! Pitfalls of Gameful ■■ Page view per visit increased 60%. ments numbers, it’s clear what should game or software — hinges on good any fun, tweak it based on the test re- Design, May 2011 ■■ Unique visitors increased 30%. be done with gamification for the short- designers and design process, not on sults, test it again, etc., to iterate your ■■ Increase of 100% on time on site. term future: Just Play! See how gamifica- features.” way toward something that is fun and ■■ An increase of 2x repeat monthly visits. tion can create or capture value for the engaging. ■■ 400% ROI (with payback time of as organization. ■■ Know your users. What motivates little as 3 months). them? What is meaningful to them? ■■ Bring in the Data. Quantitative To wrap things up, we leave you with What keeps them from following analytics will tell you whether your some “Gamification Tips from the Pros,” through on their intentions? What point systems don’t have loopholes hoping that they may help you better kind of games to they like? What kind or exploits, or whether you balanced understand this key topic and, perhaps, of community do they prefer? Without the difficulty of the goals and mis- even help spark some new innovations user research to figure these things sions you present to the players. in the organization. out, you will miss your target audience. “Reality ultimately is much more messy, ■■ Read the Rules. Goals and rules create complex, random, unfair and beyond interesting challenges, even can create our control than games.” meta-games. 40 September 2012 | GAMIFICATION 41
- 22. Brian Burke, Gartner Gabe Zichermann views by over 130% and Technology analyst Gamification expert return visits by 40%. “The goal is to inspire deeper, more en- “The initial findings from gamification The resulting rise in gaged relationships and to motivate specialists are nothing short of astonish- engagement has gener- changed behaviors. Many organizations ing. Regardless of your business model, ated substantial revenue report significantly higher engagement the following seven gamified innovations for the company, bringing with gamification. But risks abound, and should inspire you to strategize via game registered user counts from organizations should consider their de- analysis.” 400,000 to nearly 3 million since ployment strategies carefully. the launch of the gamified version. ■■ Make a market (Foursquare) Four- ■■ Gamificationis a business issue that square proved that location-based ■■ Make research & evangelism count is enabled by technology — business networking wasn’t doomed to fail, that (Crowdtap). Through the use of gami- managers must take the lead in dri- simple game mechanics can affect fied, virtual rewards, the company has ving gamification efforts. behavior, and that you can engage 10 been able to raise average user par- million customers — all while raising ticipation by 2.5 times, thus reducing ■■ The application of gamification is very $50 million. research costs by 80% or more for key diverse. Focusing on specific goals is clients. critical to success. ■■ Get fit (NextJump). By leveraging the power of gamification, 70% of Next- ■■ Save the planet (RecycleBank). ■■ Avoid the herd mentality — don’t imple- Jump employees exercise regularly — RecycleBank utilized game mecha- ment a copycat application. Most cur- enough to save the company millions nics such as points, challenges and rent gamified applications are doomed in work attendance and insurance rewards to drive breakthroughs. The to fail. costs over the medium term — all the project has seen a 16% increase in re- while making the workplace healthier cycling in Philadelphia, where the recy- ■■ Design gamified applications that co- and happier. cling rate has broken 20% for the first rrectly position motivation, momen- time in history. tum and meaning (M3) to inspire en- ■■ Slow down and smell the money gagement with the audience. (Volkswagen - Fun Theory). Speed ■■ Make teaching fun (Ananth Pai) Camera Lottery idea rewards those grouped students by learning style, ■■ Exploitthis trend today if you work in drivers who obey the posted limit by and retooled the curriculum to make an organization that is willing to take entering them into a lottery. When test- use of off-the-shelf games to teach risks. But remember that careful plan- ed at a checkpoint in Stockholm, aver- reading, math and other subjects. In Sources: Gartner | Gamification Primer: Life Becomes a ning and improvement through itera- age driver speed was reduced by 20%. the space of 18 weeks, Mr. Pai’s class Game, January 2011 tion are central to every successful im- went from below third grade average Source: Gabe Zicher- Gartner | Maverick Research: Motivation, Momentum and mann | Mashable - 7 Win- Meaning: How Gamification Can Inspire Engagement, plementation of gamification. ■■ Generate ad revenues (Psych & NBC/ reading and math levels to mid-fourth ning Examples of Game October 2011 Universal). Club Psych implemented grade. v Mechanics in Action Gartner | Innovation Insight: Gamification Adds Fun and Innovation to Inspire Engagement, December 2011 gamified incentives to raise page 42 September 2012 | GAMIFICATION 43
- 23. MPAA | Theatrical Market Statistics. 2012. Alex Osterwalder and Yves Pigneur | Business Model Generation. 2009. Daniel Pink | Drive: The Surprising Truth About What Motivates Us. April 2011. PSFK | The Future of Gaming. 2011. A list of links to other useful tools and Byron Reeves & J. Leighton Read | Total resources that you may find useful as a Engagement: Using Games and Virtual Worlds supplement to the information offered to Change the Way People Work and Businesses on the ‘Simple Bank’ report. Compete. 2009. Gabe Zichermann | Gamification by Design: Books & Implementing Game Mechanics in Web and Mobile Apps. August 2011. Publications Gabe Zichermann | Gamification: Innovation and the Future (presentation). 2012. Bunchball | Gamification 101: An Introduction to Gabe Zichermann & Joselin Linder | Game-Based Gaming Business Review | Designing Gamification the Use of Game Dynamics to Influence Behavior. Marketing: Inspire Customer Loyalty Through for the Most Frequent Personality Types. October 2010. Rewards, Challenges, and Contest. 2010. September 20, 2011. Gartner | Market Trends: Gaming Ecosystem. 2011. Tom Chatfield | Fun Inc. Why Games are the 21st Gaming Business Review | Who Owns Gamification Century’s Most Serious Business. 2010. Jenova Chen | Flow in Games (and Everything Else). Gartner | Maverick Research: Motivation, Momentum and Meaning: How Gamification Can Inspire Engagement. October 2011. On the Web Data? February 18, 2012 GigaOM | The future of Social Games is Mobile. April 2007. Ian Bogost (Video Game Theorist, Critic and October 2010. Insight Express | 1Q2012 Digital Consumer Portrait. 2011. Designer). Aaron Dignan | Game Frame: Using Games as a Google Insight for Search | Gamification. Strategy for Success. 2011. International Federation of the Phonographic Bunchball | Gamification.com. Industry | Recording Industry in Numbers: The Mashable | 7 Winning Examples of Game Mechanics Sebastian Deterding | Getting “Gamification” Right Recorded Music Market in 2011. March 2012. Sebastian Deterding (Game Researcher and in Action. July 6, 2011. (presentation). January 2011. Designer) | Coding Conduct: Persuasive Design for Jane McGonigal | Reality is Broken: Why Games digital media. Scott Nicholson (MIT Gambit Game Lab) | Because Entertainment Software Association | 2011 Sales, Can Make Us Better and How They Can Change the Play Matters. Demographic and Usage Data: Essential Facts World. 2011. Entertainment Software Association | Games: about the Computer and Video Game Industry. 2011. Improving What Matters. Wired Magazine | Go with the Flow. 1996. Mihaly Csikszentmihalyi | Flow: The Psychology of Gartner | Gamification Primer: Life Becomes Optimal Experience. 1991. Gamasutra | Social Gaming and the Bartle Wired Magazine | Swedish Speed-Camera Pays a Game. January 2011. Archetype. April 13, 2012. Drivers to Slow Down. December 6, 2010. Ralph Koster | A Theory of Fun for Game Design. 2005. Gartner | Innovation Insight: Gamification Adds Gamification of Work. Gabe Zichermann | The Gamification Blog. Fun and Innovation to Inspire Engagement. M2 Research | What is Gamification? (presentation). December 2011. January 2011. Gamification Research Network. 44 September 2012 | GAMIFICATION 45
- 24. In depth Jane McGonigal Gamification Jane McGonigal takes play seriously. She studies the power of games to impact the real-world — and she creates games that Experts do just that. She is an expert on applying game design and game theory to real work and real business, and has consulted and devel- oped internal game workshops for leading technology companies. MIT Technology Review named her one of the top 35 innovators changing the world through technology, for her role in pioneering the field of alternate reality gaming, and Harvard Business Review called her theory of “alternate reality business” one of the “Top 20 Breakthrough Ideas of 2008.” She has a PhD from UC Berkeley in Brian Burke performance studies. Brian Burke is an analyst for Gartner, specializing in enterprise architecture and IT portfolio management, and most recently developing research on the emerging gamification trend. His groundbreaking work in the development of federated architectures has been implemented in hundreds of organizations in both the public and private sectors. He is also Wanda Meloni a prominent researcher and speaker in the areas of IT strategy, IT organizational structures and business/IT alignment. Founder and president of M2 Research, is an industry analyst and market strategist. Wanda has a deep understanding of emerging trends in interactive entertainment, games, and social media. Wanda publishes articles and reports that on the market dynamics affecting development and consumer trends. In addi- tion to her published works, she consults with many of the top companies in the industry, providing custom analysis, investment strategies, strategic positioning and competitive analysis. Sebastian Deterding Sebastian Deterding is a researcher and designer working on user experience, persuasive design, video games, and gamifica- tion. His PhD research at the Research Center for Media and Communication at Hamburg University looks into the use of game design to motivate user behavior in non-game contexts. Today, he speaks and publishes internationally on persuasive design and gamification at events such as reboot, re:publica, or Gabe Zichermann Playful, and consults game companies on game usability and Gabe Zichermann is an entrepreneur, author, highly rated public playability. speaker and gamification thought leader. He is the chair of the Gamification Summit and Workshops, and is co-author of the book “Game-Based Marketing” (Wiley, 2010) where he makes a compelling case for the use of games and game mechanics in everyday life, the web and business. Other experts include: R Ray Wang, Micheal Wu, Toby Beresford, Dennis Crowley, Keith Smith, Steven L. Johnson, Buster Benson, Scott Dodson, Ian Bogost 46 September 2012 | GAMIFICATION 47
- 25. Technology trends The following section outlines the upcoming technologies that will change And what about Google Maps? everything, with predictions on what may come of them in financial industry. Google Maps solution is much more than Maps. It is also considered the main advertising platform for many merchants, and functionalities as Street View add value to final user far beyond geo-localization. But it is no longer free. It seems to be quite hard The Maps War to make money putting ads on maps, so Google Maps API is limited to 25,000 free queries per day. Over that limit, it is required to pay. Nothing free lasts Emerging players are consolidating their Maps products and becoming forever. trusted partners in the Maps solutions landscape. A few weeks ago Wikipedia moved from Google Maps to OpenStreetMap, followed by FourSquare. Even Rumors keep growing and it is said that Apple is working on its own Map solution that will be re- Apple launched iPhoto for iOS using OpenStreetMap data for photos with vealed with the iOS 6 and will include 3D features. geolocation tags embedded. We already have a winner: the final user. BREAKING NEWS Is OpenStreetMap a The Maps war is escalating. During Apple’s mature solution? WWDC in June 2012, the company OpenStreetMap was founded in July 2004 and it is announced that the new iOS will no longer defined as a collaborative project to create a free edit- use Google Maps. Instead, Apple will offer able map of the world. In April 2012, OpenStreetMap its own maps solution in the iOS 6. The cleared 600,000 registered contributors. However, new map service, along with Siri, seems to not all registered users actually contribute to the offer iOS users more convenience and map: a minority of individuals contribute the major- solutions (of course, shutting out Google). ity of the content (around 3%). In fact, it looks like Apple wants to extend the war beyond Maps … be careful out High populated areas such as big cities are constant- there, the titans are clashing. ly being updated, even at a higher rate than Google Maps does. Low populated areas, on the other hand, are not so accurate. These areas are currently being covered by Bing, Microsoft Maps solution. Despite Microsoft support, certain places may not have ac- curate information to display. Therefore, depending on the needs, OpenStreetMaps can be considered a good approach. 48 September 2012 | GAMIFICATION 49
- 26. Technology trends Striking Gold A ccording to McKinsey Global Institute, big data can unlock value (high level) for the enterprise by: 1) creating transparency; 2) enabling experimen- up-selling/cross-selling opportunities. It is stipulated that they will also use Watson to detect fraud and analyze customer credit worthiness. with Big Data tation to discover needs, expose variability, and im- prove performance; 3) segmenting populations to The danger (or risk) of big data stems from issues Today, the world creates 2.5 quintillion customize actions; 4) replacing/supporting human which will affect all stakeholders, namely: data pro- bytes of new data – everyday! 90% of decisions making with automated algorithms; and tection and security, rights and responsibilities for 5) innovating new business models, products, and using data, and accountability and enforcement. Ad- the world’s data has been created in the services. ditionally, it is estimated that by 2020, the volume last two years alone. In this mountain of of data will exceed our capacity for data storage by data (both structured and unstructured), Relevance of Big Data more than 2:1. v Opportunities – for example, a retail business can there is gold to be found. Companies must Sources: IBM | “Understanding Big Data”, March 2011 increase operating margins by 60%. Early results McKinsey Global Institute | “Big Data”, June 2011 acquire the right tools and processes to show that big data leaders are taking market share World Economic Forum | “Rethinking Personal Data: Strengthening Trust” (August 2011) separate the dirt from the gold efficiently. from the laggards; suggesting that big data will be- The Economist | “Big Data: Crunching the Numbers”, come a keystone for competitiveness and growth May 19, 2012 for the organization. Specifically for the banking sector, Citibank has partnered with IBM (“Watson”) to use big data for OPEN WIDE Global digital information Created Storage available Zettabytes = 1 trilion gigabytes 35 2005 : 0.13 ESTIMATE FORECAST 30 25 2020: 34.6 20 forecast 15 10 5 0 2005 2010 2015 2020 Source: IDC 50 September 2012 | GAMIFICATION 51
- 27. Trending issues In this section, readers will find summaries of the most relevant news of selected New formats topics that have been published over the course of the month based on its relevance to the Banking industry. The summaries were prepared by the editorial Smartphone + Fanatics board. Further information is made available for each given topic. = Smartphonatics Smartphonatics are consumers who change their Smartphonatics by Country Core banking platform shopping, financial, and payment behavior as a (Source. ACI Worldwide. Aite Group) result of owning a smartphone. According Aite’s Innovation at the Core: Ron Shevlin, “This group is driving the adoption of India South Africa 42% 60% mobile payments and banking, and setting the bar just Copy & Paste for how financial institutions will have to respond Brazil U.A.E 37% 34% over the next five years.” By using virtualization and replication technolo- China 31% ■■ 70% of Smartphonatics have used a mobile gies, banks can create copies of the core system Italy 27% device to make a payment. quickly and provide them to partners in standalone Singapore 24% ■■ 80% of Smartphonatics have used the mobile sandboxes. By allowing developers work with a real U.S 20% banking channel. core banking environment, the pace of innovation Australia 18% ■■ Less than 25% of other consumers have made a will quicken as developers can test new functionali- U.K 16% mobile payment. ties without worrying how it will perform, when the Sweden 11% ■■ About 33% of other consumers have used the product goes live. According to ING, a full replication Germany 10% mobile banking channel. of the core system used to take about 260 days; it France 8% now takes less than a day. Source: Aite | May 2012 Canada 7% Source: Information Management | May 2012 Enterprise 2.0 Mobile banking When Google Apps go Big… What happens? Everyone wants Mobile An analysis of one year’s worth of data of Google Average Number of External Collaborators: 3,000. ■■ Apps enterprise customers shows us: Thinking about the results, it seems like enterprise Banking, including ■■ An average user creates 84 Docs/Sites. users have no problems embracing Google Apps; companies ■■ An average enterprise has 250,000 Docs/Sites on their domain. and, of course, should be mindful of when share Docs/Sites with others. A recent global survey of treasury executives ■■ Compared to on premise solutions, the results Source: Forbes | June 2012 suggest that 66% of corporate customers are ready are very similar. to use mobile banking, which can provide access ■■ Year over year growth of Docs/Sites is projected to real-time information related to the corporate to be 400%. environment. Customers are willing to pay for ■■ Percentage of Docs/Sites that are designated premium services, if they can realize efficiencies. As ‘Everybody’: 5.5%. tablets are already part of the C-suite, they can boost ■■ Percentage of Docs/Sites that are designated adoption by enabling other value added services. ‘Public’: 0.25%. Source: finextra | May 2012 ■■ Percentage of Docs Shared Externally: 2.5%. 52 September 2012 | GAMIFICATION 53
- 28. Trending issues Mobile payments Crowd finance Good News, FUNDER AND FUNDRAISER ACTIVITY Percentage based on sample of 57 and 47 CFPs, respectively Bad News The Crowd is Growing Crazy 89% A recent survey shows consumers want to use The Crowdfunding Industry Report from mobile wallets, and that’s good news. However, researchers, Massolution, reveals that 69% consumers clearly prefer PayPal, Google and Apple crowdfunding platforms raised almost $1.5 billion, over banks to provide the solutions. In fact, 8 of 10 funding over one million projects in 2011. They also consumers in the survey indicated that they would say that, with current trends, the already growing 26% use mobile wallets, if PayPal offered a service. market is set to double in 2012. 7% 4% 5% Banks should heed this wake-up call or prepare for Source: Massolution | June 2012 S a future without a mobile wallet. S S GN GN GN I I PA I PA PA M M M CA Source: MarketWatch | June 2012 CA CA 5 1-2 >5 3- Social Media FUNDERS FUNDRAISERS When it Comes Digital Marketing to Social... Women 2 - Men 1 The “Pin” A recent survey of 2,000 Britons (commissioned by is Mightier than... British Telecom) discovered that “over half of female internet users used social networking websites such According to the 2012 Social and Mobile Com- as Twitter and Facebook, whilst only 34 per cent of merce Study (a joint research project by Shop.org, men surveyed admitted to doing so. Similarly, out of comScore and The Partnering Group), American those surveyed, 18 per cent of women believed that, consumers follow an average of 9.3 retail compa- if the internet no longer existed, they would miss nies on Pinterest, compared to 8.5 on Twitter and social media websites the most. This compares to 6.9 on Facebook. For now, when it comes to digital just seven per cent of men.” marketing, the Pin is mightier. Source: The Telegraph | May 2012 Source: Shop.org, comScore & The Partnering Group | June 2012 54
- 29. Trending issues App ecosystem New banking concepts The Internet is Becoming Mobile Talk to Bank By 2017, there will be 5 billion mobile Voice-enabled search is fast becoming a broadband users, three times as differentiator, especially with smart devices in the many people as are e-commerce space. EasyAsk, a natural language using that technology today. technology company, launched Quiri in March 2012. With faster mobile network Quiri, a virtual personal shopping assistent, under- speeds and global coverage, stands both the intent of the search and has deep the mobile internet is poised to knowledge of the content and products within the deliver new innovative services, as the app e-commerce site. Shoppers can use their iPhone 4S ecosystem will surely find a way to create newer and/ or Android to verbally search sites for products and or better mobile services. According to Ericsson’s CEO, there is the products they are looking for. It is like having a “shift in power from the network to the handset”, from connectivity to a highly knowledgeable, personal shopping apps. assistant for that one store. Source: GigaOm | June 2012 Source: Sacramento Bee | June 2012 New Gizmo era Love at First Bite Join & enjoy People just love Apple’s iPad. A customer satisfac- tion polls shows that iPad clearly is heads and shoulder above its competitors when it comes to Flashback to EVOKE wowing the customers. Customers are “very satis- Though there is a lot of commercial buzz re- fied” with: lated to games and gamification today, some ■■ Apple (new) iPad - 81% are designed to change the world. In 2010, the ■■ Apple iPad2 - 71% World Bank launched the EVOKE, a game which ■■ Samsung Galaxy Tablet - 46% motivate players all over the world to come up ■■ Amazon Kindle Fire - 41% with creative solutions to our most urgent social ■■ Others - 41% problems. According to the website, “EVOKE is a Source: Computer World | June 2012 ten-week crash course in changing the world.” In this issue of Innovation Edge, we pay homage to one of the pioneers of gamification. Source: World Bank | March 2010 56 September 2012 | GAMIFICATION 57
- 30. Trending issues Event Smart cities + urban mobility Connected Cars Solution Market Expected Gamification & Banking: to Exceed $350 million a passing fad or a serious business? in 5 years World renowned experts, based on real world ex- Bernardo Crespo Velasco @b_crespo By 2017, according to ABI Research, the connected periences, would help you ascertain whether or not Head of Digital Marketing and Marketing Lab at car market will be about $350 million dollars; gamification is being hyped or is here to stay. BBVA Spain. Degree in Management and Econom- growing from $66 million in 2012. Connect Car ics from the University of Castilla-La Mancha and the solutions include stolen vehicle tracking, insurance telematics, infotainment, and road user charging. 13th September | 9.00–14.00 h. University of St. Andrews. He holds a masters in Re- lational Marketing, CRM and e-Commerce at ICEMD. The consumers are asking for a connected lifestyle BBVA Innovation Center and they are asking to be connected to the car, (Plaza de Santa Bárbara 2. Madrid) Brian Burke @brian_burke especially the younger consumers. Analyst for Gartner, expert in gamification and enter- Source: ABI | May 2012 prise architecture. His groundbreaking work in the development of federated architectures has been implemented in hundreds of organizations in both public and private sectors. Health Priya Haji @priyahaji More info CEO and co-founder of SaveUp, the first free Gimme a Hi-Five for health rewards program that encourages Americans Videos, to save money and pay down debt, while of- T“For healthcare delivery, we’re rapidly moving Improved access to care. pictures and fering a chance to win prizes, including a life- ■■ from a world of inbound patients to a world of in- ■■ Improved patient engagement. changing $2,000,000 jackpot. Through a fun bound data. The impact of this shift on the health- ■■ New provider of business models. all the info and simple approach that employs game me- care system and how consumers use and act on ■■ Reduced medicare fraud. chanics, SaveUp helps transform the otherwise health information should not be underestimated. ■■ Improved patient safety. mundane activities of savings. Here are five ways digital apps and smartphones Source: Forbes | June 2012 will transform healthcare”: Sergio Jimenez @gamkt Sergio Jimenez is an analyst, consultant and speak- er specialized in gamification, enthusiastic market- ing, technology and games. Mr. Jimenez has partici- Check out the videos and photos of the pated in numerous projects related to gamification, event in our web helping companies of different sectors to introduce www.centrodeinnovacionbbva.com game mechanics in products and service. 58 September 2012 | GAMIFICATION 59
- 31. Innovation We Innovate to Grow at BBVA For BBVA, innovation is a strategic pillar and the BBVA BBVA understands innovation as a source of value creation, both for our group and people. In order to effectively manage its development, the group relies on time tested innovation methodologies, which were co-developed with leading experts around the world. Innovation Center is a major focal point for the group’s The Open Innovation model adopted by the group effort in this field. attests that BBVA highly values people and talent, re- gardless where they may be; and shows the bank’s willingness to lead the transformation of the financial This month events: industry, with total openness and without any borders. The BBVA Innovation Center is the focal point for sig- nificant and disruptive innovation projects. More info CLOUDSTAGE September 27th, BBVA Innova- Furthermore, the BBVA Innovation Center is a space tion Center will host the 8th to meet, a space to share, and, above all, a space listen edition of, Cloudstage, an event and learn from the innovation ecosystem. focused on the cloud. This is a meeting between profession- Being part of an innovation ecosystem allows BBVA to als that want to deal with the be near ideas and talent and to facilitate access to the possibilities and development world’s leading experts. It is also a way to share our of the cloud computing. collective knowledge with innovation community. More info KNOWSQUARE September 25th BBVA Innova- www.centrodeinnovacionbbva.com tion Center will host the event Knowsqure, an online and off line network board of direc- Follow us: tors. The aim of this event is www.facebook.com/centrodeinnovacionbbva share experiences and knowl- edge to improve the manage- twitter.com/cibbva ment of companies. www.youtube.com/user/centroinnovacionbbva www.slideshare.net/CIBBVA September 2012 | GAMIFICATION 61
- 32. BBVA Innovation BBVA Innovation Edge is the first corporate magazine focused on innovation. Innovation Edge Edge is the result of a aims to explore new trends and technologies that collaborative work done may impact the financial industry, especially retail by all the people who are banking. involved in innovation at Each edition features articles, analysis and in-depth BBVA Group. information about a given trend. CONTRIBUTORS TO THIS ISSUE: WEB: Articles and sections are available for María Pilar Álvarez García l Javier Anguiano Javier Benedí l Alfonso Bey Navarro free on www.centrodeinnovacion.com in both Jaime Bisbal l Reyes Bolumar English and Spanish. Javier Borderías l Bernardo Crespo Antonio García l Eugenio García Rafael Hernández l Miguel Ángel Iñesta PDF: Our website offers .pdf versions of the Beatriz Lara Bartolomé l Carmen López Marcos Marrodán Ciorcia l Luz Martín publications for your reading enjoyment, online or Ricardo Martín Manjón l Samuel Martín Valentín offline. Álvaro Morón l Manolo Moure Jay Reinemann l Alicia Sánchez Javier Sebastián l Marcelo Soria APP: Innovation Edge is also available in Gustavo Vinacua l Shan Ggu “Phil” Yim Apple’s App Store. All issues will be made available for download at the App Store, free of charge.” More info Are you interested in Innovation Edge? Subscribe to our newsletter ©BBVA2012 and be informed of new issues. No part of this publication can be reproduced or communicate in any form or by any platform Produced by electronic o mechanic, including photocopying, recording o any other system of storage and Prodigioso Volcán retrieval, without permission of the publisher, BBVA. DL AS 2.498-2012 (www.prodigiosovolcan.com)