|Title||Description||Company||Type||Hard fact||Link |
|Beta one ||During pre-release phases of development, Microsoft's Testing Division asks people to surrender their machines overnight for us to test and we give them back the next day. This has to happen multiple times, and participation rates drop, the more often they have to do that. The game is Hang Man-style to spell out the words "beta one" for pre-release testing ||Microsoft ||Internal Productivity Game ||4x improvement in participation ||Blog |
|Language Quality ||Within a simple Silverlight application, 500,000 screens were reviewed by over 4,500 people to correct and/or improve the translations. |
"In many ways this played to people's enjoyment in their ability to use their native languages and their national and corporate pride," said Smith. "They didn't want their friends to see a project they worked on with bad translations."
This game was much more sophisticated than the early 'Beta One' effort. "We injected false failures, intentionally poor translations, into the game to make sure that people were really paying attention and not just 'knee-jerk' circling everything on the screen," Smith said. "We had leaderboards by individual and by language to tap into that national pride. Japan took a day off company-wide to play the game. They won that leaderboard."
|Microsoft ||Internal Productivity Game || ||Blog |
|Communicate Hope ||Communicate Hope, which aided the development of Microsoft's Office Communicator (now known as Lync). For this game, the goal was to get users to provide feedback on the product design and usability and to submit bugs. The game leaderboard was linked to five charities and Microsoft's contributions to those charities was tied to the game results. Smith's group got 16x more feedback from people playing the game than those not playing the game, and tens of thousands of dollars went to the charities. |
Communicate Hope worked at both ends of the testing process, as it had a second component that rewarded the test team members if they responded quickly to feedback (taking away from their usual focus of recording and fixing bugs).
|Microsoft ||Internal Productivity Game ||16x more feedback ||Blog |
|Ribbon Hero 1 & 2 ||A game that incentivizes MS Office users to learn new skills in office. Done by the MS Office with the Xbox team, this game proved so successful, that a sequel was launched. ||Microsoft ||Productivity Games for End Users || ||Blog |
|Just Press Play ||Students who dropout early were less likely to have been woven into the social fabric of their school. Phelps proposed to create a productivity-style game around the "non-academic" aspects of college life and turn it into a "Hero's Journey." ||Microsoft & Rochester Institute of Technology ||Productivity Games for Education || ||Blog |
|Foldit ||Gamers have solved the structure of a retrovirus enzyme whose configuration had stumped scientists for more than a decade. The gamers achieved their discovery by playing Foldit, an online game that allows players to collaborate and compete in predicting the structure of protein molecules. After scientists repeatedly failed to piece together the structure of a protein-cutting enzyme from an AIDS-like virus, they called in the Foldit players. The scientists challenged the gamers to produce an accurate model of the enzyme. They did it in only three weeks. ||Foldit || ||Gamers solved problem within 3 weeks, scientiests couldn't olve it for 15 years. || |
|Bottle Bank Arcade ||Many of us return our plastic bottles and cans. Noticeably fewer recycle their glass. Maybe that's because we don't get any money in return, as we do for cans and plastic. Can we change this attitude by making recycling glass fun to do? So you are not just rewarded with a good conscience, you also get a smile. See the results here. ||TheFunTheory ||Productivity Games for End Users ||50x more usage than nearby bottle return ||Video |
|The world's deepest bin ||To throw rubbish in the bin instead of onto the floor shouldn’t really be so hard. Many people still fail to do so. Can we get more people to throw rubbish into the bin, rather than onto the ground, by making it fun to do? See the results here. ||TheFunTheory ||Productivity Games for End Users ||132% more trash was collected ||Video |
|Piano stairs ||”Take the stairs instead of the escalator or elevator and feel better” is something we often hear or read in the Sunday papers. Few people actually follow that advice. Can we get more people to take the stairs over the escalator by making it fun to do? See the results here ||TheFunTheory ||Productivity Games for End Users ||66% more people than normal choose to use the stairways ||Video |
|Speed camera lottery ||The winning idea of the fun theory award, submitted by Kevin Richardson, USA. Can we get more people to obey the speed limit by making it fun to do? This was the question Kevin’s idea answered and it was so good that Volkswagen, together with The Swedish National Society for Road Safety, actually made this innovative idea a reality in Stockholm, Sweden. ||TheFunTheory ||Productivity Games for End Users ||22% reduction in speed ||Video |
|The Play Belt ||You can only then use the in car entertainment system, when you are buckled up. ||TheFunTheory ||Productivity Games for End Users || ||Video |
|Travel Expense System || |
When you plan a trip, you get an allowance for each location. If you stay above, no questions asked, just submit the bills. If you are below, you can select what you do with the money:
- paid out on your next pay check
- saved towards another travel that might not even be have planned
- donate it towards a charity
|Google ||Internal Productivity Game ||nearly 100% compliance || |
|Toilet seat ||Train your son to lift the toilet seat by gamifying it with a cowboy on the lid, when you lift the seat it also shows the cowboy drawing guns and at the same time a pea falls into the water, at which you can "aim" || || ||4 out of 9 (44% increase) ||Video |
|Survey || |
Rephrasing questions on the survey in a way, that make it more interesting for participants lead to a sharp increase in responses.[..]
A question such as “Describe yourself” yielded on average 2.4 descriptive words, with effectively 85% of respondents answering. When that question was changed to present the challenge “Describe yourself in exactly seven words” the descriptors increased to an average of 4.5 and the response rate rose to 98%.[..]
Our study found that by adding a motive to answer a question we could improve the response rates. For example, we asked respondents how much they liked each of a list of music acts. Typically, this yielded evaluations of 83 artists. Not bad. However, when we asked them to imagine that they owned their own radio station and to decide which of the artists they would put on their station’s playlist, respondents were willing to spend longer deliberating their answers and the average number of artists evaluated rose to 148.[..]
“When we asked respondents to make a list of their favourite foods, we received an average of six items in response. When we told them they had two minutes to do it, the figure rose to 35” [..]
When we gave respondents a packet of crisps and a series of labels to describe them, ranging from “well designed” and “good colours” to “unoriginal”, we produced 15% more activity (in clicks) and 50% more fun reported by respondents.
|Engage Research and GMI ||Productivity Games for End Users || |
- from 2.4 raise to 4.5 descriptive words
- response rate frmom 85% to 98%
- # of artists evaluated from 83 to 148
- from 6 favourite food items mentioned to 35
|The great perfect T-Shirt-Debate ||This and many many more examples are in the slide deck Gamification: How Effective Is It? || || || |
- User participation up from 68% to 83%
- Community interaction up from 3% to 37%
- Avg. # user posts up from 1.5 to 2.3
|Link (slide 24) |
|Interrupting Online Video Views || |
Using game mechanics, blurbIQ turns video commercials from passive to active engagement by overlaying brand and trivia questions on the video. The average number of brand questions answered per 30-second engagement is 3.39.
Up to 5% of visitors end up sharing something with friends. Of these 80% are shared via Facebook, 16% share via email and 4% share via Twitter.
"You would think that interrupting video views to ask brand-related questions would kill user interest. But just the opposite happens. They watch longer, convert at a higher rate and remember more about the brand message. We drive consumers to interact with and understand the messaging of the video," says Scott Reese, CEO of blurbIQ Inc
|blurblQ || || |
- interaction rate of 37.97%, a lift of 915% over the "industry average" of the other video vendors of 4.15%
- video completion rate was 65.45% vs. 43.57%
- click-through rate was 2.52% vs. 0.18%, a lift of 1,400%
- Video viewers exposed to blurbIQ's "gamification" have shown +95% unaided brand and key message recall two weeks after one exposure vs. single digits for TV viewers of the same commercial.
|Student journalists get gamified || |
A graduate journalism professor from NYU uses multiple game mechanics to engage his students. Among them are leaderboards for social media, where students over the course of 14 weeks to grow their followers, as well as handing in over 20 assignments.
And through a company called Stray Boots, I organized a Wall Street treasure hunt, in which students learned the history of the area through playing a walking game.
A report from the 2006 Summit on Educational Games by the Federation of American Scientists found that students recall just 10% of what they read and 20% of what they hear. If there are visuals accompanying an oral presentation, the number rises to 30%, and if they observe someone carrying out an action while explaining it, 50%. But students remember 90% "if they do the job themselves, even if only as a simulation."
| || || |
- Collectively, my 15 grad students correctly answered 77 out of 150 questions (or 51.3%) from the reading passage but for the Treasure Hunt they got 89 of 150 right (or 59.3%).
|Call center gamification || |
LiveOps Inc., which runs virtual call centers, uses gaming to help improve the performance of its 20,000 call agents—independent contractors located all over the U.S. Starting last year, the company began awarding agents with virtual badges and points for tasks such as keeping calls brief and closing sales. Leaderboards allow the agents to compare their achievements to others.
|LiveOps || || |
- Since the gamification system was implemented, some agents have reduced call time by 15%, and sales have improved by between 8% and 12% among certain sales agents, says Sanjay Mathur, vice president of product management at LiveOps, Santa Clara, Calif.
- Introduction of the platform was met with an 80% adoption rate in the very first week. And these adopters were found to have outperformed non-users by 23%, with an average +9% higher rate of customer satisfaction. Further measurement proved that gamification reduced training from an average of four weeks, to 14 hours. That's over three-and-a-half weeks of earned productivity.
|B2B Marketer in Finance || |
To launch a new website in the finance sector, the game "Kill the Paper Invoice" was launched.
|Sharedserviceslink || || Over the first month of the campaign: |
Over the second month of the campaign:
- Website visits increased by 108.5%
- Unique website visits increased by 99.8%
Other results include:
- Website visits increased by 95.9%
- Unique website visits increased by 81.4%
- 34% increase in membership database
- 9.38% conversion rate from game page visit to data capture
- 19.7% of leader board entrants forwarded the game to a colleague
|OpenText || |
A community used leaderboards for social adoption & usage
| || || |
- business usage and adoption increase by 250%
|Buffalo Wild Wings || |
Campaign that generated +100Mio impressions via Facebook & Twitter
| || || |
- first 3 weeks: 30,000 players
- 3 months: 184,000 players
- 1 in 3 players returned to play again
- Increase in participation by 500%
|Green Giant with Facebook/Farmville || |
| www.farmvillefreak.com || || |
- generated 420,000 "likes"
|Playboy || |
Voting for Miss Social
| || || |
- doubled consumer base within 4 months
- 85% rate of re-engagement
- 60% improvement in revenues from one month to the next
- Dec. 2010 - March 2011: grew active user base by 80,000
|American Express Nextpedition || |
Finding your travel sign racks up over 2 million 'likes'
| || || ||Link |
|Idea Street || |
An innovation game created by the UK Department of Work and Pensions to decentralize innovation and generate ideas from its 120,000 peopl across the organization.
It is a social collaboration platform with the addition of game mechanics, including points, leader boards and a "buzz index".
| || || |
- Within the first 18 months, the project had around 4,000 users, generated 1,400 ideas, 63 of which hae been implemented within the Department
|Objective Logistics || |
Automatically determining work performance of employees in restaurants based on criteria such as sales, tips, surveys and customer acquisition data.
“In restaurants, the top 10% of employees add $8.54 to every check. The bottom 10% actually subtract $7.21. In many cases it’s even more extreme. MUSE creates a competitive environment, and in doing so shifts the bottom to the middle, the middle to the top and the top through the glass ceiling – we conservatively predict a 2-4% increase in sales at the outset.”
Rather than forecasting demand and staffing a restaurant accordingly, as most systems do, the software tracks waitstaff performance in terms of per-customer sales and satisfaction (gauged by tips). Highly rated servers are given more tables and preferred schedules. By shifting work to its best servers, the restaurant hopes to increase profits and motivate all employees.
| www.objectivelogistics.com || || Throughout the Not Your Average Joe’s chain the following was reported: |
- 1.8% increase in sales
- 11% increase in gratuities
It's too early to tell for sure, but we think we will raise check averages by 2% to 3%, from $17 to $17.50 per guest. Based on 60,000 transactions a week, that adds up to about $1.5 million a year; with a 40% margin, the return is tremendous. We've also seen that guests prefer the higher-scoring servers, and since the system should help all servers improve, we hope that guests will be returning more frequently.
|Chevrolet Volt || |
Chevy Volt uses a simple green / amber indicator (pictured above, right) on the dashboard to give drivers visual feedback on their driving style. If you’re too heavy on the accelerator, the green ball moves up and turns amber. If you’re too heavy on the brakes (preventing the energy recovery system from recharging the batteries) the ball moves down and again, turns amber. The challenge is of course, to keep the ball green, and positioned centrally.
| || || |
- reduced the number of people exceeding the speed limit in Lanarckshire by 53% during a trial of 226 warning signs
|Insideview || |
We saw this internally at InsideView when we wanted to drive social media adoption by the company. The only game mechanic we had to put in place was a monthly email that highlighted to most active employees on Twitter. The internal competition to be in First Place drove up the number of updates from employees 312%.
| InsideView || || |
- A newsletter highlighting top employees, Increased the number of Twitter updates by 312%
|ePrize || |
A group of salespeople who were rarely logging Events. Across the group, they would log about 10/week which is nowhere near what was actually happening or expected. The team felt comfortable in their old ways and weren't behind the change. So we ran a very simple one week sales competition where every Event logged would get a point. Whoever got the most points that week would get $100 gift certificate to a local restaurant for a nice dinner. A contest leaderboard and status updates would be shared daily to keep the team aware of where they stood.
| || || |
- For the 4 weeks prior to the contest, Events logged/week were consistently around 50.
- During the week of the contest, it shot up to 85.
- For the 4 weeks after the contest was over, Events logged/week held steady around 60 – a 10% increase from the pre-contest results.
|Samsung Nation || |
Samsung, for example, came to Badgeville hoping to increase the number of product reviews users post on its website. The companies combined forces to launch Samsung Nation, a social loyalty program that lets users earn badges for such activities as writing reviews and watching videos and compete for rewards. By using Badgeville's platform along with its own technologies, Samsung saw a 500% increase in customers' product reviews.
| Samsung Nation || || |
- 500% increase in customers' product reviews
- 66% increase in site visitors*
- 30% increase in comments*
- reduced marketing costs*
- reduced product support costs*
|allkpop || |
allkpop - an online news site for Korean pop culture (focusing primarily on K-pop – is the infectious Korean brand of pop music).
| allkpop || || |
- During the week long promotion of the game mechanics launch on allkpop, they experienced a 104% increase in shares, 36% rise in comments and 24% more page.
- this has had a long term and sustained impact on traffic levels.
|Keas || |
Keas is an Employee Wellness Program that combines the best of social media and online games to create happier, healthier, more engaged employees. It’s time your company joined the social wellness revolution.
| Keas || || |
- When Keas switched their health behavior-change site to a gamified approach, their user engagement rose 100x (an order of magnitude).
|Dosomething.org || |
Using the power of online to get teens to do good stuff offline.
| Dosomething.org || || |
- Dosomething.org had a 26% response rate from their teen audience to a scavenger hunt. By comparison, 2-3% of their users respond to “marketing” offers.
|Wellvolution || |
Wellvolution (including Shape Up Shield and other programs) is an eight-week-long, social-media-fueled challenge that uses an online platform to let employees form teams, post comments in forums, set team and personal fitness goals, and give virtual 'high fives' for encouragement.
Shape Up Shield
| || |
- In the past three years, [..] 80% of Blue Shield employees have participated in at least one of its wellness programs. During that period, there has been a 50% drop in smoking prevalence and a similar increase in regular physical activity among employees. The incidence of hypertension has fallen by two-thirds, and disability claims are down among participating workers [..]
|Department of Work and Pension / UK || |
That's when he came across Spigit, an innovation management solutions company. Spigit and Gardner's agency gamified government processes by creating DWP's Idea Street initiative in 2007. Through a virtual trading platform, British civil servants could buy and sell stock in new ideas with a virtual currency. What followed was a crowd-sourcing effort that called on civil servants to turn ideation into real cost savings. Those who posted comments and helped execute change could accrue more points, and were even rewarded through promotions. In one case, a call center employee came up with the idea to create internal marketing materials, resulting in that employee's transfer to the office of the head of the DWP.
| || || |
- In less than nine months, the DWP incurred about $41 million in hard savings by innovating its business processes
- 1,400 ideas generated*
- 4,500 users*
- 1,100 ideas active*
- 63 projects implemented*
- £21 million benefits*
|CaLLogix || |
As President of CaLLogix, a lean contact center company headquartered in New Hampshire (an expensive geographic area for a contact center), my focus is on being highly responsive to our clients’ changing requirements, delivering exceptional service and managing a profitable company.
Attrition, absenteeism and rising health care costs negatively impact our service and bottom line. Our ability to provide superior service depends on our staff being ready to take the important calls coming into our center.
| || || |
- reduce attrition by 50% and absenteeism by 80% while cutting our insurance premium increase and improving our overall company performance.
When 15 people are absent on a single day in a 200 person contact center, we have to scramble to cover the calls those 15 people would have taken. Prior to implementing our Consciousness @ CaLLogix wellness program, we averaged 15 absences each day. Today we average two.
- the company saved $380,000 during the first year of the program – that equates to $2,000 per employee! Further, we haven't had to conduct our usual monthly new hire training in the past 8 months due to big reductions in turnover.
|EMC || |
EMC gamified their community with gamification platform Badgeville
|EMC Community Network || || |
- increase of 25% in reply to discussions(inthe first 2 weeks)
- Registration -3%
- Page Views +12%
- Visits +10%
- Unique Visitors +10%
- Created a document +9%
- Replied to thread +15%
- File downloaded +10%
- Videos Watched +41%
- Total Activity +21%
- 2012 Engagement +9%
|Beat the GMAT || |
The online community MBAWatch.com enables students to increase their chances of being accepted into an MBA program and gain a better understanding of how they rank in comparison to other applicants. With gamification, Beat the GMAT dramatically increased social sharing and incentivized user participation. In fact, they witnessed an increase of 1,500 comments within their social community and more than 900 community members ‘followed' their favorite schools during each month following the implementation of gamification techniques
|MBAWatch.com || || |
- Beat the GMAT also was able to increase pages-per-visit by 195%
- time users spent on site increased by 370%
|MathLand || |
A special education teacher used game mechanics to adress problems that she had with students.
|MathLand || || |
- MathLand led students to a 17% improvement in statewide assessment
- Attendance increased by 13% in the first two years
- Standardized test results moved upwards by 22% at the end of year three
|Verizon Wireless || |
Verizon Wireless implemented the Gigya Social Gamification Platform, which rewards users with badges for engaging with the site. That allows Verizon Wireless to encourage behaviors such as commenting on articles and sharing that bring back valuable referral traffic to the Verizon Insider site.
|Verizon Wireless || || |
- More than 50 percent of the site’s users participated in the gamified environment.
- On average, users who logged in via Social Login spent 30 percent more time on the site versus the older method.
- Those Social Login users also generate 15 percent more page views than others.
|AstraZeneca || |
Go To Jupiter is a Game Based Learning Solution, used to teach to 500 agents about a new medicine.
Astrazeneca’s agents have to earn points to be the first to reach a Stadium (which represents the official launch event of the medicine and where agents, answering questions using a remote control, can earn new points to improve their game ranking).
In the web game, agents can get points by answering quiz and playing different mini-games focused on the features of a new product.
|AstraZeneca || || |
- High usage rates (97%)
- The most of the agents where using the platform outside of their work time
- 95% of the users completed each teaching session
|MTV Italia || |
User generated video chart based on various “game dynamics” like avatars, points and leaderboard. App’s main objectives are: a) to drive users from Facebook to TV; b) to loyalize existing TV audience.
Even if the app is still in beta version and the TV program hasn’t started yet, see the results.
|MTV Italia || || |
- More than 500.000 votes in less then three months
More than 150.000 videos viewed
|Nickelodeon - Nicktv || |
Web game where players can choose an hero and play different minigames and a special race challenge named “NickRace”.
|Nickelodeon || || |
- 7.500.000 page views just the two month, twice the amount of the whole nicktv.it website
- More than 50.000 registered users, for the most they are facebook users
- More than 4.000.000 plays in two months
- Time spent on the website increased by 25%
|Muchmusic.com || |
Gamified with Badgeville, presentated at Engage2012 by Steve Sims
|Muchmusic.com || || |
- +21% registered users
- +33% daily retention
- +59% increase in user behaviors
|Sneakpeeq.com || |
Gamified with Badgeville, presentated at Engage2012 by Steve Sims
|Sneakpeeq || || |
- +18% conversions month over month
- +935% Loves
- +590% Shares
|Engine Yard || |
Integrated Badgeville and our support documentation into their Zendesk help desk
|Engine Yard || || |
- 20% reduction in tickets per customer on average
- 40% improvement in response time by our agents for tickets filed
- 40% increase in forum engagement and knowledge base searches
- All leading to improved customer satisfaction
|Sneakpeeq || |
Seeking to become the premiere social shopping discovery platform, sneakpeeq leverages Facebook to bring the benefits of the in-store shopping experience to the online world, focused on allowing shoppers to explore products before "peeqing" and virtually flipping over the price tag. Shoppers have a limited number of peeqs, which often reveal significant discounts off items both from mainstream and indie designers. Shoppers can unlock badges for peeqing, sharing, loving, and engaging across the sneakpeeq stores. By engaging across the stores, shoppers also occasionally unlock badges with additional value, such as further discounts for use within a limited time
|Sneakpeeq || || |
- an average 18 percent month-over-month growth in conversions
- with a 3000 percent lift in the number of "buy" clicks70 percent month-over-month increase in "peeqs."
- 935 percent increase in product "loves"
- 590 percent increase in product shares
|Bluewolf || |
Bluewolf, a management consulting firm in New York City, uses Salesforce.com's Chatter platform as its internal social network. At the beginning of the year, the platform was gamified, with employees getting points when they post comments - and more points if that comment sparks a conversation. They also get points for sharing reports to their outside social networks, or publishing a blog post, or making presentations on weekly knowledge management calls.
|Bluewolf || || |
- 57% increase in community engagement
|Slalom Consulting || |
Seattle-based Slalom Consulting had 2,000 employees in offices around the United States. To improve internal communications, the company decided to create a mobile application that would help employees learn the names and faces of their colleagues. To encourage participation, the application included a "leaderboard" showing who had the highest scores, says CEO Brad Jackson.
The tactic backfired. "We found that only 5% of the people truly cared about being at the top of the leaderboard," he says. The prizes - gift cards - weren't enough, either.
"What changed for us is when we transformed to teams," he says. "Whether by organization, or randomly assigned teams, there was a dramatic shift in the engagement of the game. People didn't want to let their team down."
Participation grew from 5% to 90%, he says, and recognition scores went up from around 45% accuracy to 89%.
|Slalom Consultin || || |
- Participation grew from 5% to 90%,
- recognition scores went up from around 45% accuracy to 89%.
|Allstate || |
Insurance giant Allstate solicits innovative ideas from employees with the help of a gamified social innovation tool from Pleasanton, Calif.-based Spigit two to three times a month.
"We don't necessarily use the reward system in the tool," says Matt Manzella, Allstate's director of technology innovation. "We have in the past, but people just want to participate." The key, he says, is to pick challenges that resonate with employees.
"We do turn away concepts," he says. "If we feel that a challenge statement is not compelling enough for the crowd to get excited about, we'll turn it down or ask them [the company's business units] to come up with better challenges."
One successful blitz resulted in changing the process of how claims are scheduled in an office.
"It sounds like a mundane process, but leadership didn't recognize how complex it was and how much stress it was causing employees," he says. Changing the process saved the company $18 million a year in adjusters' time.
|Allstate || || |
- Changing the process saved the company $18 million a year in adjusters' time.
|InvestorVille ||Property investment simulation ||Commonwealth Bank of Australia || || |
- 56,600 visitors, 13,660 registrants and 34 home loan applications in the first six weeks.
- project costs for InvestorVille were around 400,000 Australian Dollars
- the game generated about 600 loans
|America's Army ||Back in 2002, the US Army released a free video game called America's Army. Designed as a public relations effort to boost recruitment, the game put players in the virtual boots of a solider, putting them through Special Forces training, medic school and using weapons identical to those used by active duty servicemen. ||US Army || || |
- ...30 percent of all Americans age 16 to 24 had a more positive impression of the Army because of the game and, even more amazingly, the game had more impact on recruits than all other forms of Army advertising combined.
|Topliners Community ||This community had points before, but users didn't have any clear idea how they compared with their peers. ||Eloqua || || |
- 55% spike in average active users in mid-July
|Project Everest || |
Hewlett Packard (HP) were able to achieve over $1 billion of revenue growth after investing in a new online portal that takes a gaming and rewards approach to selling.
Speaking at Call Centre Expo, Dan Kelly from Corporate Rewards explained how gamification was used as a way of engaging HP’s resellers.
Called ‘Project Everest’ HP and Corporate Rewards built an online platform that offers resellers rewards for selling HP’s ISS & ESS products.
The website is game-based, with e-learning and rewards schemes integrated into a seller’s profile – visualised with avatars who quite literally ‘climb’ the sales mountain.
The star prize was the holiday of a lifetime to each of the three target groups, but all of the resellers are offered rewards such as TV’s, discounted and iPads and music.
The platform literally has a pacman-style game and online scratchcards – it’s a fundamental shift towards gaming. The tagline reads: “Win prizes for yourself and your sales team!”
The results were in the first three months for Peak to Peak were impressive: $1bn(!) revenue growth
|HP/Intel || || |
- 950 sales people out of possible 1200 registered (80%)
- We aimed for 50% of revenue growth – achieved 56.4%
- $1bn revenue growth for HP in first three months of 2011/12
|Badgeville for Jive ||Badgeville announced the launch of Badgeville for Jive, a new offering which makes it easy for businesses with existing Jive-powered communities to promote adoption, sustain engagement, and help their business grow using game mechanics across their entire enterprise. Badgeville for Jive enables businesses to apply these mechanics across existing Jive communities and integrate this rewards and reputation program across their full application ecosystem. || || || |
- 20% increase in files downloaded
- 25% Increase in User activity & engagement
- 40% increase in videos watched
|SessionM ||The company offers mobile publishers a platform for adding game mechanics to their apps, including a rewards system called mPoints. The goal is to increase user engagement and retention. || || || |
- 35 percent increase in retention rate
- 25 percent lower bounce rate after integrating SessionM
- users were 40 times more likely to perform in-app social activities, like sharing content and checking-in
|Deloitte Leadership Academy ||Feedback from some clients is that the Deloitte Leadership Academy experience has become “addictive” and competing with peers is now part of how clients are achieving their learning plans. The leader board has been an important element as it creates a status oriented competition amongst users inside their organization. || || || |
After being live for only three months, results to date include:
- 46.6% increase in the number of users that return to the site daily
- 36.3% increase in the number of users that return to the site weekly
- An average of 3 badges per active user
- Top user has collected 30 badges already
- Already one user has earned the Leadership Academy Graduate badge which is expected to take 12 months to achieve
|Omnicare ||Pharmaceutical company Omnicare introduced gamification to its IT service desk operating model. "Omnicare found that by introducing an automated OmniQuest game, which included achievements, rewards in the form of badges, and real-time feedback within the ServiceNow platform, it realised 100% participation from team members." || || || |
- 100% participation from team members
|Galderma ||Skin care company, Galderma, used gamification to motivate its sales team: "In 2011, Galderma presented its sales force with a relatively traditional game; players could work individually or in groups to advance their avatar along a path riddled with quizzes and situational role plays."The game's purpose was to strengthen the staff's knowledge about Galderma products and encourage them to build team spirit and become more involved. "In the end, the game not only strengthened Galderma's sales force, it also measurably increased company sales," || || || ||Link |
|LiveOps ||Call Center provider with 20,000+ agents (most of them work from home); they introduced a gamified experience for training. Instead of taking training, agents are doing challenge. System gamified by Bunchball. || || || |
- 80% of users opted in within first week
- reduced onboarding from 4 weeks to 14 hours
- trained agents outperformed peers by 23% in call handle time and +9% in customer satisfcation
|Topliners ||Introduced gamification into the customer community. With the launch of the gamification module came a “leaderboard” on the home page that allowed users to see their rank in the community of 7000 users and who their nearest competition were. We also launched the concept of badges: little image icons that appear on a user’s profile page in the community as they complete a series of activities. ||Eloqua || || |
- 55% spike in average active users
|SAP ERP ||The adoption of game mechanics into serious contexts such as business applications (gamification) is a promising trend to improve the user’s participation and engagement with the software in question and on the job. However, this topic is mainly driven by practitioners. A theoretical model for gamification with appropriate empirical validation is missing. In this paper, we introduce a prototype for gamification using SAP ERP as example. Moreover, we have evaluated the concept within a comprehensive user study with 112 participants based on the technology acceptance model (TAM) using partial least squares (PLS) for analysis. Finally, we show that this gamification approach yields significant improvements in latent variables such as enjoyment, flow or perceived ease of use. Moreover, we outline further research requirements in the domain of gamification. || || || |
- telepresence is improved by 29.75%,
- interface by 23.4%,
- flow by 30.353%,
- enjoyment by 53.414%,
- and perceived ease of use by 36.123%
- However, perceived usefulness decreases by 3.03%.
|Danske Statsbaner ||Echo.it's platform 'Engaged' helps translate company goals, values and strategies into action and create statistical data-points for implementing corporate strategies. This way, employees and management are invited to share their actions that they believe supports the values and strategy of their employer. ||Echo.it || || |
- More than 70% of all employees have accessed the platform more than once
- More than 80% of all content are written by the blue-collar workers.
- Employee work satisfaction has raised significantly (qualitative interviews)
- 199 initiatives to improve efficiency and customer service have been launched based on input from employees. 20 of these initiatives have been implemented.
- 92% of the content is positive
- 20% of hourly paid workers logged in from home. A significant number of other logins came during work brakes.
|SAP Streamworks ||How can you engage people to participate fully in an online collaborative decision-making activity, while simultaneously juggling their busy schedules? Researchers decided to use two decisions tools - one for brainstorming, the other for fast focus - and integrate them together with game mechanics into the social media platform SAP Streamworks. || || ||See details in the attachment of the link ||Link |
|US Pharma Help Desk || || || || |
- 15,000 employees
- 14-16,000 calls/month
- 25 hrs development effort
- Abandonment rate fell from 30% to less than 10%
- Average duration of answer decreased from over 5 min to <1 min
|*Gartner Webinar |
|Undiscovered Territory ||Autodesk leverages The Behavior Platform by Badgeville to design a trial software experience for potential customers to experience the key benefits and differentiators of Autodesk's 3ds Max ||Autodesk ||External - Trial Marketing || |
- +10% trial downloads
- +40% trial usage
|Marketo Rockstar Community ||Marketo leverages The Behavior Platform by Badgeville to drive higher customer adoption and accelerate customers to maturity through greater engagement within their Marketo Community where customers and partners can connect with one another, leverage each other's expertise in technical matters as well as share best practices. ||Marketo ||External - Customer Community & Onboarding || |
- +71% Lift in Daily Activities
- +48% Increase in Question Replies
- +36% Increase in Ideas Submitted
- +124% Increase in Idea Votes
- +40% Increase in Idea Comments;
|EMC RAMP || EMC leveraged Badgeville for Jive to build RAMP -- their Recognition, Awards, & Motivation Program. RAMP sits on top of EMC's Community Network (ECN), their Jive-based online community connecting nearly 250,000 EMC customers, partners & employees. Utilizing Badgeville Game Mechanics, they looked to drive a stickier user experience by influencing and rewarding valuable user behaviors across ECN || EMC || Internal & External Community || |
- +21% Overall User Activity
- +10% Docs Created
- +10% Visits
- +12% Page Views
- +15% Discussion Replies
- +19% Files Downloaded
- +41% Videos Watched
|Deloitte Leadership Academy || Deloitte Leadership Academy (DLA) is an innovative digital executive training program for more than 50,000 executives at more than 150 companies worldwide. Utilizing Badgeville Game Mechanics, Deloitte developed an innovative alternative to the traditional methods of delivering education and learning management and achieved the following results: || Deloitte Leadership Academy || Internal - Development Program || |
- +46.6% users return daily
- +36.3% users return weekly
- --Avg 3 achievements/active user
- --Top users = 30+ achievements
- --One user earned Graduate badge within 6mo, normally expected to take 12mo
|Who What Where ||In an effort to encourage social collaboration among their 200k+ consultants, Deloitte leveraged Badgeville's mobile SDK to implement a mobile social rewards program to drive greater Yammer adoption and utilization. ||Deloitte ||Internal - Collaboration || |
- --Increased Knowledge Sharing
- --Improved expertise location between their global consultants
- --Better alignment between the company and its employees, reducing turnover
|The Peer Network ||Haymarket leverages Badgeville's Behavior Platform to build a social loyalty program on top of ClinicalAdvisor.com, rewarding users for interacting with the site, uploading user-generated content, and socializing. ||Haymarket Media Group ||External || |
- +18% Pages Viewed/Visit
- +39% User Sign Ups
- +43% Unique Visits
- +53% Slideshows Viewed
- +300% User Submitted Content
- +400% Comments
|Ask.com Q&A Community ||Ask.com utilizes Badgeville Social Mechanics to drive greater user engagement through real-time notifications, social context streams, and following notifications. ||Ask.com ||External || |
- +23% Answer a Question
- +52% Comments
- +58% Votes
- --Avg 12 social notifications/day, 6 viewed/day
- --150k social notifications in first month
|Engine Yard ||Engine Yard utilizes Badgeville Game Mechanics to drive a more self-service, self-sustaining customer community whose users are rewarded for leveraging the knowledge base on their own, helping one another, and sharing best practices - ultimately driving down their support ticket costs. ||Engine Yard ||Internal || |
- 20% reduction in tickets filed/customer
- +40% increase in forum engagement and knowledge base searches
- +40% improvement in ticket response time
- +Overall Customer Satisfaction
|MuchCloser ||Bell Media leverages Badgeville's Behavior Platform to build a social loyalty program on top of MuchMusic.com, rewarding users for their participation and fostering more repeat visits. ||Bell Media ||External || |
- +23k signups
- +21% increase in registered users
- --33% Daily Returns
- --325k behaviors in 1st month
- +59% increase in behaviors week-to-week
- --14+ behaviors/user
- --120,000 achievements unlocked
|sneakpeeq ||sneakpeeq is an online social shopping experience which leverages Badgeville's Behavior Platform in order to reward users with points and discounts the more they interact with the site and share ||sneakpeeq ||External || |
- +18% Conversions month-over-month
- +3000% Buy Clicks
- +70% peeqs month-over-month
- +590% Shares
- +935% Loves
|Teleflora || |
US florist Teleflora gamifies its entire store using PowerReview's social loyalty scheme, offering points for actions including user reviews, comments, answering other customer queries and posting on Facebook.
There are additional points on offer if you are the first person to review a product or answer a question in the user Q&A section.
| ||e-commerce || |
- referral traffic from Facebook increased by 105%
- there was a 10-fold increase in the number of pictures and videos being uploaded.
- the conversion rate improved by 92%.
|Step2 ||Children’s retailer Step2 gamifies its store using PowerReview's social loyalty scheme. Points are allocated for uploading photos and videos, sharing to Facebook or writing a review. However Step2 awards 15 points for a Facebook share, while Teleflora gives you one point for the same action. || ||e-commerce || |
- 135% increase in referral traffic from Facebook
- 600% increase in the number of videos and images uploaded to the site.
|Moosejaw ||Moosejaw offered $10 gift cards starting at $1. Once the release launched, the price would increase rapidly from $1 to $5. |
Moosejaw sent teaser messages with a sneak preview of the upcoming deal, including three Facebook posts promoting the offer. Consumers could opt in to the deal, without knowing exactly when it would go live for purchase. They only knew that the faster they reacted, the better price they scored – creating mystery, intrigue and suspense, but also a captivated audience. Quikly also included a feature called Team Building, which allows participants to invite their friends. The more friends a player invites, the better the player’s chances are of scoring a great deal. All team members get the lowest price locked in by any other member of the team.
| || || |
- 76% of those who purchased the $10 Moosejaw gift card shared the details of their achievement on social media
- the campaign created over 245,000 social media impressions for Moosejaw.
- Within fifteen minutes of the deal being announced via text message and Facebook, Quikly and Moosejaw sold more than five hundred gift cards.
- The $10 gift card led to an average basket size of $66 – nearly seven times the initial value.
- almost a quarter of purchasers were brand new Moosejaw customers
- of the new customers, 34% went on to make additional purchases within 90 days. The average basket size of those additional purchases was more than $150.
|Autodesk 3d Max ||To help users learn about the software, the free trial was gamified and onboarded the users. An intriguing storyline was created and a healthy reward system to incentivize users was offered to finish the trial and understand 3ds Max fully. Iin-game benefits were coupled with real world prizing and a grand prize of a license to the Autodesk Entertainment Creation Suite Ultimate Edition 2013 was awarded. || || || |
- 54% increase in trial usage,
- 15% increase in buy clicks, and a
- 29% increase in channel revenue per trial start.
|Ford ||Gamification platform provider Bunchball worked with the Ford Motor company in Canada to help add gamification to its learning portals to assist sales and services teams that must become familiar with new car models, financing plans, technologies and options every year. || || || |
- 417 percent increase in use
- actions per user doubled
- actions overall increased 60%
- lower employeer turnover
- higher customer satisfaction
|OTT ||eLearning provider OTT had experienced high growth and was offering over 100 courses to agents. The Operations Director had noticed that although more courses were being completed in total, the average number of passes per course was falling. So they invested in gamification. Members were encouraged to earn virtual badges by completing eLearning courses. || || || |
- average increase of 65% in user engagement with some clients benefiting from an uplift of over 300%
- One client had a live course on the website but did not actively promote it over 12 months. Gamification had a big effect on their results. Pre-gamification their course was getting around 10 course passes a month. Post-gamification launch they were averaging around 50 passes a month.
|SAP Community Network ||The SAP Community Network relaunched their 8 year old gamification and reputation system in May 2013 with a new version. || || || |
- Activity increased by 400%
- Activity generating points made a whopping jump of 2,210% (an indication of quantity of contributions and engagement around content)
- Community feedback rose by 96%
- A total of 53,028 badges were earned.
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