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Our spring offer is a big discount for our two Industry Reports: 85% off from the original $1,500 down to $225 for the GAMIFICATION INDUSTRY REPORT that compares twelve gamification platforms.
And the second one is 66% off from the original $990 down to $330 for the SALES GAMIFICATION INDUSTRY REPORT that compares 24(!) gamification platforms. This report contains the twelve platforms from the Gamification Industry Report as well.
For whom is this report?
For anyone planning to engage and motivate employees, customers, and sales reps these reports give an overview of the top platforms on the market with a detailed analysis of the platforms' strengths and weaknesses and technical details.
How can I buy the reports?
Click on the images below to go to the payment website and download your report.
The Turkish bank Türk Ekonomi Bankası (TEB) - part of the BNP Paribas-group - launched a gamified sales program named HIPPO to better track sales objectives and the performance of sales teams. With the help of the game elements it covers, the focal point of the users, which is “sales” itself, turns into a game which in return increases employee engagement, employee satisfaction, yet providing continuous performance.
Project HIPPO was the winner of the very first intrapreneurship program by (TEB). As a result of the developments that kicked off after becoming the champion of the intrapreneurship programme, HIPPO is live since December 2015 and is being actively used by sales team in TEB.
As one of the dynamics of HIPPO, users can create profiles. Once they create a profile, they can interact with each other on the system and get in contact to exchange information and share their expertise in any topic they would like. Thanks to the ability customized profiles, users declare that they now have a tool to better represent themselves at their workplace. HIPPO, being widely accepted and easily embraced by the users are HIPPO’s key factors on the high ratio of being actively used.
Enterprise Gamification is Leadership 101
Mario Herger’s book Enterprise Gamification is certainly an outstanding introduction to gamification. However, it is far more. While I am a novice at game development and gamification, I do consider myself to be knowledgeable and accomplished in the realm of leadership. As I read Enterprise Gamification, I could imagine an entire MBA Leadership and Organizational Behavior course based on this book. I was blown away with how richly Mario filled this book with studies and sources regarding individual and organizational behavior. In terms of truth in advertising, Mario was one of my advisers for my recent thesis in which I designed a serious, multiplayer, computer game to improve Federal Emergency Management Agency (FEMA) Regional Response Coordination Center training and exercises. I am now inspired to think more globally and imagine how to gamify FEMA and even the Department of Homeland Security to improve engagement, efficiency, and effectiveness. But, that is another story. I am not writing a book review here. Rather, I would like to share just a few nuggets out of Enterprise Gamification that leadership enthusiasts, like myself, might enjoy. The concept of applying these concepts through gamification quit simply makes the application of the principles more fun.
When I mentor young folks, I tell them that if I only had one piece of advice to give, it would be that you play the cards you are dealt. What this means is you are leading a team of individuals. They are all unique and motivated in different ways. Wait, did I just state the obvious? While we learned how we are unique as children from Sesame Street and Mr. Rodgers Neighborhood, we seem to forget it in our leadership styles. In addition to intrinsic individuality, each person’s own motivation changes over time. An old, experienced, introvert may only need and want the task description and then runs off and takes care of it. A young, inexperienced person may need a little more hand holding or timely checks to make sure they are on track. Similarly, Herger refers to empathy-based design when he writes, “…understanding the motivations of players is a crucial part of making gamification successful.” In other words, one must consider what motivates a player to make a good game. This is analogous to a leader needing to understand the motivation of employees/teammates in order to be effective.
Does it help to come to more creative solutions faster when you promise people rewards? This is what German psychologist Karl Duncker tested in the first half of the 20th century with the candle problem. In this exercise he tasked test subjects to put a candle on the wall and lighten it up. The caveat was that the objects available included a box of tacks, a box of matches and the candle. How would they fix it to the wall? And would they come up with creative solutions faster if he promised them a large reward?
Watch this video to see what happened.