Gamification news, tactics, case studies and more. The official blog of Bunchball.
There are kudos, and then there are bombastic, cartoon-stars-shooting-out-of-your-eyeballs kudos. The kind of kudos that put your career on a completely new trajectory because you’ve done something spectacular and unforgettable to benefit your company’s bottom line.
Think that kind of stuff doesn’t happen? Read on.
By Erika Blaney, Vice President, Marketing
About 100 million people hold full-time jobs in the United States, but only 30 million of those employees say they are engaged in their work.
This is not a reassuring statistic. In fact, to anyone responsible for the bottom line, top line, or any line in between, it is terrifying.
The purpose of any corporate training strategy is to help employees achieve the knowledge and the set of skills they will need in the long run. However, it must be mentioned that for the best results, the training has to be memorable and effective - one of the biggest mistakes many large organizations tend to make nowadays is that they put emphasis on the financial aspect of training, rather than focusing on making the training as memorable and as effective as possible. Only this way the employees can make good use of what they have learned. Having said that, here are 4 efficient ways to make employee learning hard to forget:
I'm in the process of banning the use of the following three terms from virtually all of our Bunchball materials: Badges, points and leaderboards.
Why? Because, while they are an important part of the mechanics involved in gamification, they can act as a detriment to the general understanding of the breadth, depth and the overall value of a gamification solution.
How many times have I seen people become totally fixated on these terms, when their focus should remain squarely on the business drivers and business benefits of gamification?
By Caroline Japic, Senior Vice President, Marketing
When it comes to online communities, 2004 was a lifetime ago. Back then, Facebook was still known as The Facebook and was just busting out beyond Harvard.
It was into this primordial soup that software giant SAP dropped a new online community for its developers. Within a year, the community had 100,000 members. To keep them engaged, SAP added a simple gamification mechanism – points – to recognize and reward member contributions and participation. It was one of the earliest examples of gamification – all of it developed internally, and all serving as a kind of laboratory for those who want to build engagement and collaboration through gamification.
Nearly 90% of CEOs cite customer engagement as their primary initiative in the next five years, yet most businesses capture only a fraction of their opportunities for customer engagement. While the entire company must be enabled to deliver on customer engagement, customer service and support is tasked with the all-important front-line customer interaction and problem solving.
I’m a big believer that customer engagement begins with employee engagement. What does that mean when you bring that concept down to the contact center? It means that the catalyst is agent engagement, which can be achieve with the right knowledge, technology and processes, and with the right motivation.
There are different ways to approach the ‘motivation’ piece. And since Gartner estimates that more than 70% of Global 2000 organizations will have at least one gamified application by 2014, I am focusing today’s blog on three specific ways to motivateyour agent workforce through game mechanics:
Loyalty 3.0 Now a New York Times Bestseller (and on Wall Street Journal, and Amazon, and Barnes & Noble, and…)
Rajat didn’t want to jinx it.
When he received word that his hot new book, Loyalty 3.0: How to Revolutionize Customer and Employee Engagement with Big Data and Gamification, was headed to the New York Times Best Seller List, he wanted to see it in print before anyone breathed a word of it. Around here at Bunchball World Headquarters, we’ll remember those 24 hours as The Longest Day.
Well, it’s official. Loyalty 3.0 reached No. 5 on the latest New York Times Best Seller List for advice and how-to books. The results are based on sales for the week ending June 22.
Wait…it gets better:
You’ve probably heard the phrase “Your reputation precedes you.” And hopefully it was in a positive context. Because increasingly, it does just that. You’ve always had a personal reputation, and now you have a digital one that you build every day. And it goes everywhere you go… and beyond.
The concept of a portable reputation has been around for years--you can go back as far as 2005 to see technology writer Robert Hof wondering on BusinessWeek.com, “Are Online Reputations Portable?”
If you’re like most people, you’re a member of 18 different loyalty programs. That number may surprise you, but as studies have shown, memberships add up fast: pet store rewards cards, cash back credit cards, frequent flier programs. Companies collectively spend billions on these programs in the hopes of establishing a meaningful relationship with their customers.
So are those investments paying off? How truly loyal are you to those 18 brands? Put more explicitly, would you turn down a better deal from someone else?
The reality is that traditional loyalty programs are dead. Why? Because they’re built on a foundation that hasn’t evolved to meet the needs of 21st century businesses, technology and people. The relationship they cultivate is largely transactional: your status and progress within the program is driven only by frequency or size of purchases. And they do little to build an emotional bond with the customer – the bond necessary for true loyalty.
All day long, you generate data. Whenever you interact with an enterprise application, social network, website or mobile device, you add another drop to an endless stream of information that describes what interests and motivates you.
Now add that up among everyone you know whose actions are also mediated by technology, and then add everyone you don’t know. Then add data from satellites and video cameras and sensors, and you begin to understand why people are talking about big data.
How big? Google’s Eric Schmidt estimated recently that between the dawn of civilization and 2003, the human race created 5 exabytes of information. That’s 5 billion gigabytes, which sounds like an awful lot, and it is.
It’s also the amount of data we now generate every two days.