Our independent university research is the first of its kind. We have codified over 200 enterprise gamification case studies to develop the world’s first enterprise gamification classification system. The objective of our research is to get to the core of the estimated 80% failure rate of gamification projects, and develop more ethical and effective design methodologies. These are some of our early findings:

1. Enterprise
GAMIFICATION TAXONOMY
THE 7 GAMIFICATION STRATEGY OPTIONS
Strategy Est Size of Market
Digital Game Simple browser or mobile game apps 17%
Digital Simulation Browser based simulations 5%
Platform A: Vendor API/Plugin Gamified enterprise platforms 29%
Platform B: Custom Build Enterprises designing their own systems 29%
Simple product features Simple features that enhance the product 8%
Significant product features Significant elements that change the nature
of the product
1%
Playful experiences Used in events, promotions or campaigns 11%
Total 100%
Number of Cases
224
11%
1%
8%
29% 29%
5%
17%
Digital Game
Digital Simulation
Platform A: Vendor API/Plugin
Platform B: Custom Build
Simple product features
Significant product features
Playful experiences
TARGET AUDIENCE
Strategy Est Size of Market
Internal staff Internal facing gamification 18%
Customers, clients or patients External, market facing gamification 38%
Suppliers Focus on value chain effectiveness 2%
Industry or community Industry specific initiatives 7%
General market or public Broad market or public reach 35%
Total 100%
35%
7%
2%
38%
18%
Internal staff
Customers, clients or patients
Suppliers
Industry or community
General market or public
Our independent university research is the first of its kind. We have codified over 200 enterprise gamification case studies to develop the
world’s first enterprise gamification classification system. The objective of our research is to get to the core of the estimated 80% failure
rate of gamification projects, and develop more ethical and effective design methodologies. These are some of our early findings:
There are 7 key enterprise gamification strategy options. Each requires a unique set of design and investment decisions that need to
be tailored to specific business needs. Challenge: Is your consultant or vendor giving you independent and rigorous advice?
There are 5 key target audiences for enterprise gamification and each requires careful user profiling. Challenge: Are you creating user
proving that meets business enterprise needs (rather than game world constructs)?
Marigo Raftopoulos 1 Strategic|Games|Lab

2. PRIMARY PURPOSE FOR GAMIFICATION
Strategy Est Size of Market
Customer loyalty To retain and attract customers 22%
Marketing, sales, promotions To promote products and services 15%
Education, training,
recruitment
Internal learning and skill enhancement 18%
Innovation & problem solving Specific strategic project initiatives 17%
Community good or
development
Public, not for profit and social initiatives 13%
Staff morale, motivation &
productivity
Targeting internal operational and
engagement issues
13%
Other 2%
Total 100%
2%
13%
13%
17%
18%
15%
22%
Customer loyalty
Marketing, sales, promotions
Education, training, recruitment
Innovation & problem solving
Community good or development
Staff morale, motivation & productivity
Other
CORE GAMEPLAY USED IN GAMIFICATION PROJECTS
Strategy Est Size of Market
Prediction Where the game involves predicting prices,
risks, idea development
6%
Survival Survival based games are common amongst
management games
6%
Collection This group is the largest due to the size of
the loyalty and vendor/API market
62%
Puzzle/problem solving Used in solutions or learning based initiatives 7%
Social ‘sims’ type, role-play Used in simulations and learning projects 7%
Building Used in creativity and team building projects 2%
Other Territory acquisition, Spatial navigation,
Racing, Trading, Chasing, Destruction
10%
Total 100%
8%
8%
70%
7%
7%
Prediction
Survival
Collection
Puzzle/problem solving
Social ‘sims’ type, role-play
Enterprise
GAMIFICATION TAXONOMY
The primary purposes for gamification projects fall into roughly equal sectors, with Loyalty being the largest. Challenge: What is the
nature of the business problem being addressed, and are you designing the most appropriate gamification intervention?
Collection games are the most significant form of gameplay due to the size of the (a) the platform API market and (b) the Loyalty
market, which use simple forms of gameplay. Challenge: Are you using the right gameplay for your specific business objectives?
Marigo Raftopoulos 2 Strategic|Games|Lab

3. Enterprise
GAMIFICATION TAXONOMY
KEY GAME MECHANICS IN USE
Mechanic # of mentions
Status, success, recognition 21%
Points 46%
Leaderboards 17%
Social 26%
Missions & Quests 29%
Achievements 57%
Currency and rewards 38%
Other 26%
Summaryofkeymechanics
0% 15% 30% 45% 60%
38%
57%
29%
26%
17%
46%
21%
Status, success, recognition Points
Leaderboards Social
Missions & Quests Achievements
Currency and rewards
ABOUT THIS RESEARCH
A total of three key game mechanics were identified for each of the 224 cases. The most popular were Achievements, Points, and
Currency and Rewards, particularly in ‘collection’ gameplay designs. Challenge: Overuse of the same mechanics will eventually
become disengaging and ineffective over time. How are you designing for ongoing engagement?
Key mechanics used in ‘Collection’ gameplay
Marigo Raftopoulos is a doctoral researcher at RMIT University specialising in enterprise gamification and innovation. This research forms part of her doctoral
dissertation. Marigo is also CEO of Strategic|Games Lab which is a specialist business advisory consultancy that specialises in using gamification, systems thinking and
experience design in strategy and innovation projects. Marigo has a Bachelor of Economics and a Masters in Business Administration.
!
This research is the first of a series of surveys and reviews that look into developing more sustainable, ethical and effective design methodologies. If you wish to
participate in our ongoing research and information sharing please contact marigo at marigo@strategicgameslab.com.
!
This research was undertaken with the guidance of Associate Professor Steffen Walz and Professor Sefan Greuter of RMIT University, and with research assistant
Mr Adrian Rubstein.
Marigo Raftopoulos 3 Strategic|Games|Lab