The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
Workshop ESOMAR: Gamification in MROC projects
1. What’s next?
Creating a win-win-win
– Gamification in data collection
– Gamification in analysis &
interpretation
– Gamified reporting & presentation
Time to play!
22. Gamification and Market Research
// Communities
Ideation
* Based on insight platforms retrieved from earlier
research or in an earlier stage of the same project,
the Ideation Tool challenges participants to come
up with new ideas for problems or needs.
** To match the iterative and non-linear nature of
idea generation, the Ideation Tool allows
participants to post multiple ideas to the ideation
challenges. Participants can comment to improve
the idea, resulting in a change of status, from
mining to rough diamond, polished diamond and
eventually a diamond ring…
23. Do you think
this leads to…
1. More posts?
2. Richer posts?
3. More & richer posts?
24. Do you think
this leads to…
1. More posts?
2. Richer posts?
3. More & richer posts?
25. Think harder,
Think different
7x more on topic
arguments
Creative, emotional,
contextual
28. Crowd interpretation is the analysis of
research data by a group of research participants in
order to obtain richer, more accurate interpretation
of data that leads to insights.
29. OBSERVER
INTERPRETER
INSIGHTING
“The only performance thatg got a 5 star rating by the ‘morgen’ (newspaper).
If you look for a minute or 5 on the ground, you can easily find a free
newspaper…very handy!”
68. What’s next?
Creating a win-win-win
– Gamification in data collection
– Gamification in analysis &
interpretation
– Gamified reporting & presentation
Time to play!
71. #1 Achievement
You challenge yourself by setting
achievable deadlines, you strive for
success and you like to master a
skill . You value positive feedback
in order to feel accomplished. You
have a need to finish things you
started.
72. Achieve your financial goals!
People need to set themselves a specific financial
goal for which they want to save. They can add
money to their account by themselves, by asking
& sharing with friends or by collecting deals.
73. #2 Power
You like to influence people
and events, you want to be
seen as a leader, you are
conscious about your image.
You are attached to your
status.
74. Leaderboards
People attach status to be in
first place. They are constantly
competing with their friends and
family to achieve the highest
rank!
75. Leaderboards
People attach status to be in
first place. They are constantly
competing with their friends and
family to achieve the highest
rank!
76. #3 Social
You have a strong desire to belong to a
group or family, you seek relationships
and approval. You like sharing with
others and listen well.
77. City Marketing
By working together in teams, you
reach a higher goal. Social media
make it possible to see how others
are performing.
78. #4 Grow
You love to gain knowledge
and sharpen your mind. You
want to develop yourself to the
maximum. You like feedback
because it gives you the
opportunity to improve.
80. #5 Structure
You like safe and predictable
environments, you seek order
and certainty and you don’t like
surprises. And you are
sometimes a bit compulsive.
81.
82. Live action puzzle
Everyone wants to complete a puzzle. No
one wants to make half the puzzle and
then quit. Coca Cola Zero was aware of
people’s need for structure and achieved
great viewer results with this insight.
83. #6 Explore
You like change and adventure, you
enjoy new experiences. Stimulation
and changing environments are your
key drivers.
84.
85. Unique fan experience
BING cooperated with Jay-Z to develop a
game where fans could collect Jay-Z’s
biography ‘Decoded’ before release date by
searching every single page all over the world.
86. You have a soft spot for charity, you
are altruistic and you like to make a
difference. You like to give your life
meaning. You believe in a higher
cause.
#7 Purpose
87. Q-Music stimulates its listeners
The listeners of Q-Music collect money for
charity based on a game to travel as much
kilometers as possible. (combination of the
need for purpose and the need to explore)
88. #1 Achievement Main motivators
#2 Power for playing
games.
#3 Social
#4 Grow
#5 Structure
#6 Explore
#7 Purpose
Hoe kunnen we beter starten aan een interactieve presentatie over gamification zonder eerst zelf een spel te spelen? Onder julie stoel vinden jullie allemaal een bordje met ‘like’ of ‘fail’. Het is de bedoeling dat jullie allemaal gaan rechtsstaan en dit bordje in de hand nemen. Er volgen een aantal stellingen. Ben je met de stelling akkoord, toon je het like-bordje. Ben je niet akkoord, dan toon je het ‘fail’-bordje. Diegene die fout waren moeten gaan zitten. Klaar voor de eerste stelling?
False = 30
False = 30
Correct
Correct
Wrong: it is 47 percent
Wrong: it is 47 percent
Correct
Correct
De XXXX lijst met buzzwords in marktonderzoek: gamification in een trending topic.Wat bedoelen we daarmee? Gamification zoals wij het zien: het gebruiken van spelelementen in marktonderzoek, om gebruikers te engageren en problemen op te lossen.
Wat is een research community: een online platform, afgesloten toegankelijk voor een beperkt aantal gebruikers, waar plaats is voor diepe discussies met participanten. Het is gemodereerd door een moderator/marktonderzoeker.En ook dit is trending topic in MRX
Wat doen we nu met die spelelementen? Wel, we gebruiken ze doorheen het hele onderzoeksproces.Zowel datacollectie op die MROC, als analyse van de data als rapporteren en presenteren gebeurt op een ‘gamified’ manier.
Vanaf hier: ELIASWe zullen door middel van een aantal cases die we in samenwerking met enkele van onze beste klanten hebben gedaan, illustreren hoe we gamification gebruiken in het hele onderzoeksproces, en ook aantonen waarom het werkt.(visuals klanten?)
Hoe gamifyen we data-collectie?Op 4 niveaus:Individual level: mensen krijgen punten & levels voor hun input + leuke niet-tastbare beloningenQuestion: van vragen maken we taken & ‘uitdagingen”Team: food team bevocht personal care teamCommunity level: totaal aantalposts op de community
Hoe gamifyen we data-collectie?Op 4 niveaus:Individual level: mensen krijgen punten & levels voor hun input + leuke niet-tastbare beloningenQuestion: van vragen maken we taken & ‘uitdagingen”Team: food team bevocht personal care teamCommunity level: totaal aantalposts op de community
Hoe gamifyen we data-collectie?Op 4 niveaus:Individual level: mensen krijgen punten & levels voor hun input + leuke niet-tastbare beloningenQuestion: van vragen maken we taken & ‘uitdagingen”Team: food team bevocht personal care teamCommunity level: totaal aantalposts op de community
Hoe gamifyen we data-collectie?Op 4 niveaus:Individual level: mensen krijgen punten & levels voor hun input + leuke niet-tastbare beloningenQuestion: van vragen maken we taken & ‘uitdagingen”Team: food team bevocht personal care teamCommunity level: totaal aantalposts op de community
Onlangs hadden we ook een hele interessante community voor Heinz international met heel repetitieve opdrachten. Om het leuker te maken verstopten we verschillende clues in topics en blogposts. Op het einde van de community stelden we de participanten een vraag, waarbij de clues konden helpen om het antwoord te vinden. Hadden ze het juiste antwoord? Dan kregen ze een extra voucher. Jay_Z
Reacties waren super: ze hielpen elkaarclues te vinden en kwamen hiervoor speciaal terug naar de community.
Een derde voorbeeld is ideation: participanten worden uitgedaagd om met ideeën op de proppen te komen die antwoord bieden op bepaalde problemen van een bedrijf. Andere paparticipanten kunnen deze ideenrqtenqqn de hqnd van een roughdiamond, etc. en ideeën geven om dit te verbeteren. Make itsocial
Ted de braak – Quizmaster -In 1980 werd RettekeTed door de Snorrenclub Antwerpen uitgeroepen tot ‘Snor van het Jaar’. Hiermee was hij de eerste Nederlander die deze titel ontving. Waardering in Nederland zelf kwam pas veel later. Het is een gotspe dat het Hare Majesteit pas in 2006 behaagde om Ted de Braak te ridderen. En geheel verdiend dat het monument nu met een glaasje madeira in Frankrijk van zijn rust geniet.
Ted de braak – Quizmaster -In 1980 werd RettekeTed door de Snorrenclub Antwerpen uitgeroepen tot ‘Snor van het Jaar’. Hiermee was hij de eerste Nederlander die deze titel ontving. Waardering in Nederland zelf kwam pas veel later. Het is een gotspe dat het Hare Majesteit pas in 2006 behaagde om Ted de Braak te ridderen. En geheel verdiend dat het monument nu met een glaasje madeira in Frankrijk van zijn rust geniet.
Leads tothink harder & think different: harder: 7x meer on-topic argumenten , different: meer creatief en meer contextueel en emotioneel door vraagstellingen zoals rollenspel bvBelangrijkste is dat respondenten het leuk vinden, en het gevoel hebben er zelf ook iets uit te halen (ze leren door de beloningen die we geven) + ze voelen zich echt empowered door de feedback van klanten die ze krijgen Verwijs naar ESOMAR paper!
When i talkabout the move tomyromaniancolleagues, theythink i amfunny…Of course theyseethingsdifferentlylWhen we have a day of 25° degrees, i am the onlyonewalkingaround in mysummerdresses & skirts. Theycometoworkwith nylons undertheirskirts or jeans… accordingtothemit is stillchillyTheysee the whitecheesecompletely different than me: they talk abouttelemea, branza topica, saltycheese, etc.Theyagreethattheirnature is beautiful but theyalways talk about the beautiful landscapes….they pass by the storks without noticingthatthey are stillthere…It is clearthatthey have a different perspective…Andthis is exactlywhat we wouldliketo talk about in thispresentation. With the aid of 2 case studies we want toillustratehowyoucanincrease the quality of your analysis & reportingby make use of different perspectiveswhenanalyzingyour data.
Therefore let me introduce the concept of crowdinterpretation
A newspaper (de morgen) on the ground. In the newspaperthere is a review of the performance of the editors on WerchterThisarticle is in line with lies her own opinion on the concert (5 stars). This picture is anillustration of lies appreciation for the concert. It is cool on top of itthatyoufind a free newspaper on the groundA good performance is always cool. It also cool to knowthatotherpeople (experts) agreewithyour opinion. It confirmsthatyou have good taste. The free newspaper is cool becauseitforms a connection to the worldoutside the fiestival. On top of ityoucanreadexternalopinions on Werchter
Slide 5 – so we did a live experiment at Esomar 3D. We had a crowdinterpretation of around 6 genY’rs, and we invited the 3 best scorers on the game to the lobby of our hotel, and had them have a look at 3 posts from the community. We askedthemtointerpretit, tocome up withinsights.
Crowd: more insights + more uniqueinsightsTed de braak – Quizmaster -In 1980 werd RettekeTed door de Snorrenclub Antwerpen uitgeroepen tot ‘Snor van het Jaar’. Hiermee was hij de eerste Nederlander die deze titel ontving. Waardering in Nederland zelf kwam pas veel later. Het is een gotspe dat het Hare Majesteit pas in 2006 behaagde om Ted de Braak te ridderen. En geheel verdiend dat het monument nu met een glaasje madeira in Frankrijk van zijn rust geniet.
Crowd: more insights + more uniqueinsightsTed de braak – Quizmaster -In 1980 werd RettekeTed door de Snorrenclub Antwerpen uitgeroepen tot ‘Snor van het Jaar’. Hiermee was hij de eerste Nederlander die deze titel ontving. Waardering in Nederland zelf kwam pas veel later. Het is een gotspe dat het Hare Majesteit pas in 2006 behaagde om Ted de Braak te ridderen. En geheel verdiend dat het monument nu met een glaasje madeira in Frankrijk van zijn rust geniet.
Slide 5 – so we did a live experiment at Esomar 3D. We had a crowdinterpretation of around 6 genY’rs, and we invited the 3 best scorers on the game to the lobby of our hotel, and had them have a look at 3 posts from the community. We askedthemtointerpretit, tocome up withinsights.
Minds: spelen we traditioneel opHearts: we worden verweten de consument niet tot leven te brengenActions: ons research is niet actionable en blijft niet leven
“Changing organization”For the Research & Development centre in the Netherlands, in Vlaardingen, it meant a big change. It was a large R&D centre for the functional laundry products, and now changed into the more emotional and beauty categories such as hair and skin products. This all makes lots of sense, it allows people to work more efficient, it is exciting to work on new brands and share the knowledge between categories. But it does mean there is a sudden gap in understanding of the consumer for these new categories. Think about Anita, she has been working in Unilever on laundry products for 8 years, she knows that white clothing is very important for the Indian consumer, she knows exactly what stains are causing frustrations with consumers, and how to get these out. Now, in only a few months period, she had to change to working on skin products. She disliked that she lost touch with the consumer and understood she needs to learn again what consumers find important. But she simply did not know where to begin. This had an effect on her engagement, performance and delivery on projects.
“3 levels”A standard approach is to focus on actions only: providing data and conclusions. In order to unlock the full potential of Anita, and the organization, we knew we had to do things differently. The underlying principle is simple, yet powerful. To engage people, and inspire them, to create an impact on their hearts and minds and not only on actions.
“Co Ownership”In order to build real engagement we had to create co-ownership of the consumer insights; within Unilever and with the consumer. By involving all employees in the organization, such as, formulation, supply chain etc, but also involving all levels in the organization, including the senior leadership. But also engagement of the consumer was build into the research design.
Bringing the consumer in”So we basically brought the consumer into the R&D centre to the tables were decisions are being made. To get close to consumers and immerse in their daily lives to inspire and help understand the consumer.
Consumer&U made Anita & all of her 1000+ colleagues at the Vlaardingen plant go through 3 different phases, in order to connect with the consumer world and by doing so eventually create more impactful products:- In step one, they engaged with the consumer world by playing games;- Step two inspired them by answering questions they had about consumers’ daily life;- And step three made them dive into the assembled learnings and take action upon them; Let’s take a closer look at each of the phases, illustrated by the project we conducted about the UK consumer...
During the ENGAGE phase all R&D employees were invited to play games about one specific consumer they were connected with – like David – and facts & figures about the UK consumer in general: In total there were 90 consumers who have given us an insight into their daily lifes via photos & stories; The general data were eye openers coming from other, older, pieces of research; We had 3 of these games played over the course of 3 consecutive weeks. Each quiz tackled different topics, linked to one of the product categories that are researched and developed at the Vlaardingen plant.
By playing a game, the R&D executives unlocked extra information about the consumer they were connected with on a Facebook-like profile page. Allowing them to play the next quiz even better!
To motivate the employees to take part and to take all 3 of the games, we made use of 3 techniques:1/ offline promotion and special events at the plant: posters were distributed, video’s were played & ‘consumer lunches’ were organised;2/ within each of the different departments the team leaders were given the tools to explain to their team what the importance of the project was & they were asked to keep on motivating their team;and 3/ we applied ‘gamification’ principles: after playing a game well, badges were aerned. Next to that, we worked with both an individual leaderboard and an aggregated one on a team level. Playing on both the competetive aspect and the team spirit!
By analysing the results of the games we discovered which consumer issues R&D employees did not know enough about. Knowing that the average score in the games was a 4,7 on a 10 point scale, there were enough knowledge gaps to close. Next to that, being confronted with consumers’ daily life and some eye-opening facts, figures and stories triggered questions in the minds of the R&D people. In order to close the knowledge gaps and to get an answer to these questions we invited the 90 UK consumers from the consumer diaries into an online research community called ‘InSpireUs’, and this during again 3 weeks.
Also at the participant side, in our InspireUs community, we applied gamification techniques. This time to motivate our research participants to take part more often and to think harder. Game dynamics were introduced on 3 levels:1/ on an individual level: consumers could earn badges and status by contributing high quality comments;2/ on the level of certain subgroups: for specific questions we created 3 subgroups within the community each of them working on a specific product category. We challenged the different groups or teams to battle against oneanother in coming-up with the best insights and ideas. The winning team, unlocked access to a ‘secret room’ in which ‘secret’ Unilever innovations could be seen in ‘avant-premiere’; 3/ on a community level: if a given number of high quality posts was reached in the community, all members who participated actively unlocked an extra incentive;
Answers to the questions asked and additional information on the knowledge gaps were reported to the organization while the consumer community was running on a news-website.2 fresh articles were shared every working day during the 3 weeks that the community was in the air. Making use a lot of pictures, quotes and consumer stories.After 3 weeks of games & 3 weeks of community and news articles, each team leader got a summary slide deck and the task to organize a workshop within his team to discuss the learnings and to define actions.
What was the impact we created within Unilever R&D Vlaaringen by running this project?Well, we measured this, by making use of 3 different data sources:Objective measures: subscriptions to the games, visits on the newswebsite, etc.;A pre- and post-survey was conducted among participating employees, to see our progress on certain KPI’s;And last but not least, in-depth interviews were conducted among a selection of them to understand what really happened on the workfloor.Let’s take a look at the most striking results!
In terms of participation:640 R&D executives subscribed to play the games;58% played all 3 of themThe main reason why we were able to engage so many employees is that the project was very relevant to them, it was something new and different and it was just fun to do, because all was gamified!
We managed to create IMPACT on 3 different levels:Firstly, on an individual level: out of the pre- and post test we know that the self-declared level of consumer understanding had a relative increase of 81%. We generated this impact by the fact that executives were connected with one individual consumer (giving a 360 degree view on that individual) and that the games and the created learning effects were spread over a longer period of time. All well explained by this employee: “The way Consumer&U was organized makes you spent time and makes it sticky, you really had to dive into the world of your consumer to score in the games”. Again a prove that the fact that we gamified it, playedan important rol in getting this high figures.Anekdote: diepteinterviews:Keerconsumentvolgen via de games besefik nu datwijaltijd heel rationeel, bijnakwantitatiefnaareenconsumentkijken. En we ziendateenconsumentnietzorechtlijnig is alswijdenken. Rationeelkijk je geaggregeerdnaareenconsument. Consument heel verschillend en complex in elkaar zit
Secondly, we saw that the project triggered a lot of conversations about the consumer world internally:“Eye openers evoked astonishement in teams”“Sometimes people were with 3 behind one PC”“Some of them printed the consumer profiles to trigger conversations in the coffee corner”Offcourse the team leaders and the way they were briefed played a big role in getting this result!Next to that we are happy to see that employees also interacted more with the consumer world than they did before. Having conversations about products and their features with family and friends went up from 12 to 55% of the executives doing it frequently.
And finaly, we also createda certain mental and behavioral change:R&D executives say that due to the project they pay more attention now to how people behave in their daily live and when they go shopping they pay more attention to products of other companies and what they have to offer.Secondly, they indicate that this ‘community’ way of working is really valuable and that this way of connecting with consumers should be applied to day-to-day projects too. Shopping: iemand letterlijk product gezie in shop >> gekocht >> meegenomen naar werk om te laten zien aan collega’s. > inzien meer connecten met consumenten. Omgeving beginnen te ondervragen
We have seen that the fact that we applied game techniques played an important role in the success of this project. What about the effect it had on the consumers participating in our online research community?In total they generated 4547 posts in 3 weeks time. Resulting in an average of 17 contributions a week per member. Which makes it one of the most successful projects we ever did. After coding the number of unique insights coming out of the posts and benchmarking it with non-gamified communities, we came to the conclusion that a gamified community delivers up to 7 times more insights than a non-gamified one! So, also at the consumer side, ‘gamification’ is of great value!
And research participants really like it:Some of them are surprised by how hooked to got on it;Others braged to their kids when they got their ‘expert’ badge;So, Stan, what’s YOUR final conclusion?
So, the research we did was quite a project. You might ask yourself, why such an intensive process? Om ervoor te zorgendat het ookechtgebruiktwordt. Well, based on the posttest we discovered the critical success factors for doing impactful research:It should be engaging >>> like we did by engaging the R&D executives with the consumers by playing gamesResearch should give the feeling of being close to the consumer >>> like we did by offering the opportunity to be connected to 1 specific consumerResearch should discover new insights that are worth sharing >>> we shared insights and eye-openers through the news website that created conversations on the workfloor and beyondAnd finally, it should be inspiring >> the creative methods drive the usage of research. Of course it’s still very important to have a good sample and solid research settings, but these have become hygiene factors. Creative methods are the factors that inspire executives. Having said that, I would like to give the floor to Gita again to tell about her conclusion. But first, sit back and relax for a short recap of this Consumer&U project in 2 minutes…..
collect existing insights from previous research. An important part of the connecting the dots workshop is to recycling previous research. In order to be successful all previous relevant research material needs to be studied by the workshop participants. During the workshop, we connect the dots into first insights
Waarom werkt gamification nu? Het speelt in op dieperliggende motivaties die we allemaal hebben. We zetten ze allemaal op een rij en tonen aan de hand van een voorbeeld hoe je via games op elke motivatie kan inspelen.
1//Achievement:Herkent iemand deze man? Dit is Felix Baumgartner, de man die eind vorige week van 23 mijl hoog, van de ruimte naar beneden sprong. Deze man had een doel. En dat is wat achievement inhoudt: je stelt jezelf doelen Je streeft naar succes, en je zoekt feedback van anderen. Je wil ‘slagen’.
Smartypig is een voorbeeld van een online spel dat inspeelt op deze motivatie. Je stelt jezelf doelen: ik wil sparen voor een bepaalde reis, ik wil dat kleedje kopen etc. Niet alleen kan je zelf geld sparen, maar je kan dit ook delen met vrienden of via specials deals meer geld verzamelen. Dit noemt ‘social banking’.
Tweede motivatie: Power. Beeld spreekt vanzelf: je hebt graag de touwtjes in handen, je wil de beste en de eerste zijn en status is belangrijk voor jou.
Voorbeeld van power zijn de leaderbords op Foursquare: Major worden (de beste of de eerste zijn) is het doel en je bent constant aan het wedijveren met vrienden om deze plaats te behouden.
Hoe kan je hier op inspelen als brand? Neem het voorbeeld van Domino’s Pizza: the Major of elke winkel krijgt elke week een gratis pizza.
3//Social:Spreekt voor zich: je wil er graag bij horen en relaties zijn voor jou belangrijk. Je gaat voor de groep, niet voor het individu.
In 2011 & 2012 maakte Stad Gent data publiek beschikbaar over het grondgebied Gent. Om deze data te gebruiken hield Stad Gent een wedstrijd: AppsforGhent, om het gebruik van deze data te promoten. Ghendetta kwam als tweede uit de bus. Doel: de stad veroveren. Er zijn vier teams: de hwaks, de wolves, de panters en de snakes. Deze teams krijgen battles in de vorm van Foursquare check-ins. Steeds gelden enkel de laatste zeven dagen. Hoe meer je incheckt, hoe sterker je team wordt en hoe meer kans je hebt om de battles te winnen en een bepaald geboed te veroveren. Door er samen voor te gaan, bereik je een hoger doel. here are four clans in the game: the #Hawks, the #Wolves, the #Panthers and the #Snakes. You will start as an associate in the weakest clan in order to maintain the balance between the clans. Check-ins on Foursquare will be displayed as Battles on your map. Only the last seven days count. So you can lose territory quickly. Be loyal to your clan and your Capo. Fight as many battles as possible. Try to keep your clan’s districts and try to take away districts of other clans by battling in their area. Finally, try to conquer the entire city. The city of Ghent made a lot of data publicly available in 2011 and 2012. In order to promote the use of this data, the city helped organize Apps For Ghent for the second time in 2012. Teams of students were asked to compete in a hackathon to create a prototype of an application that uses Open Data. We entered the competition under the moniker “Team iRail”. By the end of the day, we presented a working prototype of Ghendetta to a professional jury. We finished second, but we decided to continue developing the game because we really believed in its potential. Technical StuffNow, for the geeky part. What technologies are we using? As much Open Source Software as is possible! Ghendetta runs on a regular LAMP-stack, hosted by Stone Internet Services. The entire game is built with the CodeIgniter PHP framework. And of course we use the Foursquare API. Check-ins are pushed to our application by Foursquare itself, so our data and displayed maps are always up-to-date. The beautiful maps by MapBox are created by OpenStreetMaps and contributors under a CC-BY-SA license. The front-end is entirely HTML5.
Wie is deze man? Marc Herrmans, een mooi voorbeeld van iemand die vooral wil groeien. Ondanks zijn beperkingen, gaat probeert hij het maximum uit zichzelf te halen. Groeien en verbeteren zijn de doelen die men zich hier voorop stelt.
Een perfect voorbeeld van groeien zijn de running apps. Je stelt jezelf persoonlijke doelen (kan van afstand, tot tijd, tot routes gaan), je kan deze zelfs linken aan anderen via FB en aanmoediging krijgen en je kan steeds je progressie bijhouden. Duidelijk doel hier: beter worden!
When brands release new TV commercials, usually there isn’t really a reason to feature them here. if they’re really good or creative, they might make it onto Simply Viral, but what if, as part of your social media campaign, you made the TV advert central to your campaign and as part of a much bigger interactive competition. Then things are a little bit different.Coca-Cola Zero Video Puzzle flips the concept on its head by turning a TV commercial into a live action puzzle on their Facebook page. While users are solving the puzzle, the video plays so while you have to solve it in the quickest time possible, repeated viewing is essential if you want to solve it.http://www.simplyzesty.com/advertising-and-marketing/coca-cola-zero-create-smart-online-video-puzzle-campaign/#While tens of thousands solved the puzzle, the campaign had every users watch the ad 23 times on average, the Facebook page doubled its number of likes on its page to roughly 21,000 and received over 350,000 views all in the space in two weeks.Overall the campaign received a lot of exposure in Israel and overall, it’s a clever campaign that combines interactivity with exposure, the need to repeatedly view the advert ensured that users had another reason to keep the advert and brand in their minds.
Allemaal mooie voorbeelden van grote bedrijven die gamification gebruiken… Maar wat hebben wij daar nu mee te maken?
