World Explorer Client Engagement Playshop - United Airlines
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Monica Cornetti - Gamification Speaker and Program Designer - Customer Engagement Training for United Airlines This is a presentation Monica recently designed and delivered in a gamification playshop for a division of United Airlines. The group is working on customer engagement strategies and hired Monica to show them how to apply gamification to their sales and marketing mix. Using her World Explorer - An Epic Adventure into the Ream of Gamification trademarked process, Monica led the group through a hands-on, gamified playshop, exploring the beauty, awe, marvels, and dangers of the 7 different levels of successful gamification. View the World Explorer Synopsis at this link: http://www.slideshare.net/monicacornettientreprenow/united-airlines-gamification-playshop-world-explorer-synopsis About The Presenter: A gamification keynote speaker and curriculum designer, Monica Cornetti is rated as the #1 Gamification Guru in the World by UK-Based Leaderboarded. She is the author of the book Totally Awesome Training Activity Guide: Put Gamification to Work for You. Monica’s niche is gamification used in the corporate environment. Contact Monica for information about hiring her to work with your group and learn how to apply gamification strategies that produce measurable, value-added ROI to your employee or client engagement strategies. monica@monicacornetti.com Connect with Monica (@monicacornetti) www.monicacornetti.com
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World Explorer Client Engagement Playshop - United Airlines
- 1. Monica Cornetti Rated #1 Gamification Guru in the World by UK-based Leaderboarded
- 2. Think Like a Game Designer The seven steps to superior gamification design…
- 3. On Boarding “The best way to learn about gamification is to do gamification.” 1. Move into groups of no <5 and no >6 2. Team captain selected 3. Captain: a. World Explorer Map and Explorer Cards b. Select score keeper – give them the World Explorer Score Card c. Souvenir Bag
- 5. Why are we playing?
- 8. Urban Commander Challenge How icon savvy are you? San Francisco: 3, 13 Washington D.C.: 5, 9 Houston: 10, 12 Los Angeles: 2, 14 Seattle: 4 Las Vegas: 7 New York: 6, 8, 11 Chicago: 1
- 9. Starting your gamification journey without knowing your overall business objectives will take you on a road to nowhere.
- 12. Why are you playing? • Compliance Approach: get travelers to use you the preferred supplier • Feedback Approach: encourage responses from travelers; could involve social networking to gain insight and gather feedback • Education Approach: helps travelers to understand things such as new route options and how to make the best choices
- 13. Don't try to fix a broken product or service with gamification Don’t start your gamification journey without knowing your overall business objectives – you’ll be on the road to nowhere. Don’t forget to focus on the players – Ask… ‘What’s in it for them?’ Urban Commander Why are we playing?
- 14. Who are your players?
- 15. Richard Bartle Player Types
- 16. Amy Jo Kim Social Matrix
- 17. Explorers Like to: Learn new things Explore and test boundaries Find loopholes Know the rules Value: Accurate information Clever design Knowledge exchange
- 18. Creators Like to: Express themselves Personalize their experience Show their uniqueness Make things others admire Value: Original thought Creativity Influence through creativity
- 19. Competitors Like to: Develop their talents Test their skills See their ranking Showcase their abilities Value: Mastery Learning Friendly competition
- 20. Collaborators Like to: Work with others on goal Win together Participate in groups Form partnerships Value: Teamwork Shared learning Success as collective outcome
- 21. Who are you players? • Define your target user group (players) • How are your players represented across the Social Action Matrix? • Have you identified all your players?
- 22. Don’t forget: A game’s primary function is to entertain the player, and it is your job to create a ‘game’ that does so Don’t think of the player as your opponent Don’t assume your players want things a certain way Bonjour Mon Cherie Who are your players?
- 23. 1. The Tour de France is the biggest cycling event in the world. 2. The race always starts at the Champs-Élysées. 3. All riders aim to be the first to reach the finish line. 4. The rider who wears the red dot jersey is good at climbing. 5. The yellow jersey is the most important one. 1. True 2. False 3. False 4. True 5. True
- 24. How are you keeping score?
- 25. Example: The retail store in the lobby needs $2000 in sales/day to break even. Average: • Convert 1 of 4 customers that come into the store • The average sale is $50 How many people do they need to come into the store each day to break even?
- 26. How are you keeping score? • What are the KPIs or benchmarks – you will use to measure progress? • How will you know the gamification program you put in place is driving the behaviors you need in order to meet your business objectives? • What numbers must you hit in order for your gamification program to be a ‘success’?
- 27. Jungle Standoff How are you keeping score? Don’t record and measure everything Don’t produce numerous and complicated reports and dashboards Don’t count behaviors that don’t matter - focus on those that drive business objectives
- 28. How is the game played?
- 30. Tiny Habits 1. Start small 2. Find an anchor Pour coffee- Park your car- Sit down on subway- After I (routine), I will (tiny behavior) 3. Celebrate immediately Design for ‘DO stuff’ behavior Make your Tiny Habit ‘crispy’ or specific
- 31. How is the game played? • What specifically do you want your players to do? • What actions do you need them to take to measure against your benchmark? • What are they already doing that you can add a tiny habit to it? After I (routine), I will (tiny behavior). Example: Millennials – using social media, mobile technology, taking selfies?
- 32. Find friend(s) & ‘Take a Selfie’ Post and Tag Facebook: Monica Cornetti Instagram: @monicamouse13 Twitter: @monicacornetti Hashtag: #gamification
- 33. Find friend(s) & ‘Take a Selfie’ Post and Tag Facebook: Monica Cornetti Instagram: @monicamouse13 Twitter: @monicacornetti Hashtag: #gamification
- 34. Don’t develop list of behaviors to drive and then fail to track and measure Don't gamify a behavior that doesn't actually provide value to your players Beware of Unintended Consequences Saharan Crossing How is the game played?
- 36. Build in Stop Points – • Cool Downs: After a specific action the player must wait a certain period of time before pressing it again. • Rate- Limiting: Limit a specific behavior by setting a daily maximum number of points for an activity • Count-Limiting: Limit the total number of times a user is rewarded for performing a certain behavior… ever
- 37. Why would they want to play?
- 38. Daniel Pink - Drive
- 39. Don’t make the metrics/rewards the main event. Don’t alienate your players with a shallow, manipulative game; give them as much autonomy as you can. Don’t focus on the extrinsic, rather tap into these 3 motivations in your core design. Siberian Express Why would they want to play?
- 40. What keeps them in the game?
- 42. Amy Jo Kim’s Social Action Matrix amyjokim.com
- 43. Forbidden Land What keeps them in the game? Dangers in the Orient Don’t forget: game mechanics are visible artifacts — NOT the experience itself Without a well-designed and interesting experience, mechanics add clutter and confusion. Dusting game mechanics on a process or product will NOT miraculously make that experience more exciting
- 44. What’s it like to play?
- 45. Since roll out in the USA in 2006, every behavior tracked through the scorecard has improved.
- 46. Deltek Director of Global Travel Procurement Karoline Mayr named 2013 Travel Manager of the Year Established "fun, free and easy" game meant to engage travelers and reduce travel costs. Entice travelers to be early adopters of Kona, Deltek's enterprise social network system Travelers took photos of United Airlines and Deltek logos and posted to Kona. Most creative photo earned the traveler free United tickets. Deltek tweaked Kona during development and exceeded market share goals set with United.
- 48. Remember: Gamification ≠ Technology – Although technology can greatly enhance your project – it is foremost about the players experience. Don’t focus on the ‘bells, whistles, and glitter – but DO make it aesthetically pleasing for your players. Don’t forget the FUN! Exotic Expedition What’s it like to play?
- 49. Where is your North?
- 50. Monica Cornetti Rated #1 Gamification Guru in the World by UK-based Leaderboarded Connect with Monica on Social Media Blog Talk Radio: http://www.blogtalkradio.com/gamificationtalkradio YouTube Channel: https://www.youtube.com/user/GameOnSpeaker Slideshare: http://www.slideshare.net/monicacornettientreprenow Twitter: www.twitter.com/monicacornetti LinkedIn: www.linkedin.com/in/monicacornetti Facebook: www.facebook.com/monicacornetti.entreprenow
Editor's Notes
- Urban Commander (North America) – Why are we playing? Bonjour Mon Cherie (France) –Who are your players? Jungle Standoff (South America) – How are you keeping score? Saharan Crossing (Africa) – How is the game played? Siberian Express – (Russia) – Why would they want to play? Forbidden Land – (China) – What keeps them in the game? Exotic Expedition (Australia) – What’s it like to play?
- Urban Commander (North America) – Why are we playing? Bonjour Mon Cherie (France) –Who are your players? Jungle Standoff (South America) – How are you keeping score? Saharan Crossing (Africa) – How is the game played? Siberian Express – (Russia) – Why would they want to play? Forbidden Land – (China) – What keeps them in the game? Exotic Expedition (Australia) – What’s it like to play?
- You may get very engaged players, but a very disengaged client Limit objectives to 5 at the most You’ll be surprised how many clients have no clue what their main objectives are. This step is often under served (it’s not FUN to most) – is there a way to make this fun? Get agreement on what the real business objectives are
- Simon Sinek
- Person wearing the $ sign necklace – please lead this discussion with your group
- You may get very engaged players, but a very disengaged client Limit objectives to 5 at the most You’ll be surprised how many clients have no clue what their main objectives are. This step is often under served (it’s not FUN to most) – is there a way to make this fun? Get agreement on what the real business objectives are
- Who is the game for? 9 year old girls who love football or 90 year olds who drink lactose free milk? Bearing in mind age, gender, interests and skill level is fundamental to all aspects of a game. Meet some 'real people' to find out what really makes them tick.
- Example Survey to explain new service Achiever will want points – Explorers – will read all your info Socialites – Want to know if their friends are involved, chat with someone Killers – Want to make sure they are ranked above others for doing it Explorer who reads everything – not motivated by the points your reward – motivated by being rewarded to explore more – “Great job! Only 21% of survey takers were able to figure out that tough one!”
- Explorers: motivated by gaining knowledge exploring boundaries finding loopholes knowing the rules enjoy accumulating and showing off knowledge value accurate info, clever design, and relationship-building via knowledge exchange
- Creators Like to: Express themselves Personalize their experience Show their uniqueness Make things that others admire and emulate Value: original thought creativity recognition and influence through creative skill
- Competitors Like to: Develop their talents Test their skills See their ranking Showcase their abilities Value: Mastery Learning Friendly competition
- Collaborators Like to: Work with others towards a greater goal. Win together Participate in groups and teams Forming partnerships Value: Teamwork Shared learning Measure success as collective outcome
- The player is not your opponent: Do not think of the player as your opponent. Game design is about entertaining the player, not opposing the player. There are many ways to entertain a player. data from Carlson Wagonlit’s report on travel costs projected for 2015. This is a travel managers pain point – how can you make their job better with your program?
- Define the business metrics on the basis of the business objectives. Once you have the key objectives defined, you want to split them in measurable output: your business metrics. These are the quantifiable output indicators that support the broader business objectives of your client. Ex: Business objective: many new players, business metric: focus on new sign-ups There may be more than one business metric for one objective Survey log in People invited vs. Actual Participants Correct Answers Product comments Social Media shares Blogs 5-star reviews Questions asked and/or answered Set your KPIs or benchmarks – points of reference that you can use to measure progress. Track data beforehand to determine your baseline. Examples: current # of comments per day, current # of social media shares, amount of participants in the program who receive emails vs. your previous response rates
- 1. Start small. “Pick a small step toward your goal—a step so tiny, you’ll think it’s ridiculous,” 2. Find an anchor. Choose an existing routine in your life to act as a trigger for your new behavior. Parking your car, brushing your teeth or taking a shower are all routines that can act as great anchors to trigger a new habit. Pour coffee- Park your car- Sit down on subway- Turn on the shower- Pee- Brush your teeth- Enter your home after work- Hear the phone ring- Drop off kids at school- Put on contacts/glasses- Start the dishwasher - After I (routine), I will (tiny behavior). Part of good behavior design is evaluating which existing routines to use as anchors for new habits if you plant your new behavior in the right spot, it’ll naturally grow without further coaxing. 3. Celebrate immediately. In building a habit, it helps to reward yourself in positive ways that are as small as your tiny behaviors themselves—give yourself a thumbs-up, a smile in the mirror, or tell yourself good job! “ Design for ‘DO stuff’ behavior. Make your Tiny Habit “crispy,” or specific.
- Story – I sat next to an economist at an event recently and we started talking about her field and she said the most interesting thing for her to study is Unintended Consequences – Examples There's no question that wearing seat belts helps protect drivers and passengers. But seat belts have led to an increase in pedestrian and cyclist deaths. Why? Several economists have argued that wearing seat belt makes drivers feel more secure, so they drive more aggressively. This article reviews some research about the unintended consequences of seat belt laws. Nicole Lazarro, founder of XEODesign, cautions that "gamification can kill" if taken to the extreme. Lazarro cites a recent example of the toll system on the Bay Bridge in San Francisco, where you pay a lower toll if you are traveling off-peak. The unforeseen consequence is that people stop their cars on the bridge to wait for the price to drop, endangering everyone
- Keep an eye out for unintended consequences - once you are able to measure the behaviors you want to gamify, you must watch out for the unintended consequences of each of these behaviors. Cheating is one of the most common unintended consequences of gamification. your analytics system must not only monitor the gamified behaviors, it must help monitor the unintended behaviors Build in stop points – Cool downs – After a specific action the player must wait a certain period of time before pressing it again. Rate- limiting: limit a specific behavior by setting a daily maximum number of points for an activity Count-limiting: limit the total number of times a user is rewarded for performing a certain behavior, ever
- Don’t make the metrics and rewards the main event Well-crafted games are an artful blend of intrinsic pleasure and extrinsic scaffolding. Don’t alienate your players with a shallow, manipulative game. Give them as much autonomy as you can Don’t focus on the extrinsic, Try tapping into these three motivations in your core design - then support them with extrinsic tracking and rewards. You'll get a better, more sustainable outcome
- To entice your players back, start by crafting and tuning a simple, solid Core Loop based around three key design rules: 1. start with COMPELLING ACTIVITIES players want to do repeatedly 2. Create a mix of FEEDBACK and PROGRESS to increase players' skill, motivation and flow 3. develop an integrated system of TRIGGERS and INVESTMENT to pull players back Every well-crafted game comes up with a unique mix of feedback and progress to move players along their learning curve Distribute Mechanic Handouts Review and then ask them to pick no more than 3-5 to start
- With a background in neuroscience, computer science, and psychology, Amy Jo Kim is part game designer, part web community architect. Her design credits include Rock Band no model offers the ultimate solution - so think of this Matrix as a starting point for understanding and analyzing what motivates your players. Try using it to design experiences that will delight and engage your players by targeting these core motivations. Don't be afraid to tweak this model to make it apply more specifically to your audience and application
- Technology Story Aesthetics Game Play – fast/slow, competitive/collaborative, solo/teamwork, Is it FUN?
- Case-study: Coca-Cola Coca-Cola has a rating system which gives travelers a score similar to a baseball batting average. This figure provides an at-a-glance view of the traveler’s compliance based on a blend of several key measurements, including: • Use of the online booking tool (instead of telephoning the travel management company) • Making advance purchases • Choosing the lowest logical fare The company issues regular reports of the 20 most and least compliant travelers, which is sent to divisional heads. The heads have the option to forward the reports to the travelers, which they often do to encourage competition. Since implementation in the USA in 2006, every behavior tracked through the scorecard has improved. The scheme has since been rolled out in other countries, with adjustments made locally, e.g., for rail booking in Europe.
- Deltek provides ERP software, information solutions and consulting services for project-based organizations, helping to manage, monitor & analyze all critical company The BTN Group on Tuesday named Deltek director of global travel procurement Karoline Mayr its 2013 Travel Manager of the Year. Working with suppliers, she established two "fun, free and easy" games meant to engage travelers and reduce travel costs. developed a contest to entice travelers to be early adopters of Kona, Deltek's own enterprise social network system that had been in beta tests and now is sold externally. Travelers simply took photos on their mobile devices capturing both the United Airlines and Deltek logos and posted them to Kona. The most creative photo earned the traveler free United tickets. Mayr claimed the contest helped Deltek tweak Kona during development—travel was the first business unit to establish its Kona "space"—and helped employees become familiar with the tool. It also helped Deltek exceed some marketshare goals set with United. "This travel buyer combined both industry knowledge and innovative thinking to promote internal systems that enhance communication and service by providing access to business intelligence including performance and behavioral information,
- GSumit14 Leaderboard Badges Points Have to be a member of their rewards program Successfully completed 3 years now
- Urban Commander (North America) – Why are we playing? Bonjour Mon Cherie (France) –Who are your players? Jungle Standoff (South America) – How are you keeping score? Saharan Crossing (Africa) – How is the game played? Siberian Express – (Russia) – Why would they want to play? Forbidden Land – (China) – What keeps them in the game? Exotic Expedition (Australia) – What’s it like to play?