Badgeville Summit, Engage 2012

KEYNOTE: The Secret Sauce for Building Digital Relationships

SARAH ROTMAN-EPPS Senior AnalystForrester Research

The Secret Sauce For Building Digital Relationships

Sarah Rotman Epps, Senior AnalystAugust 8, 2012

Twitter: @srepps

© 2012 Forrester Research, Inc. Reproduction Prohibited

Image source: Crooked Lake Review

4

How do you create customer relationships in your business?Grocery clerk, c. 1935


Image source: Peapod website

5

Digital technology makes some relationships less personalOnline grocery shopping, 2012


Image source: Samsung Nation (www.samsung.com/us/samsungnation/)6

But digital can also enable relationships where none were possible before


Digital relationships are crucial for competing in the digital age

Netflix digitized the customer relationship before the productNetflix started digitizing the relationship as early as 1999—8 years before launching “Watch Instantly”—by:

• Designing a product that rewarded frequent digital interaction

• Not waiting for new technology to create innovation opportunities

• Expanding the relationship to any touchpoint consumers adopted

7

HOW NETFLIX SUCCEEDED WHERE EVERYONE ELSE IN VIDEO FAILED


Digital technology brings disruption to every industry

• New competition, from unexpected places• New touchpoints to reach your customer

8

Image source: Square website


Image source: Bon Appetit9

Tools alone are not enough to create relationships


You need…secret sauce

10


This guy needs secret sauce:

“We want to do something with ‘gamification,’ but we’re not sure what or why.”

11

ACTUAL FORRESTER CLIENT INQUIRY FROM A MULTINATIONAL BANK


Image source: Chase website12

Chase’s secret sauce:

Motivate customers to do something that’s good for them—creating a reason to visit more frequently

© 2012 Forrester Research, Inc. Reproduction ProhibitedImage source: SugarSync website

13

SugarSync’s secret sauce:

Incent customers to get the most possible value from using their product—driving free-to-paid conversion

© 2012 Forrester Research, Inc. Reproduction ProhibitedImage source: Badgeville

14

Everyday Health’s secret sauce:

Help consumers stick with their workout—increasing paid conversions and new customer acquisition


How to create your own secret sauce

1. Understand customer needs

2. Link customer benefits with business benefits

3. Only then, brainstorm and spec the actual experience you want to build

4. Continuously learn from your digital relationship to improve it

15

Thank youSarah Rotman Epps

+1 415.294.8178

[email protected]

@srepps

FIRESIDE CHAT: Fan Loyalty Gets Gamified

MODERATOR: Bill Hanifin

Managing DirectorHanifin Loyalty LEE HAMMOND

VP of DigitalInterscope Records

CASE STUDY: Autodesk Gamifies Software Trial Marketing

DAWN WOLFESr. Mgr of Integrated Marketing Programs ·

SCOTT SAWICKIAssoc. Dir of Client Management ·

© 2011 Autodesk

Autodesk Gamifies Software Trials

Dawn Wolfe, AutodeskScott Sawicki, Resource Interactive

© 2011 Autodesk

Dawn WolfeSr. Digital Marketing ManagereBusinessAutodesk

© 2011 Autodesk

Autodesk At-a-Glance

Founded 1982 $1.95+ billion in revenues 6,800+ employees worldwide 10+ million professional users in 187 countries 1+ million students a year trained The last 17 Oscar® winners for Best Visual Effects have all used

Autodesk software

© 2011 Autodesk

© 2011 Autodesk

© 2011 Autodesk

© 2011 Autodesk

In Trial Marketing

Trials Key To Purchase Decision 90% of dotcom traffic 3 Uses=2x likelihood to buy #1 Campaign CTA

© 2011 Autodesk

14% increase Trial Usage

No change Trial Usage

3DS Max In-Trial Marketing Tests

© 2011 Autodesk

Drivers to Gamification

Increase Engagement Guide Experience Highlight features that sell the product Make the Value Prop Visceral Make it Fun!

© 2011 Autodesk

Case Study: 3DS Max Trial

This actually happens to be a game….But it wouldn’t have to be….

© 2011 Autodesk

Scott E. Sawicki Associate Client Director – San Francisco Office Technology Client Team

© 2011 Autodesk

Gamification Launch Phases

Kick-off Understanding the audience Establishing goals and objectives, KPIs Determining roles and responsibilities

Information Architecture/Wireframing Creative Concepting Design Execution Development

Technical Consultation and/or Technical Development Rules Creation, if needed

Launch… Measurement and Analytics Optimization

© 2011 Autodesk

© 2011 Autodesk

Autodesk 3ds Max Original Concepts

© 2011 Autodesk

© 2011 Autodesk

© 2011 Autodesk

© 2011 Autodesk

© 2011 Autodesk

© 2011 Autodesk

© 2011 Autodesk

© 2011 Autodesk

© 2011 Autodesk

Achievements

Behaviors

Points

Register for the Competition 25Download support materials 25Register and download support materials within 15 minutes 50Be one of the first fifty (50) Entrants to complete the Coimbra, Portuga Mission

100

Complete any three (3) Missions within five (5) consecutive calendar days

100

Share any Competition feature on Facebook for the 1st time 1,000

Submit your 1st Mission 50Have any Mission submission rejected for the 1st time 10Submit all eight (8) Missions within seven (7) calendar days of registration

100

Clicking the “Buy Now” button for the 1st time 1,000

Click on the Leader Board for the 10th time 500Get approval on your Coimbra Portugal Mission submission 100Get approval on your Santiago, Spain Mission submission 200Get approval on your Mediterranean Island Mission submission 500

Get approval on your Istanbul, Turkey Mission submission 1,000

Get approval on your Giza, Egypt Mission submission 1,500

Get approval on your Marrakesh, Morocco Mission submission 2,500

Get approval on your M’zab Valley, Algeria Mission submission 4,000

Get approval on The Desert, Algeria Mission submission 8,000

Complete all levels of the Competition 10,000

Complete all levels of the Competition within twenty (20) consecutive calendar days of registration

10

© 2011 Autodesk

© 2011 Autodesk

© 2011 Autodesk

© 2011 Autodesk

© 2011 Autodesk

Case Study: Results

48

40% increase in trial usage Ratio of day 2-30 trial use to day 1 use increased 40%

What You Need to Understand: Connecting game mechanics to an ordinary tutorial drove our key objective higher than any previous attempt

!

© 2011 Autodesk

Gamification: Final Thoughts…

Using game mechanics provide incentive for action and increases engagement.

Connects with conditioned, internal reward systems Helps us do things we may not normally do Makes things we have to do more rewarding

© 2011 Autodesk

Customer experiences – even the most mundane – can be more rewarding and pleasurable (for all involved) if you think differently about your customers’ motivations. Help them do what they already want or need to do and if you can make it fun or pleasurable and social – even better.

© 2011 Autodesk

Dawn [email protected]@Dawn_Michelle_W

Scott [email protected]

THANK YOU!

mailto:[email protected]

mailto:[email protected]

PANEL: The Intersection of Social and Gamification

Jason Rupp Sr. Director of Product Management · Ask.com

Matthew Price Product Mgr. of Technology Partnerships · Bazaarvoice

Jodee Rich CEO · Peoplebrowsr

MODERATOR: Chris Lynch

Director of Product Marketing Badgeville

PRESENTATION: Gamifying Retail Loyalty Strategieswith America’s #1 Book Retailer

MARC PARRISHVP of Customer Retention and Loyalty Marketing

Gamifying Your Retail Loyalty Strategies

Marc ParrishVP, Customer Retention & Loyalty Marketing, Barnes & Noble

Retail Brands crave loyalty.

Source: Google Insights News Search

It means that marketing dollars can be spent more effectively on a convinced audience.

But most Retailers cannot pivot easily…

… they think little about loyalty and believe it will naturally occur. Also, ads to acquire new customers are sexier.

But technically, customers evolved quickly.

So must retailers.

Spray & Pray

Customization

Segmentation

Individualization

1995

2000

2005

2013

From Inbox to Clutterbox.12 hours in my digital life …

and these are brands I want to relate to!

Email & Direct Marketing

The Goal of Loyalty Marketing is always white glove service….

But one hat does not fit all CustomersHow Often Do You Shop? Once a Year

or LessSeveral Times

a Year

Once a month or

more

Once a week or

more

Unique Yearly Cust.

(M) Store Count

Walmart 7% 19% 36% 38% 132 3,300

Target 23% 37% 30% 11% 100 1,800

Warehouse store (e.g., Costco, Sam's or BJs) 25% 31% 35% 9% 75 1,000

Amazon.com 23% 41% 27% 9% 87

Best Buy 47% 41% 10% 2% 70 1,300

Office supply store (e.g, Staples or Office Depot) 36% 47% 15% 2% 82 4,200

Once a Year or

Less

Several Times a

Year

Once a month or

more

Once a week or

more

0%5%

10%15%20%25%30%35%40%45%50%

Wedges Low Frequency

Once a Year or

Less

Several Times a

Year

Once a month or

more

Once a week or

more

0%5%

10%15%20%25%30%35%40%45%50%

Once a Year or

Less

Several Times a

Year

Once a month or

more

Once a week or

more

0%5%

10%15%20%25%30%35%40%45%

Bells Moderate Frequency Direct Competitors High Frequency

To bring your shoppers back, customer friendly machinery is required.

So all Retailers have loyalty programs.But after decades, who listens?

• In 2009*– 1.807 billion: loyalty program

memberships in US• Up 25% from 2006

– 14.1: average memberships per US household

– 56%: percent of memberships that are inactive

• No engagement within a 12-month period

– 6.2: active programs per household– 80%: percent of consumers with at

least one loyalty card

* 2009 Colloquy Report

CC Program Point / Money Back Program

Free ProgramPaid Program

http://www.menards.com/main





http://www.bedbathandbeyond.com/rdDefault.asp?



http://www.gap.com/

http://shop.nordstrom.com/?origin=tab-logo

http://www.gianteagle.com/home

http://www.staples.com/

http://www.homedepot.com/webapp/wcs/stores/servlet/HomePageView?langId=-1&storeId=10051&catalogId=10053

http://www1.macys.com/index.ognc

http://www1.macys.com/index.ognc

http://www.kohls.com/upgrade/webstore/home.jsp;jsessionid=th42NyQW2Y2G2PqpxlTs6nYspxmXWJy5qhTsrWsvF1DXlQlnlz5R!2043893563!1290196027

http://www.toysrus.com/shop/index.jsp?categoryId=2255956

http://www.toysrus.com/shop/index.jsp?categoryId=2255956

http://www.meijer.com/home.jsp

http://www.riteaid.com/






http://www.meijer.com/home.jsp

http://www.gianteagle.com/home


http://www.supervalu.ie/

http://www.gap.com/



http://www.winndixie.com/default.asp

https://www.caremark.com/wps/portal/!ut/p/c5/04_SB8K8xLLM9MSSzPy8xBz9CP0os3hH97DQQANnczP3sDBzA09PIycvM3dvA0dvQ30_j_zcVP2CbEdFALMhfJ4!/dl3/d3/L2dJQSEvUUt3QS9ZQnZ3LzZfQUdWVVEwQzc2R1ZWNzBJSTJCSjZHSzBBSzE!/





http://www.costco.com/Home.aspx?cm_re=1_en-_-Top_Left_Nav-_-Top_logo&lang=en-US




That something is gamification.

Something has to be done.

How retailers see “Gamification”

I’m a Gamer!• I can’t wait for the next

great gaming experience!

• Mobile

• Casual

• Hard Core

I’m a retailer!• How can I use gaming

to make my products & services more engaging?

should

Scary!

Because Retail has already been gamified.Retailers just didn’t lead the way.

Starbucks went out front.

Mobile gamification tied to Retail Strores. From January 2011 beta to today, Starbucks is now the largest mobile payments company, with 8,000 outlets.

Starbucks cards now account for 22% of all transactions

Lesson: It will work!

(Just don’t give up.)

Challe

ng

e

Skill

Boredom

Anxiety1. Desire

2. Incentive

3. Challenge

4. Achievement

5. Reward

6. feedback

7. Mastery

Think of it this way.

• Gamification is using digital candy to capture that special place in your customer’s brain for your brand, and defend your physical footprint.

Thank You

Marc [email protected]

PANEL: Gamification for Good: Changing the World, One Behavior at a Time

Marshall Alexander VP of Engineering · KarmaWell

Justin Ramers Director of Social Media · The Active Network

Wayne Lin Product Management Director · Opower

Jamie Kennedy Director of Social Media · O2 Media

MODERATOR: Adena DeMonte

Director of Corporate Marketing Badgeville

KEYNOTE: Proving the Value of Gamification in the Enterprise

R “RAY” WANGCEO & Principal AnalystConstellation Research

© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential© 2010 - 2012 Constellation Research, Inc. All rights reserved. www.ConstellationRG.com

San Francisco | Andalucia | Belfast | Boston | Brussels | Chicago | Colorado Springs | Cupertino | Denver | Irvine | London | Madrid New York | NOVA |Pune | Sacramento | Santa Fe | Santa Monica | Sedona | South Portland | Sydney | Tokyo | Toronto | Washington, D.C.

TM

© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential

TM

Proving the Value of Gamification in the Enterprise

Moving Beyond Transactions to Engagement

August 8, 2012

R “Ray” Wang (@rwang0)

Principal Analyst & CEO

© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential78

Where will your business be in

2015?


• Loss of faith in capitalism

• Commodity shortages• Political instability• Sustainability and

environmental focus• Economic crisis• Price spikes

• Changing workplace norms

• Distributed nature of work

• New work force models

• Mixed generations• Aging workforce

• Global talent• Temporary talent

• Project based• Globalization

• New stakeholders• Goliath vs start-up

• Public/ private /hybrid

• Regulation/ deregulation

• Business process outsourcing

• Pace of obsolescenceincreasing fasterthan the rate ofadoption

• Consumer tech ahead of enterprise

• Digital divide closing around the world

• Connected ubiquity drives new adoption models

Macro conditions

Workplace dynamics

Business Models

Pace of tech

adoption

Organizations face massive and unprecedented levels of change

79

1. Macro economic forces

2. Dynamic work force

3. New business models

4. Disruptive tech adoption


Twitter – I need to pee

Facebook – I peed

Google+ - More pee

FourSquare – I’m peeing here

Pinterest– My pee scrapbook

You Tube – Watch me pee

LinkedIn – I pee well

80

© 2011 - 2012 R Wang & Insider Associates, LLC. All rights reserved.

Social tools are pretty crude


Email faces Fatal Fatigue, will social?

Source: September 2011, A Weber Communications


Fatal fatigue in adoption is near..

1. Eager early adopters

2. Ubiquitous usage

3. Relevant rationalization4. Fatal fatigue

5. Revival and rejuvenation


The enterprise is shifting from transaction to engagement to experience

83



Gamification is the solution…

… to influencing behavior and outcomes


The shift starts with active listening for rewards, achievement, broader trends.

85


Gamification is not about at technology. It’s about solving a business problem…

Future of Work

NextGen Customer

Experience

Matrix Commerce

From Data to Decisions

Technology Optimization

and Innovation

CoIT and the New C-Suite

How disruptive technologies and new business models affect business operations

Moving From Transactions To Personal Fulfillment Systems

86



Move beyond gamification tactics…

87

© 2011 R Wang & Insider Associates, LLC. All rights reserved. Source: 2012 Q1 Gamification Early Adopters Best Practices, n - 55


People Centric Values

Culture

Community

Credibility

Delivery and Comm Styles

Channel

Content

Cadence

Right Time Drivers

Context

Catalyst

Cause

88

© 2012 R Wang & Insider Associates, LLC. All rights reserved.

Apply the 9C’s of engagement to create business value for brands and enterprises


Use non-monetary rewards to influence behavior

Level 1: Recognition

•Influence tracking•Leaderboards•Achievement badges•Featured placement•Awards and contests•PR and media placement•Speaking slots•Virtual currencies and points

Level 2: Access

•Community resources and tutorials•Virtual goods•Special groups•Key executives•New features•New products•Beta versions•Public events•Private events

Level 3: Impact

•Raise personal & community profile•Participate in feedback surveys•Influence product direction•Drive business outcomes•Provide proof point references•Evangelize products and concepts

89

2011 Constellation Research Q1 & Q4 qualitative survey on community engagement incentive drivers


Drive value across the entire ecosystem

The new world of outcomes

Individuals: Portable Reputation

Organizations: AccountabilityNetworks:

Facilitation of Trust

90

2011 Constellation Research Q1 & Q4 qualitative survey on community engagement incentive drivers


Start with the DEEPR to drive business value across the organization

Level 1: Discovery

•Discerning hype from reality•Garnering executive support

Level 2: Experimentation

•Identifying meaningful metrics•Incorporating gamification into business models

Level 3: Evangelization

•Choosing the right tools•Fostering Internal collaboration

Level 4: Pervasiveness

•Scaling to match demand•Ensuring long term funding

Level 5: Realization

•Keeping up with social innovations•Developing social business governance

© 2011 R Wang & Insider Associates, LLC. All rights reserved.

DE

EP

R

91


Early adopters starting to identify meaningful metrics and business models

92

© 2011 R Wang & Insider Associates, LLC. All rights reserved. Source: 2012 Q1 Gamification Early Adopters Best Practices, n = 55


Six simple steps to success

Engagement Best

Practices

1. Identify the business

outcomes

2. Design the use cases

3. Apply the 9C’s of

engagement

4. Gamify the business

processes

5. Measure and analyze

6.Refine and improve

93


Questions And Answers

94


Thank you

R “Ray” Wang650.918.6619

[email protected]

Twitter: @rwang0

http://blog.softwareinsider.org

www.ConstellationRG.com

© 2010 - 2012 Constellation Research, Inc. All rights reserved. Client Confidential© 2010 - 2012 Constellation Research, Inc. All rights reserved. www.ConstellationRG.com

San Francisco | Andalucia | Belfast | Boston | Brussels | Chicago | Colorado Springs | Cupertino | Denver | Irvine | London | Madrid New York | NOVA |Pune | Sacramento | Santa Fe | Santa Monica | Sedona | South Portland | Sydney | Tokyo | Toronto | Washington, D.C.

TM

FIRESIDE CHAT with ORACLE: Gamifying a Global Business

MODERATOR: Paul Hearing

Senior ProducerBadgevilleNICK GIANNASI

VP of Life Sciences Product Strategy Oracle Health Sciences

FIRESIDE CHAT: Mobile Gamification Around the Globe

MODERATOR: Eric Montoya Business Development

BadgevilleKOJI FUKADACEO & Co-Founder ·

STEPHEN DUKECEO & Co-Founder ·

PRESENTATION: Insights & Analytics: The Big Data Side of Gamification

MARTIN SCHNEIDERResearch Manager · 451 Research

Insight & Analytics: The Big Data Side of Gamification

Martin Schneider Research Manager, 451 Research

Agenda

• Big Data & Gamification…Wuzzah?• The Future of Insight• Examples of Big Data Gamification Insight• Q&A

Ok…So, your gamification initiative is kicking ass…

Drive More Value?

Big Data?

Big Data vs. “Big Picture Data”

VS.

Big Data & Gamification

Gamification Data is:• Semi-Structured• Growing Exponentially• Typically Meta-Data Around a Business Context• Captured/Stored by SaaS Providers

This Lends Itself To:• Classification• Deep Analysis• Business Insight• Benchmarks

Gamification Big Data Can Better Answer…

Gamification Insight - Examples

• Greater Time Series Insight• Marketing• Sales• Support

• Identify Customer Segments Based on Real Behavior• No More Relying on Bland Demographics• Context-driven Insight

• Understand Behavior Across Platforms/Properties/Brands

• Bridge Between Transactional BI and Behavioral Insight

Old Style Business Intelligence – Lots of “What”

Gamified Insight

Gamified Insight

Gamification Powered Insight – More “Why and How”

Where to Begin?

• Re-Think Your Metrics and Goals• Think Behavior not “Numbers”• What is the End Game?

• Work with your Gamification Provider• Best Practices (You Can’t Have Big Data Without Lots and

Lots of Engagement!)• Dashboard Optimization

• Recognize, Respond, Repeat!

Q & A

Questions?

@mschneider718

[email protected]

©2007 SugarCRM Inc. All rights reserved.

PANEL: Baking Gamification into your Core Product

Neil Gandhi Sr. Software Engineer · Sneakpeeq

Rita Ferrari Marketing Manager · Premier Healthcare Exchange (PHX)

Sal Partovi Sr. Mgr. CloudSpokes Community & Social Marketing · Appirio

Giles House VP of Marketing · CallidusCloud

MODERATOR: Chris Duskin VP of Product

Badgeville

CASE STUDY: EMC Gamifies Global ECN Community

TYLER ALTRUPSr. Social Media Engagement ManagerEMC

123© Copyright 2012 EMC Corporation. All rights reserved.

RAMPRecognition, Awards & Motivation Program

@TylerAltrup

A Badgeville Case Study

August, 2012


Origins


The ChallengeHow can EMC…

Recognize key social champions

Reward various types of social

activity

Build an aspirational

system

Motivate increased

social activity


My Muse…



Launch•Event Deployment•Impact•Innovations


RAMP, Meet ECN.

Real-Time Notifications

Badge/ Reward

Showcase

Level Trophy


RAMP, Meet ECN.


Mission:EMC World

On the Scene

Live in the Cloud

Journey, Accelerated

Transform Your

Career

Transform IT

Transform Your

Business

Partner for

Success

Motivating and Capturing User Data

Use

r D

ata


EMC Implementation PlanT

h

e

M

o

o

n

s

h

o

t

E

M

C

W

o

rl

d

L

a

u

n

c

h

E

C

N

I

n

t

e

g

r

a

ti

o

n

Q3• E

MC|One Integration

Q4• E

xternal Social Integration


Buzzboard LeaderboardingShowcasing participant achievement on the show floor


ECN Impact:Year-over-Year+20% Increase in Total Activity

-10%

0%

10%

20%

30%

40%

50%

-3%

12%10% 10% 9%

3%

15%

19%

41%

21%

9%

Activity Post-RAMP


EMC World: Performance AnalysisLessons Learned

Monetary prizes are inefficient

• Lost in the crowd at EMC World• Focus on status must also influence prize strategy

Contest consolidation needed

• For 2013, we should consolidate all social contests under RAMP

Expectation setting

• Must set appropriately based on program characteristics• Must compare against other BV client baselines• Must goal for performance, not badge accumulation• Ex: more difficult behavior, lower expected completion

Design for the lowest common denominator

• Future event experiences will defined for simplicity• Additional special elements will be layered on top of this minimal, broad approach


Big Wins & Innovations

Historical Recognition

• Previous activity will translate into one-for-one recognition of past activity

• User Levels will reflect previous activity with further levels for growth

Badge Scan Integration

• EMC is the first company to fully integrate and reward traditional badge scan data as a user check-in


Planning for the Future•Redefining Goals•Planning for Expansion•Delivering Value to Clients


Overall Program Goals & ObjectivesThe platform-agnostic view

Increase user engagement

Grow

user base

Improve

User Experience &

Gain User

Insight


Community RoadmapStage II: Additional Functionality from Jive & Badgeville

Full import of all Jive events

(aka behaviors)

Profile enhancements and tracking

Content-level and community-

level rewards

Employee badging


Delivering Value for Internal Clients

RAMP Bros.Increasing engagement since 2012


Program Design: Consultation ProcessDesign + Funding + Communication

Four Steps for Program Design

Identify primary goals

Identify aligned behaviors

Develop rewards plan

Frame as a component of status

Four Funding Requirements

Signage

Collateral

Handouts

Rewards

Optional: scanner technology

Communication Planning

Integrate with planned user/attendee

communication

Leverage social channels

Optional: paid promotion and

advertising

1

2

3

4


RAMP Service CatalogOne portion of our new SMaaS (Social-Media-as-a-Service) approach

Service Offering What’s Included Cost Eligibility Ordering

Program Consultation

Online Program Components•Definition of desired user behaviors•Translation to trackable user activities•Creation of badges and bonuses•Creation of mission structure

Offline Program Components (optional)•Identification of offline digital data sources (ex: badge scan data)•Creation of hybrid online/offline missions and rewards

Client only incurs cost when adding:

•New data source

or

•Exporting status to new platform

EMC Marketing

Short-Term:

•All ordering will be handled via email requests to Tyler Altrup

Post-EMCW:

•All ordering will be process through our online info-gathering tool

Badge/ Mission Creation

•Badges•If the client wishes to highlight and recognize a specific, singular user behavior, our team will help to create a badge to motivate this behavior.•Missions•If the client wishes to motivate a collection of behaviors, a mission will be crafted to capture this full set of user activities.

EMC Marketing

Advanced Data Consultation

The social team will work with the client(s) to analyze:•Interaction rate with program components•Success in motivating the desired user behaviors

Only clients who have already completed a program.

http://one.emc.com/clearspace/docs/DOC-48416











Coming Soon…•Platform Expansion Possibilities•RAMP for Master User Identity•RAMP Scorecard


More Platforms, More Data PointsExpanding our understanding of users across platforms

Goals

Platform User Base Behaviors

CommunitiesECN Registered users Visits, views, comments, posts, etc.

EMC|One Registered users Visits, views, comments, posts, etc.

Social

Facebook Followers Clicks, likes, comments, shares

LinkedIn Followers Clicks, likes, comments, shares

Spiceworks Followers Clicks, likes, comments

Twitter Followers Tweets, RTs, Mentions, Hashtags

YouTube Subscribers Views, ratings, shares

Web EMC.com Unique viewers Visits, views

Mobile EMC Folio Downloads Views, clicks, comments, visits

Applications

Aprimo Registrants Event and webinar registration

Saba New hires Complete training modules, complete on-boarding

SurveyMonkey Unique users Survey completion


RAMP as a Big Data SolutionRevolutionizing user insight by connecting multiple identities

RAMP User Showcase

Community Behavior

Social Interaction

Web Activity

Mobile Activity

Application Activity

Master User Identity

RAMP User Showcase

GMDB Data

SFDC Data


RAMP ScorecardProgress, Not Perfection

Increase

user engagement

Grow our user base

Improve User

Experience &

Gain User Insight

+19% increase in total ECN interactions

“Mission Mondays”

Social integration challenges

Need for promotional

spend

Very positive community response

Piloting user data import


Thank You!@TylerAltrup

PANEL: The Importance of Reputation in Online Communities

Bill Platt VP of Operations · Engine Yard

Alex Maier Community Manager · VMware

Sean O’Driscoll CEO & Co-Founder · Ant’s Eye View

Annie Fox General Manager · Buzznet at BUZZMEDIA

MODERATOR: Caroline Dangson

Producer Badgeville

BADGEVILLE ANNOUNCEMENT

WELCOME TO BADGEVILLE COMMUNITY

Share & Exchange Best Practices Around Your Gamification & Engagement Programs

Leverages Game, Reputation, and Social Mechanics

BADGEVILLE IMPLEMENTATION

• Status and progress on every page• Sharing and exchanging best practices • Rewarding quality contributions and contributors

COMMUNITY ENGAGEMENT Early Adopter program

• 51 Discussions Started• 160 Discussions Replies• 107 Upvoted Discussions• 57 Upvotes Received• 3,617 Articles Read

Some of our Founding Members• Sneakpeeq• George Mobile• Pivot• Foryouandyourcustomer

Earn your “Visit Jenny” achievement, part of the

Badgeville Summit Mission, by visiting the Badgeville

Community table.

LIVE DEMO TOMORROW

KEYNOTE: The Future of Gamification

TIM CHANGManaging Partner Mayfield Fund