BBVA Innovation Edge Gamification English

Facts & Figures: We Love to Play ......................................4

Getting into the Flow .......................................................................8

The Fun Way to Engage ............................................................ 12

Gaming Gamification ...................................................................22

The Promise and the “Fine Print” ..................................26

Global Snapshots ..............................................................................32

BBVA & The Gamification .......................................................37

Innovation Forecast ..................................................................... 40

In Depth.......................................................................................................44

Sections .......................................................................................................48

Technology Trends .................................................................48

Trending Issues .............................................................................52

Gamification & Banking event..........................................59

Innovation at BBVA .......................................................................60

Credits ...........................................................................................................62

contents

4

“Gaming is productive. It produces positive emotion, stronger social

relationship, a sense of accomplishment, and for players who are a

part of a game community, a chance to build a sense of purpose.”

“We love to play” Facts & Figures

70%of senior level executives

take breaks to play

games everyday of households

play computer

or video games

72%

Jane McGonigal, Institute of the Future (IFTF)Director of Game Research & Development

September 2012 | GAMIFICATION 5

18%of gamers are under

18 years of age

29%

53%

58% 42%

of gamers are between

18 to 49 years old

The average age of a gamer

is 37 years old

of gamers are over

50 years of age

of gamers

are men

are women

6

65%

55%

33%

19%

of gamers play

games socially

of gamers play

on mobile devices

of gamers say that

games is their favorite

entertainment activity

of gamers pay

to play online


13%play Downloadable Games

21%

47%play Puzzle, Trivial, Board

Games and Card Games

play Action, Strategy,

Sports and Role Playing

Other types

play Persistent Multi-Player

Universe

11%

8%

Sources: Entertainment Software Association | 2011 Sales, Demographic and Usage Data, 2011PSFK l The Future of Gaming, 2011Jane McGonigal l Reality is Broken, 2011

Getting into

the FlowThe experience of flow is often

described as “a spontaneous

joy while performing a task.”

This concept of flow as the

gateway to happiness is also

the basis of video games.

The video game industry

understands flow and has

accumulated much experience,

should we learn from this

experience?

8


Fun is Found in the Flow

Mihaly Csikszentmihalyi, one of the leading re-

searcher on the topic of happiness, describes

flow as “being completely involved in an activity for

its own sake. The ego falls away. Time flies. Every

action, movement, and thought follows inevitably

from the previous one, like playing jazz. Your whole

being is involved, and you’re using your skills to

the utmost.” There are 8 major components com-

ponents of flow:

■■■ A challenging activity requiring skill.

■■■ A merging of action and awareness.

■■■ Clear goals.

■■■ Direct, immediate feedback.

■■■ Concentration on the task at hand.

■■■ A sense of control.

■■■ A loss of self-consciousness.

■■■ An altered sense of time.

The experience of flow is often described as “a spon-

taneous joy while performing a task.” In the context

of sports, athletes sometimes talk about being in the

zone; “a state where the body and mind are in per-

fect harmony, and movement becomes efortless.”

Sources: Wired |has shown Go with the flow, 1996

http://www.wired.com/wired/archive/4.09/czik_pr.html

Gartner | Maverick Investigación: Motivation, Momentum and

Meaning: How Gamification Can Inspire Engagement. October 2011.

Managing the FlowResearch has shown that it normally took years, if not

decades, of learning the structure of an activity and

strengthening the required skills and abilities to ex-

perience flow. Otherwise, it required being immersed

in a truly spectacular and unusual context. However

Dif

icu

lty

Skill/Time

FLOW

BOREDOM

ANXIETY

According to Psychologist Mihaly Csikszentmihalyi, people feel best when they

are at the perfect level of their skills: neither underchallenged (boredrom) nor

overchallenged (anxiety and frustration). And, as people learn with time and

repetition, challenges have to increase to keep up with growing skills.

Source: Google Tech Talk I Sebastian Deterding, 2011.

10

with video games, one can go from zero to flow in 30

seconds. The video game industry understands the

concept of flow and has accumulated much experi-

ence and knowledge harnessing the power of flow.

Source: Jane McGonigal | Reality is Broken.

Harnessing the FlowBy having a shared vision, shared goals, and the

right processes, organizations can tap the power of

flow and channel it to drive motivation and change

behaviors in group settings; ultimately helping peo-

ple to become more productive and, perhaps even,

happier.

Source: Jane McGonigal | Reality is Broken

Flow EverywhereIn about 40 years, video games have transformed

from a diversion for the few into a mass medium,

helping people learn, work, and of course play.

According to the Entertainment Software Associa-

tion, video games can be applied to:

■■■ Family Life. Games in the “family entertainment”

category are one of the most popular segments

of the video game market.

■■■ Art. Galleries now feature game artwork in a

number of exhibits; and entertainment software

serves as a new medium for emerging artists.

■■■ Economy. The video game industry is one of the

fastest growing sectors in the U.S. economy, con-

tinuing to provide jobs to state and local econo-

mies across the nation.

■■■ Education. Entertainment software helps impart

knowledge, develop life skills and reinforce posi-

tive habits in students of all ages.

Early versions of team based ballgames were played; such as Episkyros

(in Greece) and Harpastum (Rome), which later gave rise to Shrovetide Football

during the Medieval ages (the forerunner to modern day “soccer”).

In Egypt, a early board game played with dice was found as part

of a Backgammon set, dating back to 3,100 BC.


■■■ Health. Computer and video games serve as

useful tools to preserve well-being, heal the in-

jured and train the professionals who respond

to medical emergencies.

■■■ Social Issues. Nonprofit organizations and

issue advocates now view video games as an

efective medium for communicating ideas and

generating support among young tech-savvy

consumers.

■■■ Workplace. As the generation that grew up

with video games enters and assumes leader-

ship positions in the workplace, computer and

video games increasingly play a role in busi-

ness operations.

Source: Entertainment Software

Association | Games: Improving What Matters

Future of FlowResearch has discovered that “superstars” (high

achieving individuals) are found to have spent

more than 10,000 hours of practice before the

age of twenty in their respective fields; and top

performers (successful, but not superstars) have

spent about 8,000 hours.

Thanks to video games, Digital Natives are expert

problem solvers and collaborators by the age of

21 years (or at least in the virtual world). Typically,

they would have amassed well over 10,000 hours

of experience of resolving issues as a group.

When they enter into the workforce, they enter as

experts in collaborative problem solving. All they

need is flow! v

Source: Jane McGonigal | Reality is Broken

As the generation

who grew up with

video games enters

and assumes

leadership positions

in the workplace,

computer and video

games increasingly

play a role in

business operations.

12

The

to EngageFun Way


Gamification is a process of using game

thinking and mechanics to engage users.

This concept can be applied to both

customer facing applications and employee

facing applications in the company’s

business model. Enterprise architects must

be ready to manage a variety of “player

types” (achievers, socializers, explorers and

killers) and deployment scenarios.

14

Gamification, What is it?

As is the case for an emerging concept, defining the

term “correctly” is both challenging and elusive -

as it depends on who you talk to: platform providers,

game designers, practitioners, industry observers, etc.

Below, a Google Trends snapshot taken on April 2012

shows the historical evolution of Gamification as a

search term. According to Gartner, “gamification has

emerged as a recognizable trend. Rarely does an

emerging trend impact so many areas of business/

society.”

Jan 12Jan 11 Apr 11 Jul 11 Oct 11 Apr 12Oct 10

100

80

60

40

20

0

Evolution of the term “Gamification”

in Google search


Key Findings about Gamification

■■■ Gamification is positioned to become a significant

trend over the next few years.

■■■ Organizations are increasingly turning to gami-

fication to motivate changed behaviors, and

engage internal and external stakeholders.

■■■ Novelty and hype are driving the current success

of gamification.

■■■ Success doesn’t come easy. “During four decades

of video game development, many games have

failed despite their developers having the best

intentions”.

Sources: Gartner | Gamification Primer: Life Becomes a Game, enero 2011.

Gartner | Maverick Research: Motivation, Momentum and Meaning: How

Gamification Can Inspire Engagement, October 2011.

Gartner | Innovation Insight: Gamification Adds Fun and Innovation

to Inspire Engagement, December 2011

Some formal definitions

RESEARChER AND GAME DESIGNER“The use of design elements from video games in non-game contexts to

make a product, service, or application more fun, engaging, motivating”

Source: Sebastian Deterding | Getting “Gamification” Right, January 2011

GAMIFICATION PLATFORM PROvIDER“When used in a business context, gamification is the process of integrating game dynamics (and

game mechanics) into a website, business service, online community, content portal, or marketing

campaign in order to drive participation and engagement.”

Source: Bunchball | Gamification 101: An Introduction to the Use of Game Dynamics to Influence Behavior, October 2010

PRACTITIONER (GAMIFICATION INDUSTRY)Gamification is “the process of using game thinking and mechanics to

engage users.”

Source: Gabe Zichermann | Gamification: Innovation and the future, 2012

INDUSTRY OBSERvER“Gamification uses game mechanics, such as challenges, rules, chance,

rewards and levels, to transform daily tasks into playful activities.”

Source: Gartner | Innovation Insight: Gamification Adds Fun and Innovation to Inspire

Engagement, December 2011

16

Some examples of gamification

MINT

Mint is a free service which can

aggregate all financial accounts

into one place. Users can set a

budget, track goals and more.

MINDBLOOM

Mindbloom is a “Life Game” which

improves the quality of life of the

players in a simple and efective way.

NIKE

Nike + FuelBand tracks users’ pro-

gress throughout the day, providing

real-time feedback visually.


“Games are the New Normal”During the Games for Change Festival, an event that

facilitates the creation and distribution of social im-

pact games that serve as critical tools in humanitarian

and educational eforts, Al Gore said that “The gami-

fication trend is really, extremely powerful… Games

are the new ‘normal’ for hundreds of millions of users

every month. It has been very exciting to me to see

so many ideas that integrate social good and eforts

to make the world a better place into games.”

The current expectation of Gamification is generating

tremendous buzz everywhere. Gartner suggests that

more than 70% of the global 2000 businesses will

Hype Cycle

Less than 2 years 2-5 years 5-10 years more than 10 years

Imagen, recognition...

3D printing

Hosted virtualdesktops

E-book readers

Mobile Application Stores

Predictive Analytics

Location-Aware Applications

Speech recognition

Consumerization

Virtual worlds

Wireless power &Social Analytics

“Big Data” Speech recognition

Biometric Authentication

Methods

Idea management

Mobile robots

Plateau ofProductivity

Slope of EnlightenmentTrough of Disillusionment

Peak ofInflated

Expectations

TechnologyTrigger

Gamification

Ex

pe

cta

tio

ns

Time

Social TV

Video Analyticsfor customer service

Computer-Brain interface

Quantum computing

Human Augmentation

3D bioprinting

Internet TV

Group buying

Cloud web Platforms

QR/color code

Machine-to-MachineCommunication services

Private Cloud computing

Cloud computing & Media tablets

Gesture recognition

Augmented Reality

Virtual Assistants

In-memory Database Management Systems

Mesh Networks: Sensor

Source: Gartner

apply gamification by 2015. Gamification is believed to

innovate key processes which enhance value proposi-

tions and maximize infrastructure eficiency. Whatever

the reason may be, it seems that everyone is express-

ing an interest in it, including BBVA.

Once an obscure search term a short while ago,

gamification has now leapt into Gartner’s Hype Cy-

cle for Emerging Technologies 2011 — directly into

the Peak of Inflated Expectations. However, Gartner

also warns their clients to be patient, as they believe

that gamification will not reach the Plateau of Pro-

ductivity for another 5 to 10 years.

18

The Core Issue of Gamification: a Closer Look at Game Mechanics and Intrinsic Motivation The current discussion of gamification hinges on a

lively debate between two sides: one camp focuses

on game mechanics, such as points, badges, leader-

boards, and Incentives; and the other camp focuses

internal motivation, such as “Game Thinking” and

motivational design. For businesses, the arguments

proposed by game mechanics are stirring up excite-

ment as the platform providers are backing up their

talk with great early results. Gamification is initially

proving that it’s engaging people.

GAME MEChANICS: POINTS,

BADGES AND LEADERBOARDS

According to a leading gamification platform

provider, gamification works because game me-

chanics help to drive participation, engagement

and loyalty on online properties, site or commu-

nity. Game mechanics include points, levels, cha-

llenges, virtual goods, score boards, and gifting

& charity. In theory, game mechanics are directly

Primary desire a particular game mechanic fulfills Other areas that it afects

Reward

Points

Levels

Challenges

virtual

Goods

Score

Boards

Giftings &

Charity

StatusArchieve-

mentSelf-

ExpressionCompetition Altruism

human desires

Ga

me

s m

ec

ha

nic

s


linked to human desires: reward, status, achieve-

ment, self-expression, competition, and altruism.

Although the early results are positive, Gartner

warns that gamification is currently driven by

novelty and hype. The technology research firm

suggests that the Plateau of Productivity won’t

be reached for another 5 to 10 years. Businesses

need to figure out how best apply gamification

in their business models. Towards that end, con-

sidering the inputs from game thinkers or moti-

vational designers may be beneficial.

INTRINSIC MOTIvATION (OR GAME

ThINKING/MOTIvATIONAL DESIGN)

As a counterpoint to all the current game me-

chanics buzz, Sebastian Deterding (researcher

and game designer) ofers his take on the whole

gamification thing. He advises that to be efective,

gamification projects should include key elements

from game thinking/design: meaning, mastery,

and autonomy.

■■■ Meaning. Gamified applications have to con-

nect to something that is already meaningful to

the user - or to wrap themselves in a story that

makes them meaningful. “The general lesson

is that to be successful a gamified application

must provide something that is already mean-

ingful to the user in its own right.”

■■■ Mastery. The experience of being competent,

of achieving something... Video games don’t just

present goals. They ensure that a structured flow

of nested goals pulls you through, from the long-

term goal (save world, rescue princess), to medi-

um-term (kill level boss-monster) and short-term

goals (collect five level coins). Wherever you are in

and whenever you return to a good game, there

will always be one next goal that is just within

reach.”

■■■ Autonomy. A free space to play in and some-

thing to play with; providing “space” for explora-

tion and expression.

Source: Sebastian Deterding | Getting “Gamification” Right

Putting Gamification to Work

“Where games traditionally model the real world, or-

ganizations must now take the opportunity for their

real world to emulate games… enterprise architects

must be ready to contribute to gamification strategy

formulation and should try at least one gaming ex-

ercise as part of their enterprise context planning

eforts this year.”

All games, when reduced to their core, have four de-

fining traits:

Player Types

(Richard Bartle - Designing Virtual Worlds)

The Player Types are four terms describing generalized behavior in a Multi-user virtual space:

Source: http://www.mud.co.uk/richard/hcds.htm, http://frankcaron.com/Flogger/?p=1732 and

http://www.gamasutra.com/blogs/SteveMallory/20120413/168507/Social_Gaming_and_the_Bartle_Archetypes.php

AchieversDEFINED BY

A focus on attaining

status and achieving

preset goals quickly

and/or completely.

ENGAGED BY

Achievements.

SocialitesDEFINED BY

A focus on socializing

and drive to develop a

network of friends and

contacts.

ENGAGED BY

Newsfeeds,

friends list, chat.

ExplorersDEFINED BY

A focus on exploring

and drive to

discover the

unknown.

ENGAGED BY

Obfuscated

achievements.

KillersDEFINED BY

A focus on winning,

rank, and direct peer-to-

peer competition.

ENGAGED BY

Leaderboards, ranks.

■■■ Goal. “The specific outcome that players will work

to achieve. It focuses their attention and continually

orients their participation throughout the game.The

goal provides player with a sense of purpose.”

■■■ Rules. The “limitations on how players can achieve

the goal. By removing or limiting the obvious ways of

getting to the goal, the rules push players to explore

previously uncharted possibilities spaces. They un-

leash creativity and foster strategic thinking.

20


Deployment Scenarios

(Brian Burke - Gartner)

Gamification designers need to consider the desired results and behaviors

when gamifying Key Processes for the organization.

Cooperative

IntrinsicExtrinsic

Competitive

Poker game

Players are motivated to maximize their own score to achieve a greater share of the rewards, increasing their personal worth, efectively taking a larger share of the pie.

Fishing boat

Players are motivated to maximize to produce the highest possible overall score to maximize the team production, effectively creating a larger pie to be split.

Beauty Contest

Players are motivated to maximize their individual results, usually to achieve a higher status.

Burning Building

Players are motivated to maximize the overall outcome and to maximize the im-pact of game play.

■■■ Feedback system. “The feedback system

tells players how close they are to achie-

ving the goal… Real-time feedback serves as a

promise to the players that the goal is achie-

vable, and it provides motivation to keep playing.”

■■■ Voluntary participation. “Everyone who is play-

ing the game knowingly and willingly accepts the

goal, the rules, and the feedback. Knowingness esta-

blishes common ground for multiple people to play

together.”

Source: Jane McGonigal | Reality is Broken, 2011

In addition, understanding player types and de-

ployment scenarios can help organizations to think

strategically about gamification and explore the best

application for the company’s business model. v

22

GamificationGaming

Gamification is a hot topic today and

everyone wants to play. Playing this game to

win requires the right strategies, tactics, and

moves. Currently, organizations are gaming

gamification to understand the possible

advantages, while avoiding potential pitfall

along the way. Can our hero make it to the

next level?


“Organizations are using gamification internally to recruit,

train and enhance employee performance. They are using it

to drive innovation, share knowledge and improve employee

health. Gamification is also helping organizations engage

external stakeholders in customer loyalty, marketing,

education and innovation initiatives. The target audience

of gamification can be any defined group of stakeholders

(customers, employees or the Web collective).”

Source: Brian Burke, Gartner | Gamification Primer: Life Becomes a Game

We have some interesting data:

1. Business Application

Gamification helps companies to:

Increase User Engagement

47%Increase Brand Loyalty

22%Increase Brand Awareness

15%Motivation

9%Employee Training

7%Source: M2 Research

24

2. Gamification Platform client

Industry Breakdown

The early adopters of gamification come mostly

from entertainment and publishing industries, repre-

senting 60% of all companies. Financial companies

represented 6% of early adopters.

Gamification ofers significant innovation opportuni-

ties for financial companies, especially for employee

facing applications. The breakdown of other indus-

tries are presented below:

Entertainment 42%

Publishers 18%

Consumer Goods 15%

healthcare/Wellness 10%

Financial 6%

Retail 5%

Education 3%

Telecom 1%

Source: M2 Research

3. Growth of Gamification

growth in 2012

197%

growth in 2011

155%


4. Potential Market

Spending on gamification is projected to grow from

$100 million in 2011 to $2.8 billion dollars in 2016:

2.000.000

1.500.000

1.000.000

500.000

2012 2013 2014 2015

$ 196,000

$ 434,000

$ 860,000

$ 1,600,000

Promiseand the “Fine Print”

The

When done “right”, gamification can

ofer new ways of engaging an eager

user base; and when done “wrong”,

it can estrange them. It’s the next

“big thing” but each organization

needs to explore the opportunities

and risks associated with it. But

be warned… read the fine print:

“gamification is currently driven by

novelty and hype” and filled with

potential pitfalls.

26

Gamification, despite its name, is a se-

rious business opportunity and risk.

It may be the “secret sauce” to unlocking

value for the organization. Given that we

are early stages of this trend, it makes

sense that there are a lot of positive

news being generated at this moment

and there aren’t a whole lot of negative

stuf. Let’s take a look at the opportunities

and challenges of gamification.

To help clarify Gamification and to best apply it, CIBBVA

is thinking in business models. We are going to use the

Business Model Canvas to better understand the business

implications of gamification. For readers who may not be

familiar with the Business Model Canvas, a brief back-

grounder is provided.

“A business model describes the

rationale of how an organization

creates, delivers, and captures value.”

A business model can be best described through nine basic building blocks that show the logic of how a company intends to make money. The business model is like a blueprint for a strategy to be implemented through organizational structures, processes, and systems.


Key Partnerships

Key Resources

Cost Structure

Business OpportunitiesBased on early experiences and “guru talk,” it seems

clear that gamification presents opportunities for

both sides of company’s business model: both value

(the customer facing business units) and eficiency

(the employee/partner facing business units). More

exploration is needed to test its usefulness in specific

areas of business models, such as customer relation-

ships, channels, key activities, key partners, etc.

Though a “wait and see” strategy to assessing busi-

ness opportunities seems prudent, it is evident that

gamification offers an immediate opportunity to

showcase BBVA’s innovation power (if done correctly).

Business RisksThere are some concerns related to gamification.

Gartner advises clients that current gamification

applications is “motivated by the novelty of gami-

fication. This will wear of as user fatigue sets in

an the sustainability of engagement becomes an

issue.” Gamification from a business point of view

has some perceived risks, as it is almost impossi-

ble to separate the wheat from the chaf. However

there are some significant threats that should be

addressed:

■■■ Totally green (as in not mature). “Both in success-

ful models to emulate and in a shortage of people

who understand game design. Game design ex-

perience has not intersected with typical business

functions, not even IT”.

■■■ Blockbuster game don’t happen that often, and

probably less with gamification. “Trying to add fun

to an activity that has another purpose is more

dificult still. One fact that does seem clear is that

Key Activities

EMPLOYEE BEHAVIOR IMPROVEMENT. Surveys suggest low employee engagement. Gamiication can make work “fun.”

NEW PRODUCTS AND SERVICES designed by “game thinking.”Gamiication can become the process for building a comprehensive new digital services platform.

28

Customer Segments

Revenue Streams

value Propositions Customer

Relationships

Channels

Gamiication offers customers personalized, automated, self-service relationships, with a high component of co-creation and community.

BRANDING AS A VP.Good gamiication deployments can increase the value of a company’s brand.

BUNDLING AS A VP.

Gamiication is “bundled” to existing products/services to enhance the value proposition to customers.

Gamiication, when done “right,” can increase customer “stickiness” at almost every channel phase.

Gen X and Gen Y customers. These CSs are already familiar with game dynamics and mechanics. Gamiication may help to attract and engage new customers.


Key Partnerships Key Activities

Key Resources

Gamiication is more of a process than a product.User engagement must be built in at the product/service development level.

Cost Structure

simply adding points, badges and leader boards is

not going to make engaging with an organization

more fun”.

■■■ No “one size fits all” with gamification. Diferent

people play diferent games for diferent reasons.

“While gamifying some activity may engage part

of the stakeholders, it is not likely to appeal to all

stakeholders.

■■■ Does it make sense for us? “In many corporate

environments, the very notion of building ‘fun’ into

any activity will be a nonstarter. The idea of ‘fun’ can

seem very trivializing/superficial/no what grown-

ups do. Selling gamification in these organizations

will be very dificult”.

■■■ Unexpected consequences. “Turning an acti-

vity in a game invites players to try to ‘game the

system’ and may result in unintended conse-

quences”.

More time is needed to better identify the risks

associated with gamification. As the technology

enters Trough of Disillusionment in Gartner’s Hype

Cycle, the negative version of the fairytale will

soon materialize and begin to dominate as some

companies will painfully learn that all that glitters

isn’t gold. The golden child might look more like a

whipping boy. v

Trial and Error is part of the learning curve. Don’t put on the ROI hat …

30

value Propositions

Channels

Customer Segments

Revenue Streams

Customer

Relationships

Companies risk taking customers on unnecessary journeys, distracting them from the main purpose of giving them what they actually want.

Who owns the data? Data

ownership/responsibility needs to be addressed and fo

r

inancial services companies, this may be dificult.


32

Snapshot

Around the world, companies

and organizations are seriously

experimenting with gamification.

Whether playing a lottery with the

speed limit or learning about real

estate investments, gamification

projects are capturing the

imagination of people.


GlobalSnapshots

34

BARCLAYS

56 Sage Street. A portal to help teach about mo-

ney, finance, and banking in an enjoyable way.

BANK OF AMERICA

Bad Credit Hotel (in collaboration for the US De-

partment of Treasury). Learn about debt manage-

ment, credit history, and credit scores.

COMMONWEALTh BANK

Investorville is a virtual world where one can try

his/her luck at investing in rental property without

the risk of buying one.

MICROSOFT

RibbonHero is an application that encourages MS

Ofice users to learn more about the diferent fea-

tures by watching videos and taking short exams.

CODEACADEMY Codecademy is a web-based, interactive platform,

where players can learn to code and are rewarded

with points and badges. The players get encouraging

real-time feedback on progress bars and can connect

with their friends and compete against them.

vOLKSWAGEN (FUN ThEORY)

Speed Camera Lottery “Can we get more people

to obey the speed limit by making it fun to do? (The

idea) was so good that Volkswagen, together with

The Swedish National Society for Road Safety, ac-

tually made this innovative idea a reality in Stock-

holm, Sweden. The average speed of cars passing

the camera dropped from 32km/h before the experi-

ment to 25km/h after.” (Wired).

www.youtube.com/watch?feature=playerembedded&v=iynzHWwJXaA

Walking up the Piano Stairs “Can we get more peo-

ple to take the stairs over the escalator by making it

fun to do?” The project led to an increase of 66% in

the use of the piano stairs.

www.youtube.com/watch?v=d3HRnQ9Gx1w

Recycling is Fun At Bottle Bank Arcade recycling

was turned into a fun activity.

www.youtube.com/watch?v=zSiHjMU-MUo

Customer Facing

Gamification.

Projects in

Financial

Services

Customer

Facing

Gamification

Projects


SIEMENS

A visual, FarmVille-style game that allows players to

learn the connections of each part of the plant and

manufacturing process.

www.youtube.com/watch?v=6oIp9w1r6X0&feature=player_embedded#!

IBM

INNOV8, the IBM Business Process Management

(BPM) simulation game, gives both IT and business

players a better understanding of how efective BPM

impacts an entire business ecosystem.

GOOGLE

Google employees get a per diem amount for busi-

ness trips depending on the destinations. If they

are above the limit, they submit the receipt and get

reimbursed. If they are below the per diem, they

can use it to save it towards another business trips

(which would have had no budget) or upgrade 1st

class. Compliance with the process has shot up to

over 90%.

SAP

Sustainability Quiz The idea was to make beha-

vioral change fun and inform employees about the

success of SAP’s sustainability eforts and what steps

they can take themselves. In less than a month over

one thousand colleagues played the game, many of

them repeatedly.

SAP Community Networks (SCN) “The SCN is

also a good example to introduce you to a couple

of game mechanics. Points (as “points points”, but

also views of your articles/blogs), leaderboards (list

of top contributors, but also exposure of you arti-

cle on the main SDN page), status (mentor badge,

gold/silver/bronze medal), social interaction (dis-

cussions, meetups).”

DELOITTE

“Consulting firm Deloitte Touche Tohmatsu Ltd.,

are incorporating elements of videogames into the

workplace. They’re deploying reward and competi-

tive tactics commonly found in the gaming world

to make tasks such as management training, data

entry and brainstorming seem less like work.”

SALESFORCE

Salesforce Motivation motivates professionals us-

ing proven techniques that sales managers have

always used: team competitions, leaderboards, and

rewards. But instead of tracking and managing those

programs manually, companies can use cloud-based

applications to “automate” tasks so that the team

stays focused on the activities and rewards that are

critical.

Employee

Facing

Gamification

36

Other notable

companies

include:

■■■ Bigdoor

■■■ Crowd Twist

■■■ Get Glue

■■■ Playgen

■■■ SCVNGR

Gamification Platform ProvidersFor organizations who are considering of the shelf

solutions, platform providers are ofering turnkey so-

lutions for gamification. Below, we present some of

the leading vendors:

BUNChBALL

Bunchball ofers the Nitro gamification platform, and

its analytics solution, to create customized, action-

able and scalable user experiences for consumers,

employees and partners. Nitro is a scalable and

reliable gamification platform, managing over 125

million users and tracking over 15 Billion actions to

date. Founded in 2005, Bunchball’s investors include

Granite Ventures, Triangle Peak Partners, Northport

Investments, Correlation Ventures, and Adobe Sys-

tems Incorporated.

BADGEvILLE

Founded in 2010, Badgeville draws on techniques

from social gaming, traditional loyalty programs and

social networking in its suite of Behavior Lifecycle

Management solutions. Built on database techno-

logy, Badgeville’s PaaS (Platform-as-a-Service) is de-

signed to connect user reputation across all of your

digital touch points. Badgeville is funded by Norwest

Venture Partners, El Dorado Ventures, Trinity Ven-

tures and the Webb Investment Network.

CROWDTAP

Crowdtap is the Influencer Marketing platform, ena-

bling leading brands to easily identify, activate and

manage their influential consumers for real-time

insights and powerful online and ofline peer-to-peer

marketing. Crowdtap intends to shift marketing to

a fully collaborative and participatory process be-

tween brands and consumers.

CYNERGY

According to Cynergy, “We make incredible experi-

ences happen—no easy task. Great design is criti-

cal, but incredible experiences are much more than

just pixels—they require the artful merging of expert

strategy, design excellence and cutting-edge tech-

nology, delivered by a single, integrated team. That’s

our formula—that’s how we make incredible experi-

ences happen.”

IACTIONABLE

IActionable is a web based (SaaS) gamification

software platform that applies game mechanics

to non-game applications. IActionable can be used

to change user interface and user experience and

drive behavior in the form of participation and en-

gagement. v


BBVA & thegamificationWith BBvA Game we have

launched an important Beta

project, wich we want to create

an space of interaction with our

on line clients.

38

Brian Burke

are leveraging game mechanics

to engage customers, and

financial services companies are

no exception. This trend is called

gamification, and while it being

used in many diferent ways,

the sweet spot is in engaging

customers. As an early adopter

of gamification in the financial

services industry, BBVA joins

a small group of innovators

that are turning customers

into players and banking into

a game. The BBVA Game is a

leading edge example of using

gamification to both engage

customers in a fun way while

architecting the customer

journey. Gamification is a win-win

for BBVA and its customers.”

“Companies around the world

We understand that to generate a fun dialog

with our clients is a challenge. Most online us-

ers access our site to check positions and perform

transactions. Without a doubt, it’s quite a challenge

BBVA Game, a gamification platform, has incorpo-

rated game dynamics as a way to provide additional

value for online banking customers. We put together

our best value proposition, loyalty programs, and

game dynamics which ofer the most fun. We wanted

to work in teams to create a game that educates our

clients, ofers stickiness to our clients, and ofer cross-

selling and upselling opportunities for our business.

We will not really know the final results until we learn

from our customers; any other pretense would be

rather arrogant.

What we do know is that we can use gamification to

get know know our customers better, to get closer

to them in an refreshing way, to educate them, to be

“sticky,” and, of course, we can apply this model in

all countries in which we have presence. Like BBVA,

the concept of gamification is universal.

All the team members in various teams who par-

ticipated in bringing BBVA Game to life (Marketing

and Innovation & Technology) shared one thing in

common: We had fun. And that is a good sign. v

Bernardo Crespo,

Head of Digital Marketing and Marketing Lab,

BBVA Spain and Portugal.


40

ForecastInnovationThe early results are in. Bunchball, a pure gamification platform provider, see

their customers enjoy the benefits value creation aspects of gamification:

■■■ An increase of 2x page view.

■■■ Page view per visit increased 60%.

■■■ Unique visitors increased 30%.

■■■ Increase of 100% on time on site.

■■■ An increase of 2x repeat monthly visits.

■■■ 400% ROI (with payback time of as

little as 3 months).

Though the results display initial deploy-

ments numbers, it’s clear what should

be done with gamification for the short-

term future: Just Play! See how gamifica-

tion can create or capture value for the

organization.

To wrap things up, we leave you with

some “Gamification Tips from the Pros,”

hoping that they may help you better

understand this key topic and, perhaps,

even help spark some new innovations

in the organization.


Gamification Tips from the Pros

SEBASTIAN DETERDING

Game designer

“The most important thing to keep in

mind here is that any good design —

game or software — hinges on good

designers and design process, not on

features.”

■■■ Know your users. What motivates

them? What is meaningful to them?

What keeps them from following

through on their intentions? What

kind of games to they like? What kind

of community do they prefer? Without

user research to figure these things

out, you will miss your target audience.

■■■ Read the Rules. Goals and rules create

interesting challenges, even can create

meta-games.

Sources: Sebastian

Deterding. Getting Gamifi-

cation Right, January 2011

| Sebastian Deterding

Don’t Play Games with

Me! Pitfalls of Gameful

Design, May 2011

■■■ Prototype, Playtest, and Iterate. The

core of game design is to build a func-

tional prototype of the rule system as

early as possible to test whether it is

any fun, tweak it based on the test re-

sults, test it again, etc., to iterate your

way toward something that is fun and

engaging.

■■■ Bring in the Data. Quantitative

analytics will tell you whether your

point systems don’t have loopholes

or exploits, or whether you balanced

the difficulty of the goals and mis-

sions you present to the players.

“Reality ultimately is much more messy,

complex, random, unfair and beyond

our control than games.”

42

Sources: Gartner | Gamification Primer: Life Becomes a

Game, January 2011

Gartner | Maverick Research: Motivation, Momentum and

Meaning: How Gamification Can Inspire Engagement,

October 2011

Gartner | Innovation Insight: Gamification Adds Fun and

Innovation to Inspire Engagement, December 2011

BRIAN BURKE, GARTNER

Technology analyst

“The goal is to inspire deeper, more en-

gaged relationships and to motivate

changed behaviors. Many organizations

report significantly higher engagement

with gamification. But risks abound, and

organizations should consider their de-

ployment strategies carefully.

■■■ Gamification is a business issue that

is enabled by technology — business

managers must take the lead in dri-

ving gamification eforts.

■■■ The application of gamification is very

diverse. Focusing on specific goals is

critical to success.

■■■ Avoid the herd mentality — don’t imple-

ment a copycat application. Most cur-

rent gamified applications are doomed

to fail.

■■■ Design gamified applications that co-

rrectly position motivation, momen-

tum and meaning (M3) to inspire en-

gagement with the audience.

■■■ Exploit this trend today if you work in

an organization that is willing to take

risks. But remember that careful plan-

ning and improvement through itera-

tion are central to every successful im-

plementation of gamification.


Source: Gabe Zicher-

mann | Mashable - 7 Win-

ning Examples of Game

Mechanics in Action

GABE ZIChERMANN

Gamification expert

“The initial findings from gamification

specialists are nothing short of astonish-

ing. Regardless of your business model,

the following seven gamified innovations

should inspire you to strategize via game

analysis.”

■■■ Make a market (Foursquare) Four-

square proved that location-based

networking wasn’t doomed to fail, that

simple game mechanics can affect

behavior, and that you can engage 10

million customers — all while raising

$50 million.

■■■ Get fit (NextJump). By leveraging the

power of gamification, 70% of Next-

Jump employees exercise regularly —

enough to save the company millions

in work attendance and insurance

costs over the medium term — all the

while making the workplace healthier

and happier.

■■■ Slow down and smell the money

(Volkswagen - Fun Theory). Speed

Camera Lottery idea rewards those

drivers who obey the posted limit by

entering them into a lottery. When test-

ed at a checkpoint in Stockholm, aver-

age driver speed was reduced by 20%.

■■■ Generate ad revenues (Psych & NBC/

Universal). Club Psych implemented

gamified incentives to raise page

views by over 130% and

return visits by 40%.

The resulting rise in

engagement has gener-

ated substantial revenue

for the company, bringing

registered user counts from

400,000 to nearly 3 million since

the launch of the gamified version.

■■■ Make research & evangelism count

(Crowdtap). Through the use of gami-

fied, virtual rewards, the company has

been able to raise average user par-

ticipation by 2.5 times, thus reducing

research costs by 80% or more for key

clients.

■■■ Save the planet (RecycleBank).

RecycleBank utilized game mecha-

nics such as points, challenges and

rewards to drive breakthroughs. The

project has seen a 16% increase in re-

cycling in Philadelphia, where the recy-

cling rate has broken 20% for the first

time in history.

■■■ Make teaching fun (Ananth Pai)

grouped students by learning style,

and retooled the curriculum to make

use of off-the-shelf games to teach

reading, math and other subjects. In

the space of 18 weeks, Mr. Pai’s class

went from below third grade average

reading and math levels to mid-fourth

grade. v

44

A list of links to other useful tools and resources that you may find useful as a supplement to the information ofered on the ‘Simple Bank’ report.

Books & PublicationsBunchball | Gamification 101: An Introduction to

the Use of Game Dynamics to Influence Behavior.

October 2010.

Tom Chatfield | Fun Inc. Why Games are the 21st

Century’s Most Serious Business. 2010.

Jenova Chen | Flow in Games (and Everything Else).

April 2007.

Aaron Dignan | Game Frame: Using Games as a

Strategy for Success. 2011.

Sebastian Deterding | Getting “Gamification” Right

(presentation). January 2011.

Entertainment Software Association | 2011 Sales,

Demographic and Usage Data: Essential Facts

about the Computer and video Game Industry. 2011.

Gartner | Gamification Primer: Life Becomes

a Game. January 2011.

Gartner | Innovation Insight: Gamification Adds

Fun and Innovation to Inspire Engagement.

December 2011.

Gartner | Market Trends: Gaming Ecosystem. 2011.

Gartner | Maverick Research: Motivation,

Momentum and Meaning: how Gamification Can

Inspire Engagement. October 2011.

Insight Express | 1Q2012 Digital Consumer Portrait. 2011.

International Federation of the Phonographic

Industry | Recording Industry in Numbers: The

Recorded Music Market in 2011. March 2012.

Jane McGonigal | Reality is Broken: Why Games

Can Make Us Better and how They Can Change the

World. 2011.

Mihaly Csikszentmihalyi | Flow: The Psychology of

Optimal Experience. 1991.

Ralph Koster | A Theory of Fun for Game Design. 2005.

M2 Research | What is Gamification? (presentation).

January 2011.


MPAA | Theatrical Market Statistics. 2012.

Alex Osterwalder and Yves Pigneur | Business

Model Generation. 2009.

Daniel Pink | Drive: The Surprising Truth About

What Motivates Us. April 2011.

PSFK | The Future of Gaming. 2011.

Byron Reeves & J. Leighton Read | Total

Engagement: Using Games and virtual Worlds

to Change the Way People Work and Businesses

Compete. 2009.

Gabe Zichermann | Gamification by Design:

Implementing Game Mechanics in Web and Mobile

Apps. August 2011.

Gabe Zichermann | Gamification: Innovation and the

Future (presentation). 2012.

Gabe Zichermann & Joselin Linder | Game-Based

Marketing: Inspire Customer Loyalty Through

Rewards, Challenges, and Contest. 2010.

On the WebIan Bogost (video Game Theorist, Critic and

Designer). bogost.com

Bunchball | Gamification.com. gamification.com

Sebastian Deterding (Game Researcher and

Designer) | Coding Conduct: Persuasive Design for

digital media. codingconduct.cc

Entertainment Software Association | Games:

Improving What Matters. theesa.com

Gamasutra | Social Gaming and the Bartle

Archetype. April 13, 2012. gamasutra.com

Gamification of Work. gamificationofwork.com

Gamification Research Network. gamification-research.org

Gaming Business Review | Designing Gamification

for the Most Frequent Personality Types.

September 20, 2011. gamingbusinessreview.com

Gaming Business Review | Who Owns Gamification

Data? February 18, 2012 gamingbusinessreview.com

GigaOM | The future of Social Games is Mobile.

October 2010. gigaom.com

Google Insight for Search | Gamification. google.com

Mashable | 7 Winning Examples of Game Mechanics

in Action. July 6, 2011. mashable.com

Scott Nicholson (MIT Gambit Game Lab) | Because

Play Matters. becauseplaymatters.com

Wired Magazine | Go with the Flow. 1996. wired.com

Wired Magazine | Swedish Speed-Camera Pays

Drivers to Slow Down. December 6, 2010.

wired.com

Gabe Zichermann | The Gamification Blog.

gamification.co

46

Gamification Experts

In depth

Brian Burke

Brian Burke is an analyst for Gartner, specializing in enterprise

architecture and IT portfolio management, and most recently

developing research on the emerging gamification trend.

His groundbreaking work in the development of federated

architectures has been implemented in hundreds of

organizations in both the public and private sectors. He is also

a prominent researcher and speaker in the areas of IT strategy,

IT organizational structures and business/IT alignment.

Sebastian Deterding

Sebastian Deterding is a researcher and designer working on

user experience, persuasive design, video games, and gamifica-

tion. His PhD research at the Research Center for Media and

Communication at Hamburg University looks into the use of

game design to motivate user behavior in non-game contexts.

Today, he speaks and publishes internationally on persuasive

design and gamification at events such as reboot, re:publica, or

Playful, and consults game companies on game usability and

playability.

Other experts include:

R Ray Wang, Micheal Wu, Toby Beresford, Dennis Crowley, Keith Smith, Steven L. Johnson, Buster Benson, Scott Dodson, Ian Bogost


Jane McGonigal

Jane McGonigal takes play seriously. She studies the power of

games to impact the real-world — and she creates games that

do just that. She is an expert on applying game design and game

theory to real work and real business, and has consulted and devel-

oped internal game workshops for leading technology companies.

MIT Technology Review named her one of the top 35 innovators

changing the world through technology, for her role in pioneering

the field of alternate reality gaming, and Harvard Business Review

called her theory of “alternate reality business” one of the “Top 20

Breakthrough Ideas of 2008.” She has a PhD from UC Berkeley in

performance studies.

Wanda Meloni

Founder and president of M2 Research, is an industry analyst

and market strategist. Wanda has a deep understanding of

emerging trends in interactive entertainment, games, and social

media. Wanda publishes articles and reports that on the market

dynamics afecting development and consumer trends. In addi-

tion to her published works, she consults with many of the top

companies in the industry, providing custom analysis, investment

strategies, strategic positioning and competitive analysis.

Gabe Zichermann

Gabe Zichermann is an entrepreneur, author, highly rated public

speaker and gamification thought leader. He is the chair of the

Gamification Summit and Workshops, and is co-author of the

book “Game-Based Marketing” (Wiley, 2010) where he makes a

compelling case for the use of games and game mechanics in

everyday life, the web and business.

48

The following section outlines the upcoming technologies that will change

everything, with predictions on what may come of them in financial industry.

The Maps WarEmerging players are consolidating their Maps products and becoming

trusted partners in the Maps solutions landscape. A few weeks ago Wikipedia

moved from Google Maps to OpenStreetMap, followed by FourSquare. Even

Apple launched iPhoto for iOS using OpenStreetMap data for photos with

geolocation tags embedded.

IS OPENSTREETMAP A

MATURE SOLUTION?

OpenStreetMap was founded in July 2004 and it is

defined as a collaborative project to create a free edit-

able map of the world. In April 2012, OpenStreetMap

cleared 600,000 registered contributors. However,

not all registered users actually contribute to the

map: a minority of individuals contribute the major-

ity of the content (around 3%).

High populated areas such as big cities are constant-

ly being updated, even at a higher rate than Google

Maps does. Low populated areas, on the other hand,

are not so accurate. These areas are currently being

covered by Bing, Microsoft Maps solution. Despite

Microsoft support, certain places may not have ac-

curate information to display. Therefore, depending

on the needs, OpenStreetMaps can be considered a

good approach.

Technology trends


AND WhAT ABOUT GOOGLE MAPS?

Google Maps solution is much more than Maps. It

is also considered the main advertising platform for

many merchants, and functionalities as Street View

add value to final user far beyond geo-localization.

But it is no longer free. It seems to be quite hard

to make money putting ads on maps, so Google

Maps API is limited to 25,000 free queries per day.

Over that limit, it is required to pay. Nothing free lasts

forever.

Rumors keep growing and it is said that Apple is

working on its own Map solution that will be re-

vealed with the iOS 6 and will include 3D features.

We already have a winner: the final user.

The Maps war is escalating. During Apple’s

WWDC in June 2012, the company

announced that the new iOS will no longer

use Google Maps. Instead, Apple will ofer

its own maps solution in the iOS 6. The

new map service, along with Siri, seems to

ofer iOS users more convenience and

solutions (of course, shutting out Google).

In fact, it looks like Apple wants to extend

the war beyond Maps … be careful out

there, the titans are clashing.

BREAKING NEWS

50

Striking Gold with Big DataToday, the world creates 2.5 quintillion

bytes of new data – everyday! 90% of

the world’s data has been created in the

last two years alone. In this mountain of

data (both structured and unstructured),

there is gold to be found. Companies must

acquire the right tools and processes to

separate the dirt from the gold eficiently.

Technology trends


According to McKinsey Global Institute, big data

can unlock value (high level) for the enterprise

by: 1) creating transparency; 2) enabling experimen-

tation to discover needs, expose variability, and im-

prove performance; 3) segmenting populations to

customize actions; 4) replacing/supporting human

decisions making with automated algorithms; and

5) innovating new business models, products, and

services.

RELEvANCE OF BIG DATA

Opportunities – for example, a retail business can

increase operating margins by 60%. Early results

show that big data leaders are taking market share

from the laggards; suggesting that big data will be-

come a keystone for competitiveness and growth

for the organization.

Specifically for the banking sector, Citibank has

partnered with IBM (“Watson”) to use big data for

up-selling/cross-selling opportunities. It is stipulated

that they will also use Watson to detect fraud and

analyze customer credit worthiness.

The danger (or risk) of big data stems from issues

which will afect all stakeholders, namely: data pro-

tection and security, rights and responsibilities for

using data, and accountability and enforcement. Ad-

ditionally, it is estimated that by 2020, the volume

of data will exceed our capacity for data storage by

more than 2:1. vSources: IBM | “Understanding Big Data”, March 2011

McKinsey Global Institute | “Big Data”, June 2011

World Economic Forum | “Rethinking Personal Data:

Strengthening Trust” (August 2011)

The Economist | “Big Data: Crunching the Numbers”,

May 19, 2012

2020: 34.6

2005 : 0.13

Created

2005 2010 2015 2020

35

30

25

20

15

10

5

0

Storage available Zettabytes = 1 trilion gigabytes

ESTIMATE FORECAST

forecast

OPEN WIDE

Global digital information

Source: IDC

52

Innovation at the Core: just Copy & Paste

By using virtualization and replication technolo-

gies, banks can create copies of the core system

quickly and provide them to partners in standalone

sandboxes. By allowing developers work with a real

core banking environment, the pace of innovation

will quicken as developers can test new functionali-

ties without worrying how it will perform, when the

product goes live. According to ING, a full replication

of the core system used to take about 260 days; it

now takes less than a day.

Source: Information Management | May 2012

Core banking platform

Everyone wants Mobile Banking, including

companies

A recent global survey of treasury executives

suggest that 66% of corporate customers are ready

to use mobile banking, which can provide access

to real-time information related to the corporate

environment. Customers are willing to pay for

premium services, if they can realize eficiencies. As

tablets are already part of the C-suite, they can boost

adoption by enabling other value added services.

Source: finextra | May 2012

Mobile banking

In this section, readers will find summaries of the most relevant news of selected

topics that have been published over the course of the month based on its

relevance to the Banking industry. The summaries were prepared by the editorial

board. Further information is made available for each given topic.

Trending issues


New formats

Enterprise 2.0

Smartphone + Fanatics = SmartphonáticsSmartphonatics are consumers who change their

shopping, financial, and payment behavior as a

result of owning a smartphone. According Aite’s

Ron Shevlin, “This group is driving the adoption of

mobile payments and banking, and setting the bar

for how financial institutions will have to respond

over the next five years.”

■■■ 70% of Smartphonatics have used a mobile

device to make a payment.

■■■ 80% of Smartphonatics have used the mobile

banking channel.

■■■ Less than 25% of other consumers have made a

mobile payment.

■■■ About 33% of other consumers have used the

mobile banking channel.

Source: Aite | May 2012

An analysis of one year’s worth of data of Google

Apps enterprise customers shows us:

■■■ An average user creates 84 Docs/Sites.

■■■ An average enterprise has 250,000 Docs/Sites

on their domain.

■■■ Compared to on premise solutions, the results

are very similar.

■■■ Year over year growth of Docs/Sites is projected

to be 400%.

■■■ Percentage of Docs/Sites that are designated

‘Everybody’: 5.5%.

■■■ Percentage of Docs/Sites that are designated

‘Public’: 0.25%.

■■■ Percentage of Docs Shared Externally: 2.5%.

Smartphonatics by Country(Source. ACI Worldwide. Aite Group)

India

South Africa

Brazil

U.A.E

China

Italy

Singapore

U.S

Australia

U.K

Sweden

Germany

France

Canada

60%

42%

37%

34%

31%

27%

24%

20%

18%

16%

11%

10%

8%

7%

■■■ Average Number of External Collaborators: 3,000.

Thinking about the results, it seems like enterprise

users have no problems embracing Google Apps;

and, of course, should be mindful of when share

Docs/Sites with others.

Source: Forbes | June 2012

When Google Apps go Big… What happens?

54

Good News, Bad NewsA recent survey shows consumers want to use

mobile wallets, and that’s good news. However,

consumers clearly prefer PayPal, Google and Apple

over banks to provide the solutions. In fact, 8 of 10

consumers in the survey indicated that they would

use mobile wallets, if PayPal ofered a service.

Banks should heed this wake-up call or prepare for

a future without a mobile wallet.

Source: MarketWatch | June 2012

When it Comes to Social...

Women 2 - Men 1A recent survey of 2,000 Britons (commissioned by

British Telecom) discovered that “over half of female

internet users used social networking websites such

as Twitter and Facebook, whilst only 34 per cent of

men surveyed admitted to doing so. Similarly, out of

those surveyed, 18 per cent of women believed that,

if the internet no longer existed, they would miss

social media websites the most. This compares to

just seven per cent of men.”

Source: The Telegraph | May 2012

Mobile payments

Social Media

Trending issues

Digital Marketing

Crowd finance

The “Pin” is Mightier than...According to the 2012 Social and Mobile Com-

merce Study (a joint research project by Shop.org,

comScore and The Partnering Group), American

consumers follow an average of 9.3 retail compa-

nies on Pinterest, compared to 8.5 on Twitter and

6.9 on Facebook. For now, when it comes to digital

marketing, the Pin is mightier.

Source: Shop.org, comScore & The Partnering Group | June 2012

The Crowd is Growing CrazyThe Crowdfunding Industry Report from

researchers, Massolution, reveals that crowd-

funding platforms raised almost $1.5 billion,

funding over one million projects in 2011. They

also say that, with current trends, the already

growing market is set to double in 2012.

Source: Massolution | June 2012

FUNDER AND FUNDRAISER ACTIVITYPercentage based on sample of 57 and 47 CFPs, respectively

89%

7%

26%

4% 5%

69%

1-2 C

AMPAIG

NS

3-5 C

AMPAIG

NS

>5 CAM

PAIGN

S

FUNDERS FUNDRAISERS

56

The Internet is Becoming Mobile

By 2017, there will be 5 billion mobile

broadband users, three times as

many people as are

using that technology today.

With faster mobile network

speeds and global coverage,

the mobile internet is poised to

deliver new innovative services, as the app

ecosystem will surely find a way to create newer and/

or better mobile services. According to Ericsson’s CEO, there is

a “shift in power from the network to the handset”, from con-

nectivity to apps.

Source: GigaOm | June 2012

Love at First Bite People just love Apple’s iPad. A customer satisfac-

tion polls shows that iPad clearly is heads and

shoulder above its competitors when it comes to

wowing the customers. Customers are “very satis-

fied” with:

■■■ Apple (new) iPad - 81%

■■■ Apple iPad2 - 71%

■■■ Samsung Galaxy Tablet - 46%

■■■ Amazon Kindle Fire - 41%

■■■ Others - 41%

Source: Computer World | June 2012

App ecosystem

New Gizmo era

Trending issues


New banking concepts

Join & enjoy

Talk to Bank Voice-enabled search is fast becoming a

diferentiator, especially with smart devices in the

e-commerce space. EasyAsk, a natural language

technology company, launched Quiri in March 2012.

Quiri, a virtual personal shopping assistent, under-

stands both the intent of the search and has deep

knowledge of the content and products within the

e-commerce site. Shoppers can use their iPhone 4S

or Android to verbally search sites for products and

the products they are looking for. It is like having

a highly knowledgeable, personal shopping

assistant for that one store.

Source: Sacramento Bee | June 2012

Flashback to EVOKEThough there is a lot of commercial buzz re-

lated to games and gamification today, some

are designed to change the world. In 2010, the

World Bank launched the EVOKE, a game which

motivate players all over the world to come up

with creative solutions to our most urgent social

problems. According to the website, “EVOKE is a

ten-week crash course in changing the world.” In

this issue of Innovation Edge, we pay homage to

one of the pioneers of gamification.

Source: World Bank | March 2010

58

Connected Cars Solution Market Expected to Exceed $350 million in 5 yearsBy 2017, according to ABI Research, the connected

car market will be about $350 million dollars;

growing from $66 million in 2012. Connect Car

solutions include stolen vehicle tracking, insurance

telematics, infotainment, and road user charging.

The consumers are asking for a connected lifestyle

and they are asking to be connected to the car,

especially the younger consumers.

Source: ABI | May 2012

Gimme a Hi-Five for healthT“For healthcare delivery, we’re rapidly moving

from a world of inbound patients to a world of in-

bound data. The impact of this shift on the health-

care system and how consumers use and act on

health information should not be underestimated.

Here are five ways digital apps and smartphones

will transform healthcare”:

■■■ Improved access to care.

■■■ Improved patient engagement.

■■■ New provider of business models.

■■■ Reduced medicare fraud.

■■■ Improved patient safety.

Source: Forbes | June 2012

Smart cities + urban mobility

Health

Trending issues


BBvA Innovation Center

(Plaza de Santa Bárbara 2. Madrid)

13th September | 9.00–14.00 h.

World renowned experts, based on real world ex-

periences, would help you ascertain whether or not

gamification is being hyped or is here to stay.

Check out the videos and photos of the

event in our web

www.centrodeinnovacionbbva.com

Bernardo Crespo Velasco @b_crespo

Head of Digital Marketing and Marketing Lab at

BBVA Spain. Degree in Management and Econom-

ics from the University of Castilla-La Mancha and the

University of St. Andrews. He holds a masters in Re-

lational Marketing, CRM and e-Commerce at ICEMD.

Brian Burke @brian_burke

Analyst for Gartner, expert in gamification and enter-

prise architecture. His groundbreaking work in the

development of federated architectures has been

implemented in hundreds of organizations in both

public and private sectors.

Priya Haji @priyahaji

CEO and co-founder of SaveUp, the first free

rewards program that encourages Americans

to save money and pay down debt, while of-

fering a chance to win prizes, including a life-

changing $2,000,000 jackpot. Through a fun

and simple approach that employs game me-

chanics, SaveUp helps transform the otherwise

mundane activities of savings.

Sergio Jimenez @gamkt

Sergio Jimenez is an analyst, consultant and speak-

er specialized in gamification, enthusiastic market-

ing, technology and games. Mr. Jimenez has partici-

pated in numerous projects related to gamification,

helping companies of diferent sectors to introduce

game mechanics in products and service.

Gamification & Banking: a passing fad or a serious business?

More info

Event

Videos,

pictures and

all the info

Innovation at BBVAFor BBvA, innovation is a strategic pillar and the BBvA

Innovation Center is a major focal point for the group’s

efort in this field.


We Innovate to GrowBBVA understands innovation as a source of value

creation, both for our group and people. In order to

efectively manage its development, the group relies

on time tested innovation methodologies, which were

co-developed with leading experts around the world.

The Open Innovation model adopted by the group

attests that BBVA highly values people and talent, re-

gardless where they may be; and shows the bank’s

willingness to lead the transformation of the financial

industry, with total openness and without any borders.

The BBVA Innovation Center is the focal point for sig-

nificant and disruptive innovation projects.

Furthermore, the BBVA Innovation Center is a space

to meet, a space to share, and, above all, a space listen

and learn from the innovation ecosystem.

Being part of an innovation ecosystem allows BBVA to

be near ideas and talent and to facilitate access to the

world’s leading experts. It is also a way to share our

collective knowledge with innovation community.

www.centrodeinnovacionbbva.com

Follow us:

www.facebook.com/centrodeinnovacionbbva

twitter.com/cibbva

www.youtube.com/user/centroinnovacionbbva

www.slideshare.net/CIBBVA

This month events:

More info

More info

CLOUDSTAGE

September 27th, BBVA Innova-

tion Center will host the 8th

edition of, Cloudstage, an event

focused on the cloud. This is a

meeting between profession-

als that want to deal with the

possibilities and development

of the cloud computing.

KNOWSQUARE

September 25th BBVA Innova-

tion Center will host the event

Knowsqure, an online and of

line network board of direc-

tors. The aim of this event is

share experiences and knowl-

edge to improve the manage-

ment of companies.

©BBVA2012

BBVA Innovation Edge is the result of a collaborative work done by all the people who are involved in innovation at BBVA Group.

CONTRIBUTORS TO THIS ISSUE:

María Pilar Álvarez García l Javier Anguiano

Javier Benedí l Alfonso Bey Navarro

Jaime Bisbal l Reyes Bolumar

Javier Borderías l Bernardo Crespo

Antonio García l Eugenio García

Rafael Hernández l Miguel Ángel Iñesta

Beatriz Lara Bartolomé l Carmen López

Marcos Marrodán Ciorcia l Luz Martín

Ricardo Martín Manjón l Samuel Martín Valentín

Álvaro Morón l Manolo Moure

Jay Reinemann l Alicia Sánchez

Javier Sebastián l Marcelo Soria

Gustavo Vinacua l Shan Ggu “Phil” Yim

DL AS 2.498-2012

No part of this publication can be reproduced or communicate in any form or by any platform electronic o mechanic, including photocopying, recording o any other system of storage and retrieval, without permission of the publisher, BBVA.

Produced by

Prodigioso Volcán

(www.prodigiosovolcan.com)

BBVA Innovation Edge is the first corporate magazine focused on innovation. Innovation Edge aims to explore new trends and technologies that may impact the financial industry, especially retail banking.

Each edition features articles, analysis and in-depth information about a given trend.

WEB: Articles and sections are available for free on www.centrodeinnovacion.com in both English and Spanish.

PDF: Our website ofers .pdf versions of the

publications for your reading enjoyment, online or ofline.

APP: Innovation Edge is also available in

Apple’s App Store. All issues will be made available

for download at the App Store, free of charge.”

More info

Are you interested in Innovation Edge? Subscribe to our newsletter

and be informed of new issues.

Documents

BBVA Innovation Edge Gamification English