loyaltygames 2014: loyalty and gamification world championships - warm up pack

-- ILLUSTRATIVE ONLY. WARM UP –

Educational materials provided for the 2014 Loyalty and Gamification World Championships. All rights reserved. 1

Warm Up



The purpose of this preparation booklet is to provide participants, educators and event partners with preparatory material for LoyaltyGames, the Official 2014 Loyalty and Gamification World Championships. LoyaltyGames is an international educational competition. Its mission is to improve the skills, awareness and understanding of the Loyalty and Gamification disiplines and celebrate the organizations, experts and communities that make them tick. We hope to help give people the courage to pursue exciting career paths and professional growth in these fast-growing industries. This preparation booklet outlines core concepts that will be tested during the World Championships. We will examine real-life practical, technical and business concepts at the heart of Loyalty and Gamification – including Rewards Program Design, Mobile Marketing, Employee Engagement, Innovation and Retail Customer Analytics. Most questions for Round 1 will be multiple-choice. Round 2 and the World Finals will include more creative expression and innovative case studies. We hope you enjoy Round 1. Good luck! The LoyaltyGames Team



Foreword

We’d like to thank our event partners, question designers, educators and global participants.

“Excellence is doing ordinary things extraordinarily well.” John W. Gardner



Event Overview This following information relates only to Round 1 of the Loyalty and Gamification World Championships 2014. Round 1 contains seven (7) discrete sections. We’ve attached indicative marks/weightings for the example questions. LOYALTY AND REWARDS SECTION Section A: Loyalty, Rewards and Gifting Section B: Employee Recognition Section C: Recommendation Systems Section D: Mobile Marketing and Loyalty GAMIFICATION SECTION Section E: Gamification Theory and Design Section F: Applied Gamification Strategy Section G: Enterprise Strategy OVERVIEW OF ROUND 1 (Indicative) Time 120 Minutes (2 Hours) Questions ~100 Questions Format Online Segments 7 Categories of Questions Format Multiple Choice (mostly) and potentially Short Case Studies.



EXAMPLE A: LOYALTY, REWARDS AND GIFTS This Section will focus on:

Loyalty theory, design and motivational psychology

Differences and characteristics of incentive and rewards programs

Understanding of different forms of redemption and gifting

Best practice loyalty program concepts and innovative approaches

Return on Investment (ROI) of incentives programs

Sample Questions Sample Question 1 (1 Mark) Loyalty Reward Programs (LRPs) are commonly known as which of the following: (a) Loyalty programs (b) Rewards programs (c) “Frequent-shopper” and “Frequent-flyer” programs (d) All of the above Sample Question 2 (1 Mark) Gift cards offer significant advantages over cash incentives. These main advantages are: (a) They are more memorable and can be branded (b) They can sometimes be confused with compensation; gift cards are difficult to personalize and customize (c) They include administrative benefits such as usage tracking and a variety of redemption options. (d) Options a and c Sample Question 3 (1 Mark) The coalition model of loyalty involves three or more companies banding together to share the branding, operational costs, marketing expense and data ownership of a common loyalty currency. This statement is: (a) True (b) Mostly True – they will often also share intellectual property and personal information (c) Mostly True – they will often also share an office or physical location (d) False

Suggested Answers 1) D 2) D 3) A



EXAMPLE B: EMPLOYEE RECOGNITION

This Section will focus on:

Designing staff incentive schemes (SIS)

Calculating and analysing employee incentives

Project management and leadership to drive employee retention

Human resource management and rewards strategy

Employee wellness, health and productivity

Sample Questions Sample Question 1 (1 Mark) Employees accept staff incentives best if they are both transparent and fair. This does not imply that: (a) Employees understand the mechanics of the SIS (b) Objective performance measurement parameters are used and supervisors’ assessments are avoided (c) Eligibility requirements are easily achievable (d) Incentives should be based group performance Sample Question 2 (1 Mark) The terms “bonus” and “incentive” are often used interchangeably in the media. The key difference is that a “bonus” is a payment that is made after something good happens, but that was not promised in advance, whereas an “incentive” is defined as a payment that is promised in advance of a performance period, and in return for a specific, objectively measurable performance. Is this statement correct? (a) Yes (b) No Sample Question 3 (1 Mark) You work at UNIBOSS, a project management company that is known to make heavy use of extrinsic motivators in order to boost morale and team performance. Which one of the following best describes this statement? (a) Motivators are tailored to the needs of individual team members (b) Motivators are incentives such as rewards, gifts, or money (c) Motivators are derived from within individual team members (d) Motivators include the improvement of hygiene factors of the work environment

Suggested Answers 1) D 2) A 3) B



EXAMPLE C: RECOMMENDATION SYSTEMS This Section will focus on:

Basic concepts, approaches to recommendation engines (or “recommender systems”)

Basic technical aspects in creating and managing recommendation systems

Strategy, process and business implementation issues with recommendation systems

Limitations and risk mitigation

Sample Questions Sample Question 1 (1 Mark) Accuracy is often the most prominent evaluation metric of a recommender engine’s performance. Several other important evaluation criteria are often used by Customer Loyalty practitioners, which may include: (a) Coverage; Learning Rate; Novelty; Cultural Fit; User Satisfaction Metrics; Site Performance Metrics (b) Coverage; Learning Rate; Novelty; Confidence; Site Performance Metrics (c) Coverage; Learning Rate; User Satisfaction Metrics; Cultural Fit (d) Learning Rate; Confidence; User Satisfaction Metrics Sample Question 2 (1 Mark) Collaborative filtering is considered to be the most popular and widely implemented technique in recommendation systems? This statement is: (a) True (b) False (c) Need more information Sample Question 3 (1 Mark) Consider the following short paragraph: “In the past, Paul has liked books about the exploration of Mars. Paul is likely to be interested in a new book about Mars, independent of a recommendation from anyone else. On the other hand, a friend called Tim recommends a book on a completely new subject, say, on the role of disease in deciding the outcome of battles throughout history. If Paul takes the recommendation and likes the book, Paul may find himself developing a completely new interest. This potential for serendipity is very important, since it may help people break out of a rut and broaden their horizons.” The most likely implication of this paragraph is that: (a) Content-based and social recommenders have complementary strengths (b) Building recommendation systems where a user has never made a recommendation previously is difficult (c) Measurement of “serendipity” can easily be included in content-based recommendation engines (d) None of the above

Suggested Answers 1) B 2) A 3) A



EXAMPLE D: MOBILE MARKETING AND LOYALTY


Mobile marketing concepts and business drivers

Different ways to measure, manage and implement successful mobile loyalty programs

Strategies for achieving successful engagement across mobile and social environments

Sample Question Sample Question 1 (1 Mark) Consider the following table:

Imagine you work as the Chief Content Officer for a large multi-national beverages company. You are putting together a list of tactics to fit the objectives of your new mobile marketing program for Summer 2015. The difference between “Above the Line” and “Below the Line” most likely appears to be: (a) Processes (b) Technology (c) Actions/Outcomes (d) None of these

Suggested Answer 1) C

Line



EXAMPLE E: GAMIFICATION THEORY AND DESIGN This Section will focus on:

Understanding Gamification concepts and fundamental innovation techniques

Strategy design and approaches to Gamification (Consumer Level and Enterprise Level)

Interdependencies to apply Gamification to real-life business and social environments

Sample Questions Sample Question 1 (1 Mark)

Please refer to the image below. If you were mapping two dimensions of playing/gaming and parts/whole, in which quadrant would Gamification (or gameful design) best fit?

(a) Whole/Gaming (b) Whole/Toys (c) Parts/Gaming (d) Parts/Toys

Adapted from Deterding 2011 Sample Question 2 (1 Mark)

Which of the following is an example of Gamification? (a) Rewarding someone with money to complete a survey (b) Using a computer simulation to demonstrate building fire escapes to employees (c) Making a web-based game to raise awareness of sweatshop conditions (d) Giving employees a score for meeting punctuality and ranking them against each other

Suggested Answers 1) C 2) D



EXAMPLE F: APPLIED GAMIFICATION STRATEGY This Section will focus on:

Practical applications of Gamification (tip: education, entertainment, sport, online/mobile)

Applying Gamification techniques to leverage people's natural desires for competition, achievement, status, self-expression, altruism and closure

Applications of systems, processes and structures to achieve Gamification business objectives

Sample Question Sample Question 1 (1 Mark)

The Piano Stairs were built to address the question: “Can we get more people to take the stairs over the escalator by making it fun to do?” Every time a person takes a step on the stairs a piano sound is produced.

Source: www.thefuntheory.com/piano-staircase

Based on the description and image above, The Piano Stairs aim to motivate people by: (a) Making the escalator more boring (b) Making the stairs more engaging (c) Punishing those who take the escalator (d) Giving points to those who take the stairs Sample Question 2 (1 Mark)

In the book Man, Play and Games (1961) the author Roger Caillois placed forms of play on a continuum from paidia, unstructured and spontaneous activities (playfulness) to ludus, structured activities with explicit rules (games). Based on the description above, from a practical perspective, The Piano Stairs is likely closest to: (a) Paidia (b) Ludus (c) Neither (d) Both

Suggested Answers 1) B 2) A



EXAMPLE G: ENTERPRISE GAMIFICATION


Understanding similarities and differences between Consumer and Enterprise Gamification

Demonstrate awareness of Change Management, Stakeholder Management and Idea Incubation

Multi-faceted approaches and techniques to Enterprise-wide Gamification programs

Process mapping and requirements analysis needed in Enterprise Gamification

Identifying opportunities, features and characteristics of Gamification technology platforms

Statistical Analysis of Data to generate Gamification and Engagement-focused outcomes

Data quality and creative data insights

Sample Questions

Sample Question 1 (1 Mark) “Security” is an essential part of selecting a Gamification platform engine. Key selection considerations should include: (a) Access Control Data Authenticity. Player Authenticity. Single Sign On. Response Time. Real-time Analytics (b) Access Control Data Authenticity. Player Authenticity. Single Sign On (c) Data Authenticity. Player Authenticity. Single Sign On (d) None of the above Sample Question 2 (1 Mark) For Appointment Dynamics to succeed, one must return at a predefined time to take some action (e.g. if you return at a set time to do something you get something good, and if you don’t something bad happens). Gamification strategies based on Appointment Dynamics are typically deeply related to: (a) Interval-based reward schedules (b) Avoidance dynamics (c) Both A and B (d) Neither A nor B

Suggested Answers 1) A 2) B



LEARN MORE ABOUT GLOBAL THOUGHT LEADERS

Company Leaders in Loyalty Company Leaders in Gamification Aimia Accenture American Express Loyalty Edge Badgeville Acxiom Bunchball BigDoor Deloitte Digital Bond Brand Loyalty Gamification World Congress Brierley+Partners G-Summit Colloquy SAP Comarch Connexions Loyalty Recognized Universities dunnhumby University of Waterloo Epsilon Gigya Givex Hanifin Loyalty Ipsos IWCO Direct Kobie Marketing Loyalty360 LoyaltyOne MasterCard Mobile Majority SAP Stored Value TIBCO Loyalty Lab TSYS Verint



LEARN MORE ABOUT LEADERS, SPECIALISTS & INNOVATORS