Gamification 101

October 2010

Gamication 101:

An Introduction to the Use o Game Dynamics to Inuence Behavior TABLE OF CONTENTS Introduction Section I: Gamication Dened - A brie overview o the terms, concepts, and history Section II: The Business Value o Gamication - How and why it works; examples o its use Section III: The Building Blocks o Gamication - The elements involved in creating a successul experience experience Section IV: Summary and Next Steps - Where to go rom here? Section V: About Bunchball and Nitro - A brie look at the company and its oerings Acknowledgements

© 2010 Bunchball, Inc. All Rights Reserved Reserved

white paper Gamication 101: An Introduction to the Use o Game Dynamics to Infuence Behavior Behavior

Gamication 101: An Introduction to the Use o Game Dynamics to Inuence Behavior ga∙mi∙∙ca∙tion [gay-muh--kay-shuhn]

I. GAMIFICATION DEFINED

integrating game dynamics into your site,

Denition o Terms

service, community, content or campaign,

We’ll expand each o the ollowing denitions in greater detail through-

in order to drive participation.

out the whitepaper. As an introduction, let’s give a brie overview o a ew key terms that are central to this paper. Gamication

INTRODUCTION At its root, gamication applies the mechanics o gaming to nonWhy Should You Care?

game activities to change p eople’s behavior. behavior. When used in a b usiness

Gamication  applying the mechanics o gaming to nongame activi-

context, gamication is the process o integrating game dynamics (and

ties to change people’s behavior  is an important and powerul new

game mechanics) into a website, business service, online community,

strategy or inuencing and motivating groups o people. The business

content portal, or marketing campaign in order to drive participation

community is just starting to realize the power it has to improve cus-

and engagement.

tomer engagement, build loyalty, and incent employees and partners

Participation and Engagement

to perorm at high levels. And the concept has the potential to solve a variety o problems outside the business world as well, in areas such as:

The overall goal o gamication is to engage with consumers and get them to participate, share and interact in some activity or community community..

• Health & Wellness: healthcare cost containment, obesity programs, programs, smoking cessation…

A particularly compelling, dynamic, and sustained gamication experience can be used to accomplish a variety o business goals.

• Education & Training: Training: e-learning, corporate and vocational training, online testing… • Public Policy & Government: education reform, climate change, welare reorm…

Game Mechanics & Game Dynamics

These two terms are closely related and sometimes used interchangeably. For our purposes, game mechanics are the various actions,

But beware o the hype! As with many new and promising technologies,

behaviors, and control mechanisms that are used to “gamiy” an activity

there are already a lot o pundits who have jumped on the gamication

 the aspects that, taken together, create a compelling, engaging user

bandwagon and hyperbole is ying. Simply Googling the word “gami-

experience. The compelling, motivational nature o this experience is, in

cation” brings up articles and videos with titles like “Gaming Can Make

turn, the result o desires and motivations we call game dynamics.

A Better World,” “The Gamication o Lie,” and “The Gamication o

Game mechanics include:

Game dynamics include:

Everything.” • Points

• Reward

Understanding how and why gamication works, in what contexts it is

• Levels

• Status

most eective, and what the limits are o this app roach will be highly

• Challenges

• Achievement

useul in sorting out the useul bits. This report will help provide a basic

• Virtual goods and spaces

• Self-expression

oundation and denition or the concept o gamication. We We plan to

• Leaderboards

• Competition

extend and build upon this oundation as we try to help move gamica-

• Gifts and charity

• Altruism

tion from an art to a science. Please let us know what you think of this whitepaper by sending us an email at gamication101@bunchball gami[email protected]. .com.


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Games Are Everywhere

Humans have been playing games in various forms since the days o the caveman, and competition is deeply ingrained in the human psyche. Fast orward to the modern era with the signicant ree time

5 dierent Starbucks,” to earn special trophies or badges. The points have no monetary value, and the badges don’t have any real-world payo. However, However, Starbucks is using a fun tool to get people to visit their stores and buy more lattes.

that people have today, and gaming has become a hugely popular and tremendously protable industry, on the order o $60 billion per year.. Given this wide acceptance o gaming and the emergence o the year internet, people have become more open to game mechanics in other parts o their lives. As a result, “gamication” is becoming a powerul tool through which organizations teach, persuade, and motivate people. Many dierent activities that people do today incorporate game mechanics – things that you might not think o as games at all. Let’s examine a ew. Frequent Flyer Programs

120 million people around the world are accruing points, leveling up, and earning rewards in the Frequent Flyer Programs (FFPs) oered by nearly every major airline. FFPs are actually complex games, with customers earning miles (points) or every segment own, moving rom Bronze to Silver and Gold status (leveling up), and even completing challenges like “Fly 3 segments in the next 90 days or 2500 bonus miles.” And they’ll go out o their way to stick with the vendor where they have the most points and status  even when disappointed with the actual service.

Nike+ and the iPod

The world’s largest manuacturer o athletic ootwear and apparel worldwide has “gamied” exercise with the launch o Nike+ in 2008. Over 1.8 million runners are currently using Nike+ to capture data such as distance, pace, and calories burned using a GPS sensor connected to their iPod. The Nike software loaded on the iPod will then ”reward“ users i they reach a milestone  or example, runners hear Tour de France cycling champ Lance Armstrong congratulating them i they beat their ve-mile distance record. Ater workouts, workouts, runners go online to upload their data, track their statistics, set goals, join challenges, play with an online “alter ego,” and connect with ellow runners in the Nike community and other social networks. Nike+ has allowed the company to build a huge and active an base  or instance, over 800,000 runners logged on and signed up when Nike sponsored a 10K race simultaneously across 25 cities.

Starbucks and Foursquare

The world’s biggest coee chain is rewarding users with virtual points and virtual badges or visiting their retail stores. Starbucks, in conjunction with location-based social network Foursquare, Foursquare, enables their customers to “check-in” at their retail locations on their mobile phones. And when they do, they earn points and can complete quests, like ”visit


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II. THE BUSINESS VALUE OF GAMIFICATION Participation Drives Business Value

Participation builds lasting relationships and impacts fundamental busi ness objectives. I you can get people to participate and engage, your business wins. Gamication can drive virtually any kind o participation, including: • Watching videos

• Reading articles

• Listening to audio

• Filling out registra registration tion data

• Viewing photos

• Voting on content

• Opting in to email communication

• Writing comments

• Creating content

• Participating in discussions

• Answering questions

• Posting to forums

• Making a purchase

• Taking a poll

• Taking quizzes

• Visiting repeatedly

• Searching for information

• Visiting aliated sites

• Sharing personal info

• Recommending aliated sites

• Rating products

Tracking Statistics Drives Participation At its core, gamication is all about statistics. I two people play Monopoly every day or a week, it’s going to get boring pretty quickly. But i they start capturing and displaying statistics  how many times each person won, how many dollars each winner had, which properties were most protable  then the experience becomes more interesting. These statistics create another level to the game and motivate people

Status

to play more. In essence, the statistics become the game. Can you

Achievement

become the #1 ranked Monopoly player in your group o riends, in the state, in the country? Can you own Boardwalk and Park Place ve games in a row, and thus win a special trophy? Can you earn Monopoly Points for every dollar you end the game with, and collect those points toward some ultimate reward?

Reward

Statistics

Competition

By capturing statistics, communicating standings, and rewarding accomplishments, we create a new method to drive participation. Even though individual games (or other activities) may have lost their initial excitement, each episode becomes an entry into a larger game, one that creates a desire to make return visits in order to reach these new goals.


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Who Is Participating Participating? ? Gamication is a strategy or inuencing and motivating the behavior o people – any people, whether they are customers, employees, students, ans, constituents, patients, etc. And while it uses techniques rom game design, it is not a new way to reach the gamer market. The audience or gamication is anyone you want to engage repeatedly in order to elicit a particular behavior behavior..

Use Cases o Gamication

“Companies o all shapes and sizes

The ollowing examples illustrate illustrate some o the applications in which gamication can be

have begun to use games to revolution-

used to create business value.

ize the way they interact with customers and employees, becoming more competitive and more protable as a result.” - “Changing the Game”, David Edery, Ethan Mollick

Building and activating a community o members or ans A common business goal is to pull together and engage a group o people with a common passion or interest, and then to “activate” them to purchase. In particular, particular, many marketers have been looking to leverage online social networking or this purpose, but the results have been mixed. Adam Sarner, an analyst with market research rm Gartner, has projected that over 75 percent o Fortune 1000 companies with Web sites will have undertaken some kind o online social-networking initiative or marketing or customer relations purposes. But 50 percent o those campaigns will be classied as ailures.1 And Forrester analyst Jeremiah Owyang concludes that “…many brands are wasting their time, money, and resources to reach communities in social networks without rst understanding that the use case is very dierent than a microsite campaign.” 2 Through gamication, organizations organizations can take back control o the brand experience by engaging users, encouraging them to join a community, driving active participation, sharing with riends outside the community community,, and even recruiting riends to join the community. Gamication enables you to turn customers into ans, and ans into evangelists evangelists..

1

http://news.cnet.com/8301-13577_3-10058509-36.htm l

2

http://www.web-strategist.com/blog/2008/07/18/orrester-report-best-and-worst-o-

social-network-marketing-2008/ © 2010 Bunchball, Inc. All Rights Reserved Reserved

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Example: Global Technology Technology Company

A leading computer manuacturer recently launched a campaign on Facebook to build up a community o college students ocused around “tech stu,” with the goal o promoting their educational computing site and selling more student laptops. To drive the growth o this Facebook site, they created a gamied Facebook application that oered students a chance to win a $5,000 scholarship and a free PC for a friend. In order to win, students had to earn points and awards or doing things like registering or the contest, inviting a riend to join, creating a team, registering on the company’s educational computing site, and posting contest messages and awards on their wall on Facebook. The result? Six weeks ater the launch o the gamied Facebook application, they had increased program participation 10X. Other success metrics rom the campaign: • 1 in 6 participants wrote and submitted an essay

Example: Global Consumer Product

• Almost 1 in 5 made the student laptop their prole picture on

A European consumer and industrial products company made a

Facebook or a day

decision to shift the marketing strategy for one of their top Personal

• 1 in 4 recruited their friends to help them

Care products to a “high engagement, online ecosystem” model. The

• 1 in 3 checked out the student laptop reviews

program that came out o this strategy was a social networking applica-

• 1 in 3 promoted the Facebook application

tion connecting participants across the web and social media. The goal

• 1 in 3 posted their award and new level

or participants was to earn rewards by completing challenges, such as

• 1 in 3 visited the educational computing site

viewing a series o web pages or playing Flash mini-games on partner sites. The social game was explicitly designed to encourage long-

Building your brand

term engagement o participants, with repeat users earning requent

In the long run, the goal o marketing is to maximize the lietime value

rewards.

o customer base by increasing the average selling price and requency

The company created an initial core user base via co-branding with a

o purchase. The traditional way that marketers look at this process

top-tier North American proessional sports league, and then grew the

is the “purchase unnel,” a model which describes the theoretical

user base using viral game mechanics that motivated participants to in-

customer journey rom the moment o rst contact with your brand

vite riends rom their social networks. Other game mechanics ocused

(awareness)) through product consideration, to the ultimate goal o (awareness

on activating ans, riends, and all others with brand purchases and tri-

a purchase. Using gamication, marketers can help increase brand

als via promotional integration. A microsite served as the participants’

awareness,, anity, and purchase intent by driving their audience to awareness

dashboard, providing a central location to customize their avatar, avatar, view

spend more time on a website or related social media property and

their progress, accept challenges and engage in social activities. In addi-

come back more oten. The more users interact with a site, the more

tion, the experience required repeat visits to the microsite, strengthen-

valuable and loyal they become and the less incentive they have to click

ing the participant’s association with the brand.

away to another source.


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Driving engagement and loyalty

Example: Major Entertainment Company

Loyalty has evolved beyond earning points or purchases to deeper cus-

One o the largest entertainment companies in the world wanted a

tomer engagement. Traditional redemption-ocused loyalty programs

loyalty system that not only rewarded purchases, but also rewarded

created clever points systems and oered gits or discounts in return

participation and engagement with their content, which includes major

or purchases. These marketers assumed that the best consumers will

motion pictures. This program gave points or purchasing Blu-ray and

“burn” what they’ve earned, be satised with the reward, and come

regular DVDs as well as movie tickets. Buyers then redeemed those

back to the b rand in the uture. Savvy marketers now realize that they

points for dollar-value products, like more DVDs. In add ition, members

must dierentiate themselves rom this oundational model, primar-

can earn credits or engaging with their content, like watching movie

ily because the rewards given by most loyalty programs oer ar less

trailers, visiting movie websites, playing games, and contributing con-

competitive advantage in the age o the internet and global commerce.

tent. By combining ofine purchase data with online engagement and

Using gamication, loyalty programs can signicantly increase their

participation data, they can now build a detailed prole o each o their

eectiveness by adding more intrinsic motivators to the “earn” (points)

customers. The resulting gamication campaign has:

aspect o the loyalty experience.

• Increased consumption of promotional content

Earning points mimics the elements of a game, including competition

• Increased user-gener user-generated ated content

and the pursuit o a goal. Fun, compelling and addictive game play gen-

• Increased trac to the individual movie sites

erates exciting emotions that add to the player’s experience, whether

• Increased sale of products

the competition is solitary or involves others. An eective loyalty

• Developed a 360-degree view of their customers.

program views the entire “earn” experience as a game, one wherein the “play” is just as un as the “winning.” Adding leaderboards and tieredachievement levels will enhance the gaming aspects because people often desire the c hallenge of working for a rewar reward. d. Essentially, the right level o challenge arouses and excites the brain. Setting and hitting milestones result in a repeated sense o accomplishment and boosts sel-worth, leading to the ultimate satisaction o reaching the goal and “winning the game. game.”” 3

Yearn

Loyalty Programs

Earn

3

Burn

Barry Kirk. “A New Paradigm for Loyalty Marketing,” Maritz White Paper, August 2010 ,


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Motivating behavior Wherever there are people, there are people to be motivated. • Sales people and channel partners can be incented to grow revenues revenues and ocus on desired product mixes via competition and c hallenges. • Call centers and customer support organizations can be motivated to deliver superior customer service through a customer eedback mechanism or other metrics. • Employees can be motivated to pursue optional training initiatives that enhance their careers and make them more valuable to the company. • Patients and health insurance customers can be incented to adopt and stick with healthy liestyle choices that extend their lives and reduce healthcare costs. Gamication can be applied across a broad spectrum o situations where individuals need to be motivated or incented to pursue specic actions or activities. Example: HopeLab

HopeLab is an innovative organization whose mission is to drive positive health behavior in young people. Fighting chronic illnesses like cancer, obesity, obesity, and depression, HopeLab uses games and con con-nected devices to create the most eective motivational methods. For example, the Zamzee device is worn on a belt or carried in a poc ket, and it monitors physical activity throughout the day. Plugging it into a computer, this data is converted to points that can be redeemed or virtual goods and real-world rewards, rewards, including the ability to donate to a cause. Though the product is still under development, a pilot study showed that kids using the Zamzee device and website were about 30% more active than those who did not.


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III. THE BUILDING BLOCKS OF GAMIFICATION To repeat our denitions rom the beginning:

Gamication drives participation and engagement by integrating game

experience around existing website unctionality or content. Some o the most common game mechanics include the ollowing: Points

mechanics and game dynamics into a website, business service, online

People love points. They love to earn them and to

community,, content portal, or marketing campaign. Gamication is community

achieve them. This makes points incredible motiva-

an emerging marketing discipline that provides a means o inuencing

tors. Points can be used to reward users across multiple

the behavior o people online. It borrows key concepts rom a number

dimensions, and dierent categories o points can be

o related areas, including game design, customer loyalty programs,

used to drive dierent behaviors within the same site or application.

behavioral economics, and community management.

Points can also be used as status indicators, users can spend them to

Game mechanics are the rules and rewards that make up game play  the aspects that make it challenging, un, satisying, or whatever other emotion the game’s designers hope to evoke. These emotions, in turn, are the result o desires and motivations we call game dynamics.

unlock access to content, or spend them on virtual goods and giting. Studies done at IBM Research and the University of Chicago describe the dramatic eect that earning points can have on user behavior, behavior, even if there’s no monetary value associated with them. People just love to be rewarded and eel like they’ve gained something

Game Mechanics Motivate Behaviors

Levels

The addition o game mechanics to a site or application allows you to

Levels are dierent classes in requent-yer programs,

layer compelling user experiences into existing activities. These gami-

colored belts in martial arts, job titles in industry: an

ed activities satisy basic human desires, creating the addictive user

indication that you’ve reached a milestone, a level o

experiences that motivate users to take certain actions. But what are

accomplishment in a community and should be aorded

these game mechanics?

a certain amount o respect and status. Levels are oten dened as

Game mechanics are tools, techniques, and widgets that are used as building blocks or gamiying a website or application. Using them individually or together, it’s possible to build a highly motivational user

point thresholds, so that users can automatically level up based on their participation, or use levels to indicate status and control access to content on the site.

Figure 1 illustrates the interaction o basic human desires and game play. The green dots signiy the

primary desire a particular game mechanic ullls, and the blue dots show the other areas that it aects.


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Challenges, Trophies, Badges, Achievements

Competitions

Challenges (aka trophies, badges, or achievements) give

Competitions enable your users to challenge each other

people missions to accomplish and then reward them or

to get the high score at some activity. Once everyone

doing so. Challenges give people goals and the eeling

has done the activity, the user with the highest score

like they’re working toward something. The general ap-

wins a reward while all the losers get a consolation prize.

proach is to congure challenges based on actions that you’re tracking,

This is great or “multiplayer-enabling” one-player games and other

and reward your users or reaching milestones with trophies, badges

single user experiences. For example: “I just scored 500,000 points at

and achievements.

Asteroids, I dare you to beat that!”

Trophies, badges, ribbons, etc. are the visible recognition o having reached new levels or completed challenges. One o the keys to making

Game Dynamics Satisy Desires

levels and challenges eective is providing a orum or users to show o

Why are people motivated by game mechanics? Because o game

their achievements, like a trophy case or user prole page that displays

dynamics.

their badges. These have counterparts in the real world as well, as in Scouting merit badges, colored credit cards that indicate high spending limits, or colored requent yer cards that indicate member status.

People have fundamental needs and desires  desire for reward, status, achievement, sel-expression, sel-expression, competition, and altruism among others. These needs are universal, and cross generations, demographics, demographics, cultures, and genders. Game designers have known or years how to

Virtual Goods

For a game economy to be eective over time, it helps to have a place to spend points, provide an incentive to earn more, and oer the ability to customize something that reects a personal identity. Virtual goods help achieve all o this and are a great vector or creativity, creativity, competition, and self-expression in the community community.. Virtual goods are non-physical, intangible objects that are purchased or use in online communities or online games. Users purchase virtual goods like like clothing, weapons or decorations to create an identity or their virtual sel while comparing and “showing o” with their friends. Virtual goods can also be used as a revenue center, by selling users virtual goods or real dollars.

address these needs within gaming environments, and gamication now enables these precepts to be applied more broadly. broadly. By wrapping the appropriate set o game mechanics around your website, application, or community, you can create an experience that drives behavior by satisying one or more o these human needs: Reward

Human beings are motivated by receiving rewards rewards  something of value given or some kind o action. A reward, tangible or intangible, is presented ater the occurrence o an action (i.e., behavior) with the intent to cause the behavior to occur again. With gamication, the primary reward mechanism is through earning points or the equivalent (like requent-yer miles). miles). But obtaining virtual goods, leveling up, and

Leaderboards

Most o the successul games ever created have wisely implemented a “high-score table.” They bring aspiration, “ame,” and your name in lights. They also indicate “how am I doing” against riends and against everybody else. In the context o gamication, leaderboards are used to track and display desired actions, using competition to drive valuable behavior.

even completing achievements also satisy this desire. Status

Most humans have a need or status, recognition, ame, prestige, attention and, ultimately, the esteem and respect of others. People need to engage themselves in activities to gain this esteem, though. All elements o game mechanics drive these dynamics, with leveling-up (such as getting a gold or platinum credit card) being one o the primary motivators.


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Achievement

Altruism

Some (but not all) people are motivated by a need to achieve, to ac-

Git-giving is a strong motivator i you have a community where people

complish something dicult through prolonged and repeated eorts, to

seek to oster relationships. Not all gits are equal, so in a world o ree

work towards goals, and to win. People motivated by achievement tend

and commodity items, motivated giters will seek out a more valuable

to seek out challenges and set moderately dicult (but achievable)

orm o expression, either through money or through time spent earning

goals. Their most satisying reward is the recognition o their achieve-

or creating the git.

ments. Sel-expression

Many people want and need opportunities to express their autonomy and originality, to mark themselves as having unique personalities rom those around them. This ties into the human desire to show o a sense of style, identity, and personality and to show o an aliation with a

In gamication, giting is an incredibly powerul acquisition and retention mechanic. You receive a git rom someone that pulls you into the game, and then you’re incented to send gits to all your riends, creating a great acquisition loop. And every time you receive a git, it pulls you back into the application to redeem it, so it serves as a powerul retention vehicle as well.

group. Using virtual goods is a common way or players to create their own identity, whether they are earned through rewards, rewards, received as gits, or bought directly with real currency. A person’s avatar can oten serve as a rich ocal point or expression. Competition

Individuals can also be motivated by competition. It has been proven that higher levels o perormance can be achieved when a competitive environment is established and the winner rewarded. That’s That’s because we gain a certain amount o satisaction by comparing our perormance to that o others. All elements o game mechanics tap into this desire, even selexpression, but the use o leaderboards is central to display competitive results and celebrate winners. Most all games provide at least a simple top ten list, and using that public display to indicate new levels achieved, rewards earned, or challenges met can be a great motivator to other players.


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IV. SUMMARY AND NEXT STEPS We’ve laid out a basic ramewor rameworkk or gamication here: what it is, why it’s powerul, and how companies are using it now. So what’s next? Here are some brief starter questions to get clarity on before embarking on the gamication process. Questions to Ask

As with any signicant undertaking, there are many specic questions to answer as you think about applying gamication to your situation: Is the Product Compelling?

No matter the quality o the gamied experience, it is only a wrapper around your core oering. Gamication cannot make an unloved property into a hit, but it might provide the tipping point that helps a good product nd a larger audience, or turns a hit into a c ross-channel smash. Gamication Gamication works best when turning an exciting, attractive product into a richer richer,, more participatory one. What is the Context?

Will your audience discover your campaign on TV, in real-world stores, through social media channels, in print ads, or somewhere else? Does this connect a real-world experience with an online or mobile application? How will your early users help to grow your audience for you and through what means? Just as savvy advertisers connect TV, TV, online, print, and other campaigns, consider how to extend the reach of the gamication process into other avenues. What Is the Timerame Timerame? ?

Gamication should be thought o as an extended process, and the most engaging games oer an experience that unolds over time. This can be accomplished by making a deep and rich experience rom the outset, or by evolving the experience over time, letting its audience build and drawing experienced users deeper into the game. Gamication is a long-term strategy, not a launch-and-orge launch-and-orget-it t-it one. Time to Market?

How soon do you need to gamify your site or application? What level of eort will be required to do this? Do you have the resources to do it? Do you have the resources to support, operate, and enhance your gamication solution over time? What kind o expertise do you have in-house to make this happen? All o these questions will impact your ability to gamiy your site in a timely manner. What Is Success?

Most important is to have a clear sense o what your business goals are and how you’ll go about determining i you’ve achieved them. This can be measured as strictly ROI, but there are other measures equally as valuable.


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V. ABOUT BUNCHBALL AND NITRO Bunchball: The Industry Leader in Gamication Bunchball is the leading provider o online gamication solutions, used to drive high value participation, engagement, loyalty and revenue or some o the world’s leading brands and media. Customers including Warner Bros, Comcast, Victoria’s Victoria’s Secret PINK, USA Network, LiveOps, and Hasbro use Bunchball’s Nitro gamication platorm platorm to create compelling, meaningul and enjoyable experiences or consumers, employees, employees, and partners. Based in Silicon Valley and founded in February 2005, Bunchball’s investors include Granite Ventures Ventures and Adobe Systems Incorporated. For more informa tion, visit Bunchball online at www.bunchball.com.

Nitro – The Participation Engine Nitro enables you to track and reward participation across the Internet by adding game mechanics to your websites, Facebook Facebook applications, and mobile applications. The Nitro solution includes the ollowing: Proven Gamication Platorm

• Nitro, the industry’s most scalable, reliable gamication platform. Expert Program Design Services

• Build your own solution, or let us help you - we’ve created more Gamication solutions than the rest of the industry combined. Comprehensive Program Management Services

• Strapped for resources? resources? Let us manage your your program. program. Advanced Analytics Services

• Data-driven insights into user behaviors and how to drive them. The Nitro gamication platorm is a highly scalable and reliable Cloud-based service or gamiying websites, Facebook, Twitter Twitter,, MySpace, and mobile applications – it has served over 80 million unique users and 4 billion transactions to date. Nitro’ Nitro’ss exible architecture enables our c ustomer’ ustomer’ss engineering teams to get up and running quickly, while our powerul administration administration tools empower the site production and marketing teams with real-time control over online user behavior. The platorm delivers the industry’s most comprehensive set o game mechanics, including: • Actions

• Virtual Goods

• Poker

• Challenges

• Virtual Rooms

• Comments

• Trophies

• Avatars

• Friends

• Badges

• Groups

• Facebook and Twitter Connector

• Achievements

• Competitions

• Points

• Real-time Notications

• Levels

• Newsfeeds

• Leaderboards

• Trivia


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bunchball.com We grateully grateully acknowledge the contribution o many others to the ideas outlined in this paper paper.. In particular, we would like to give special mention to Kathi Fox, Amy Jo Kim, Barry Kirk, and Gabe Zichermann.

Gamification 101

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