gamification powered by pace methodology
TRANSCRIPT
Gamification Powered by PACE Methodology Principles for Creating and Encouraging Valuable User Interactions
NextBee Media [email protected]
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
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NextBee’s PACE Methodology is a systematic way of pursuing actions, which keeps focus where it
belongs: on your users’ experience. The results of extensive field experience will be discussed
throughout the following pages. Best practices for achieving success and examples that demonstrate the
methodology’s use and practice will be offered. By following the principles laid out by the PACE
Methodology, you can expect to have a strong grasp on an action-oriented approach to your users – an
approach which can be successfully implemented in nearly any situation, for nearly any type of business.
Contents
METHODOLOGY INTRODUCTION – PERSONAL. ADAPTIVE. CONTROLLED. EXCITING ................................... 3
CREATING A PERSONAL PROGRAM – WHY IT MATTERS, HOW IT’S DONE ..................................................... 4
GAMING YOUR PERSONAL APPROACH ................................................................................................................................ 4
HOW TO KNOW WHETHER YOUR PROGRAM TRULY CARES .................................................................................................... 5
CREATING PERSONAL CONNECTIONS (THAT GROW WITH YOUR USERS) ...................................................................................... 6
Empathize (with your users’ experience) ................................................................................................................................ 6
Ask (your best customers why they support you) ................................................................................................................... 6
Respond (as your users’ needs evolve, so should your program) ........................................................................................... 6
KEY PRINCIPLES OF AN ADAPTIVE APPROACH .................................................................................................. 7
SEVEN KEYS TO AN ADAPTIVE PROGRAM ............................................................................................................................. 7
A SOLID STRUCTURE AND A MALLEABLE CORE ..................................................................................................................... 9
IMPLEMENTING CHANGE (EXACTLY WHEN NEEDED) ............................................................................................................. 10
Review (how your program is used)...................................................................................................................................... 10
Refresh (your approach to engaging your users) .................................................................................................................. 10
Change (as you grow, and keep up with your program’s users) ........................................................................................... 10
SMART CONTROLS – HOW TO CREATE AND USE THEM ................................................................................. 11
CONTROLLING LIFETIME VALUE ....................................................................................................................................... 11
CHARACTERISTICS OF A WELL-CONTROLLED PROGRAM ........................................................................................................ 12
BEST PRACTICES (FOR INCREASING LIFETIME VALUE) ............................................................................................................ 13
Customize (for your users as much as you can) .................................................................................................................... 13
Map (the journey of your best user) ..................................................................................................................................... 13
Plan (ahead, so you’re ready when it’s time to re-engage) .................................................................................................. 13
AN EXCITING EXPERIENCE AT EVERY TOUCH POINT ....................................................................................... 14
INCREASING USER EXCITEMENT ....................................................................................................................................... 14
THE PROGRAM STAYS EXCITING, YOU IMPLEMENT SOLUTIONS ............................................................................................. 15
YOUR USERS’ EXPERIENCE (AND HOW TO ENGAGE IT) .......................................................................................................... 16
Specify (the experience you expect your users to have) ....................................................................................................... 16
Executive Summary
NextBee
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Distill (your program goals into distinct engagement activities) ........................................................................................... 16
Motivate (with incentives that provoke an intrinsic value) .................................................................................................. 16
A GAMIFICATION PROGRAM WITH PACE ........................................................................................................ 17
GAMIFICATION’S LIFETIME VALUE.................................................................................................................................... 18
FLUID INTELLIGENCE VS. CRYSTALIZED INTELLIGENCE ........................................................................................................... 19
BADGES, LEVELS, REWARDS AND COMMUNITY................................................................................................................... 20
THE CHANNEL IN YOUR CUSTOMERS’ POCKET .................................................................................................................... 21
SOW THE SEEDS FOR YOUR SUCCESS ................................................................................................................................ 22
Appendix
NEXTBEE’S FEATURES ........................................................................................................................................... I
PRICING PHILOSOPHY ........................................................................................................................................ III
PROGRAM PRICING ............................................................................................................................................. X
PROGRAM BENEFIT ANALYSIS ........................................................................................................................... XI
SOURCES ............................................................................................................................................................ XII
DOCUMENT LICENSE ........................................................................................................................................ XIII
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NextBee created the PACE Methodology to distill its experiences in the field into an easy-to-follow guide
for shaping the success of nearly any business, in nearly any situation. We know that every product,
service, and user-base is unique. What is needed is not some marketing gimmick that will work in the
short term, but a method of approaching users that will carry you through nearly any market scenario.
This is what we have designed the PACE Methodology to provide.
NextBee has worked with over 300 leading brands, both large and small, to engage their customers,
employees, and affiliates, reward positive behavior, and create or increase a strong base of dedicated
program users. In the following pages, we will expand these points further to fully flesh out this
methodology, and then we will share a few real-world discoveries that have informed these practices.
Personal
•Nurturing a strong personal relationship through your program requires activecollaboration with your users. This helps them establish emotional touchpoints andprovides them with a sense of purpose, which will keep them feeling fullfilled. Offeringa personal relationship through your program is one of the best ways to provide aquality experience and earn support.
Adaptive
•Designing a structured program which can adapt as your users progress leads to bothstability and growth. Listen as your customers' actions tell you what works. Discoverthe rewards and incentives that inspire them. Focus your best efforts on bringing theprogram to your users. Both your program's functional operation and its design layoutshould continuously match the demonstrated preferences of your users.
Controlled
•Extensive tracking of program user activity allows you to maintain momentum andcontroll over your users' engagment in the most effective way possible. You cancontinually optimize the effects of user activities while significantly increasing theirlifetime value. This approach also ensures secure data with automated protectionprotocols to guarantee that the ingegrity of your program is never in question.
Exciting
•Keeping your program fresh, intuitive, and fun works to increase excitement and helpsyour program users remain engaged. Developing a strong focus on both how customersinteract with your program, and why, requires a constant dedication to clarity andconsistancy. By following how your users enjoy using your program, you can developincreasingly addictive activities that your users will return to again and again.
NextBee
Methodology Introduction
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Gaming Your Personal Approach Gamification requires emotional investment on the part of your users. Like with any popular game, they
must demonstrate genuine passion in order to be effective. The activities themselves will spark an
interest. In order for that interest to develop into passionate commitment, the program must interact
with your users on a very personal level.
When your program demonstrates that you care, it encourages your users to share the quality
experience that you provide to them with their friends, loved ones, and colleagues. The more personal
the experience you offer to your users, the more likely they are to share it with those nearest to them as
well as to the wider world around them.
Using your program to identify your users’ preferences and favorite activities, and developing more of
the same, is how you prove that these relationships matter to both yourself and your program
members. It is how you maintain their interest and increase their activity on your behalf.
How responsive are your users to email? How active are they on social media? When does their
engagement in a mobile game begin to trail off? When do they prefer to be contacted? Does offering a
discount for 20% off on the anniversary of their first purchase affect their actions? What about on their
birthday? When should the program forward a polite ‘thank you’, and when should it trigger ad-hoc
points for remaining active in the program?
These questions delve into the personal nature of your program’s relationship with your users by placing
the program even more firmly into their lives. An integrated process of reviewing the effectiveness of
your program’s functions is not intended to invoke reinvention. Your program will not act like a
traditional marketing campaign. It does not aim to bring a new message to a new audience. Instead, it
seeks to expand your audience through the natural interactions we all have every single day.
Your program is a personal approach to inspire your users to think of your program and its experience,
incentives, and rewards, whenever they think of their friends.
NextBee
Creating a Personal Program - Why It Matters, How It’s Done
“The will to win, the desire to succeed, the urge to reach your full potential...these are the keys
that will unlock the door to personal excellence.”
-- Confucius --
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Image attribution: ABC News
abcnews.com
How to Know Whether Your Program Truly Cares At first, it may seem odd to equate business goals with relationships. Extensive real-world experience,
however, demonstrates that doing so keeps focus where it belongs, which is on designing a program
that can interact with and motivate its users on a personal level.
As we will continue to state: the users’ experience is key. Knowing what that experience is like inside
and out, and improving it at every possible interaction, is how you continue to innovate and expand the
ways your users value your program.
A personal program is ready for deployment when it can demonstrate the following features and
approaches:
Memorable – You must always seek the details that can make a moment last. It is those
personal touches that always get noticed and embed themselves within our memories. They can
occur during any and every interaction.
Pleasant – Each experience must encourage the next. This is the heart any gamification
program. They must all form a near-endless tapestry of positive interactions featuring favored
products. When your products become embedded into the positive memories of your program
users, they will remain committed to your program for a lifetime.
Addictive – You want your users to spend more time taking part in activities that benefit your
product or service, and to engage those around them in doing so as well. Make your program
habit-forming, and they will do all of these things and more.
Sharable – Make every tool available to your users to make sharing as effortless as possible.
Allow them to share a high score with just one click. Make it easy for them to generate images
to share with their friends. Allow them to track the progress of other players at a glance.
Every program’s primary objective is to increase sales, maintain user satisfaction, and improve both the
quality and quantity of new leads. To gain the success you seek, you must also create an environment
which makes your program memorable, pleasant, repetitious, and sharable. This is how your primary
goals will be achieved.
To demonstrate how a program can effectively engage
with its users in a highly personal manner, we offer a
recent example of Twitter teaming up with NBC
Universal and Comcast on a remarkably innovative
approach to engaging and leveraging their users,
viewers, and customers.
1Launching in early 2014, the three technology giants
are enabling Comcast Xfinity cable subscribers to
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change the channel on their TV, and begin watching select NBC programming, by clicking on a tweet.
In addition to allowing viewers to quickly and easily tune into their favorite shows on television, this new
in-Twitter app, dubbed ‘See It,’ will make it easy for Comcast subscribers to watch live broadcasts on
their phones and tablets, as well as to set their DVRs to record.
Twitter fans will now be able to recruit their followers into watching their favorite shows with a simple
retweet. The potential for increasing viewership is enormous.
Creating Personal Connections (that grow with your users) Making your program truly personal involves following three important steps:
Empathize (with your users’ experience) Make every effort to walk in your users shoes. Go through the process of purchasing a product, joining
the engagement program, contacting customer service, and any other touch points where your
customers interact with your company. At each point, explore the different incentives and forms of
encouragement that could deepen the relationship.
Ask (your best customers why they support you) Think of your favorite customers. Whomever just came to mind, reach out to them. Offer 10% off their
next purchase if they’ll spend 10 minutes on the phone with you. Discuss their favorite features. Inquire
as to the effect these features have on their quality of life. Encourage an open discussion. Let them tell
you what kind of engagement they need. As the program grows, regularly send special surveys to your
top program users to help maintain momentum and ensure a strong relationship with your brand.
Respond (as your users’ needs evolve, so should your program) Seek out ways of demonstrating that you both listened and heard. If users offer thoughtful perspectives
through a survey response, use them in your next promotional campaign. Thank your users, perhaps
publicly, and offer a small reward. Nearly every action your users take should result in responses that
recognize their contributions.
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Seven Keys to an Adaptive Program Everyone constantly changes. Your users’ preferences will be driven by both internal and external
factors that evolve over time. Adaptability means growing in a way that meets your users where they
are, instead of asking them to come to you. The benefits are seen in a program that is able to evolve to
meet the expectations of an ever-growing base of enthusiastic users. NextBee’s experience finds that
consistently designing a robust and adaptive program requires following seven specific key principals.
1. Novelty People often find great enjoyment in a rewarding routine. An adaptive program understands
that leverage exists in popular rewards that can be used to encourage greater participation from
already active users. In other words, instead of merely providing rewards, use them to prod your
users into taking action on your behalf.
You can even use this leverage to adjust engagement activities in ways that provide for a new
experience. For example, a program could significantly increase the monetary value of a popular
reward while also turning it into a community achievement. Knowing that another program user
is relying on your actions in order to achieve a popular reward encourages effort and
commitment. A novel approach leads to an increase in your program users’ efforts.
2. Social Influence Beyond making everything your program does easy to share, it also must inspire your users to
want to share. This is where your own expertise will come into play. Work to provide your users
with valuable or interesting information. Develop story-form content that tells of the journey of
your company, and that of its products, and invite your users to turn it into a video. Keep an eye
out for interesting information related to your industry, and offer users incentives to share.
Social influencers value their positions within the personal networks a great deal. Your
program’s activities should be designed to encourage the expansion of both their personal
networks and the perceived value of that network. When a user needs your program in order to
sustain their social standing, they will remain loyal for a lifetime.
NextBee
Key Principles of an Adaptive Approach
“You have to be fast on your feet and adaptive or else a strategy is useless.”
-- Charles de Gaulle --
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3. Program Lifecycle Market conditions change. User attitudes change. Your program’s goals do not change. Your
program does not have to either. Remember, a quality program is not about reinvention and
marketing ploys. It is about forming those deep relationships that can adapt, and even grow,
when conditions beyond our control force changes.
With a program that regularly adapts its incentive structure, including which events trigger
rewards, you are better positioned to anticipate disruptive change. Your program makes you
ready for anything the market throws your way. Adaptation in nature is about resiliency and
growth. This is how a robust program benefits you and your business as well.
4. Product Purchase History Adaptation makes your program approachable and intelligent. It is what allows you to use your
program to anticipate the need to change incentives and rewards, in order to keep pace with
user expectations.
What is it about your product that attracts your customers to begin with? Is it the products
utility and design? Is there a perceived social benefit to being associated with a brand? What is
the essence that sparks their interest? Keeping focus on what already captures your customers
loyalty helps ensure incentives and rewards remains based on their preferences.
5. User Profiles Use your program to develop a robust user profile that identifies the preferred incentives and
rewards of your top program users. Providing exactly the right encouragement, in the manner
most likely to be acted upon, is where adaption proves its worth. It’s a process that begins with
a program user survey, and lasts through the life of the program.
Many of the most effective segments are created by leveraging key characteristics of your top
user profile. Recognizing and acting on which segment of users prefers an incentive during the
shopping experience, to encourage a sale, and which segment responds to a reward after the
sale; is an example of adaptation in action.
6. Pricing and Margins Users who interact with a responsive program know their activities are being valued, because
the incentives adjust in response to their activities. You can use your program to find the value
that excites your program users the most, and mimic it when developing new products,
especially under brands where they are already loyal.
Discover popular product bundles, and even product/rewards bundles, by analyzing your
product sales in conjunction with program rewards data. With product bundling, you can often
spend a small amount of margin dollars on one product, while increasing the overall profit
margin of the bundled product.
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7. Incentive Responsiveness For a program to engage customers and generate loyalty, it must structure its incentives around
future actions, accomplishments and goals. Unlocking a program level that allows access to
better rewards might include a new profile badge, and should include 3-5 tasks that follow a
progressive path towards the next level, and greater recognition.
The path the program takes must be customized to reflect your product and services, program
goals and the profile of your top program users.
This also requires an understanding of what incentives are not – compensation. Incentives are
meant to motivate future behavior. Compensation is merely payment for past activity. The
difference can become slight, but it is important to note.
A Solid Structure and a Malleable Core Within your overall program’s architecture, you must adapt at the personal level previously discussed.
Far from being a challenge that must be overcome for your program to be successful, adaptation should
be an integral part of the approach itself. It should be seen as the end result and primary benefit of the
program’s features, while expressing the following characteristics:
Flexible – As your users interact with your program, elements should change and evolve to meet
their needs. The acceptance and use of both engagement activities and rewards should be
automatically analyzed for patterns of preferences, while it should be understood that a
meaningful reward for a new user is different than for someone with a much longer
relationship.
Inquisitive – Using surveys and contests, program users should be allowed to choose their next
reward from a selection of options. Other innovative ways of exploring core desires should
motivate user-behavior to ensure that your program remains ahead of the curve.
Alert – Regular updates and program adjustments should continually fine-tune your program’s
approach to your users to encourage, in turn, a robust response. The more you use your
program to react to your user’s needs and wants, the greater their loyalty and willingness to act.
Approachable – Adaptation is serious business. The program, overall, still needs to maintain a
friendly demeanor. Though you must respond to your users with haste, never lose track of your
program’s voice. Be polite during all interactions and learn to deploy humor effectively, when
appropriate.
For an illustrative example of a company proving the ethos of adaptability, consider Netflix. This is a
company that started a mail-order DVD business which became so successful that it drove the iconic
Blockbuster rental chain out of business. It has since transformed itself into a content creator that
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develops and streams its own programming, along with that of other partners, on a platform available
nearly anywhere there’s a screen.
2In 2013, Netflix surpassed HBO in number of subscribers at 30 million and
its programming was nominated for, and won, a slew of Emmy awards and
Golden Globes. So how did this mail-order business turn itself into a major
Hollywood playmaker to the delight of its millions of subscribers?
They accomplished this by never resting, always testing, and staying
focused on their subscriber’s quality of experience. The path was not
always smooth, but their success is undeniable.
3Netflix began research and development of video streaming services in
2001. It was not until a full decade later that streaming was finally offered
as a standalone product completely separate from its mail-order offering.
Throughout that decade of development, Netflix continuously tested its services and abilities on small
segments of users. Once quality streaming became a reality, Netflix continued to follow their users
where they wanted to go: content, content and a lot more content.
Implementing Change (exactly when needed) An adaptive program gives you the insight needed to know when to move, where to go, and how your
users currently prefer to be engaged. Building your program from the ground up, so that it always
contains elements in transition in support of greater growth, helps ensure that your program remains
relevant for the long-term. Keeping your program fresh and adaptive means developing it from the
beginning around a framework of best practices:
Review (how your program is used) Schedule at least one hour per week to review all relevant data regarding your users with your team.
Include information beyond program activity data, such as interactions tracked through your CRM
system.
Refresh (your approach to engaging your users) Aggressively schedule program updates. If an initial test of a new message, incentive, or reward on a
particular segment demonstrates a high potential for success, quickly implement it across the entire
program. Encourage all program stakeholders to pursue ways of reducing friction and increasing
engagement.
Change (as you grow, and keep up with your program’s users) Always have your program doing something, even if it means going with your gut. This does not mean
inventing busy-work. Change should be highly automated. It does mean taking risks in pursuit of
optimization, but of course you should always minimize exposure by testing ideas on segments before
introducing them to a broader audience.
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Controlling Lifetime Value Program growth is regularly generated through a careful balance between the creativity and initiative of
a program’s users, and the needs of the business. A balance maintained through smart program controls
that influence the interactions of multiple stakeholders to encourage the continued use of activities that
benefit your brand. This allows program managers to use incentives as leverage to gain desired
behaviors and activities.
In other words, mostly use carrots, but don’t be afraid of a little stick.
A smart program focuses on building the relationships that lead to a lifetime of value. It means using
your users’ first names at every opportunity, knowing when major anniversaries might soon be
approaching, and inserting the date of their first purchases in every email you send (and thanking them
each time). A well-controlled program can even recognize the birthdays of users’ extended families,
which can play a role when planning targeted promotions.
These features encourage greater engagement from your users and encourage a lifetime of long-term
program buy-in, as does insisting on a series of 3-5 tasks before promoting users to a higher program
level with more prestigious rewards. The same goes for polite messages informing users that bonus
points await them with every third activity complete, especially when they already have two.
Smart controls provide just the right type of push, exactly when needed.
User-tracking abilities have grown enormously in just the past few years, creating an opportunity for
developing highly specialized segments of users and channel sales in a way that simply was not possible
just a very short while ago. These capabilities allow you to control the growth and momentum of your
program by offering targeted and timed incentives and rewards to keep your users excited and engaged.
There always remain market forces beyond the reach of any data analysis. There is no amount of data
that will allow your program to anticipate every potential occurrence. Fortunately, this inherent truth
also illuminates a valuable aspect of any well designed program.
Going through the process of personalizing your program and keeping it adaptive also serves to
strengthen the relationship you have with your users. You can always exert influence and control over
the relationship by keeping your program engaged. Engagement can help those relationships endure
during more challenging times.
Smart Controls – How to Create and Use Them
“If you can't control your peanut butter, you can't expect to control your life.”
-- Bill Watterson --
NextBee
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Individually, attention to the types of details that allow you to exert ever-greater control over your
program may seem no more than a polite way to conduct business. As the number of users participating
in your engagement program increases, patterns will begin to emerge that can help illuminate the most
valuable direction a program can take, as well as offer insights on how to encourage your users to take
you towards growth. While the value of a controlled program can be immediately apparent, its true
worth becomes demonstrated over time.
Characteristics of a Well-Controlled Program Taking advantage of the opportunities these patterns represent requires a systemic approach to
program control. This means agreeing to guidelines on what does, and does not, qualify as actionable
information that can be used to direct to program’s growth:
Tracked – Whether through a robust, tagged, tracking system, or advanced browser-based
tracking, you must always make every effort, within reason, to expand the number of ways you
follow your users as they interact with your brand. Though assumptions can often prove correct,
it is better to not have to make them at all.
Persistent – Though a small bump in activity from one-off promotions can certainly prove
valuable, real momentum is created with consistency. A strategy must not only work to be
effective, it must work repeatedly. Otherwise, the needed ROI simply will not break through.
Sustainable – Some aspects of your program will be set on auto-pilot from the moment it is
initiated, such as a brief ‘thank you’ message for joining the program. Others will require a
greater level of attention from the program administrator or other team members. As new
opportunities create new tasks, you must ensure the resources are available to ensure their
success.
Reliable – When program users see that their actions have an impact, they will stay engaged
long-term. Through their actions, they demonstrate a desire to form a strong relationship with
your product or service. So long as the program stays relevant, they will actively seek to nurture
the relationship’s growth themselves.
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Best Practices (for increasing lifetime value) Knowing which tracked information is valuable, and which represents a momentary spike that will not
be repeated, is often referred to as ‘Hearing the signal through the noise.’ By developing and following
guidelines for reviewing your users’ activity data, you can understand the difference between those
signals for yourself. From users who indicate action should be taken, to the statistical noise that
represents momentary concerns, but no long-term pattern.
Observing how your users interact with your program, and creating guidelines for using relevant
program activity data, requires the complete integrity of your program, including the security of your
users’ information and data. Following industry-standard security protocols and exceeding best
practices guarantee that you will make program decisions based on accurate data, while assuring your
users that you value their information and protect it.
Developing and using you own guidelines is how program control can be maintained. Those guidelines
should, in general, follow three important tenets:
Customize (for your users as much as you can) You should consistently be looking at your segments and discovering more. Basic demographics are both
the standard and just the beginning. Segmenting by rewards preference may indicate something
interesting that can be further explored. You simply do not know until you try, and segments allow you
to always be trying, without the risk of testing new ideas on your entire user base.
Map (the journey of your best users) Know the path you want your users to take. Sketch out how they join the program, what they do first,
what they do next, how long you expect it to take to gain the first reward, and more. Create unique
incentives for each interaction, and know that not every interaction requires one.
Plan (ahead, so you’re ready when it’s time to re-engage)
A controlled response is always a well-prepared one. Familiarity breeds acceptance, and success leads to
even more support. It is easy to find fans of a sports team when the team is winning. Likewise, many of
those users who demonstrated little interest during your program’s launch will become much more
interested as the program’s success becomes more and more apparent. As your base of users continues
to expand the use of the engagement tools available to them, seek to leverage their activity by returning
and re-engaging your original base of customers.
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Increasing User Excitement Every program involves tasks in pursuit of a goal. Both the design of the tasks, and the rewards,
contribute to the overall enjoyment of the program. The best programs make all of their tasks so fun
and exciting that completing them becomes addictive.
Effectively using your program to generate excitement is part learned intuition and part smart design. In
many ways you already know how. Whenever you interact with one of your best customers, that person
usually knows it. Your approach, demeanor, and behavior changes to fit the preferences of the
important person before you.
From your program’s perspective, every customer should be afforded the same attention, not just your
best. Each customer holds the potential to be a fantastic advocate on your behalf. The significance of
engaging with customers appropriately is clear since their lifetime value to the company is so great.
When you engage your customers on this intimate level, they become excited.
Do your users mostly communicate with their friends through email or social media? Would they prefer
a coupon on a future purchase, a discount on the current purchase, or points towards a larger reward?
Do they interact more with a clean interface with different sections behind different tabs, or do they
want just one big page with all the information they could possibly need readily visible?
With the understanding of these questions firmly in hand, you can build a strong base of users who are
demonstrably excited to actively engage their friends, families, and associates for the benefit of your
product or service.
By designing your program to engage early and often with early adopters, in an effort to excite those
who demonstrate an active willingness to support your program, you lay the groundwork for aggressive
expansion and growth. These early program adopters typically demonstrate an influence that matches
their number of contacts. Friends, and many others, often look to these types of program users for
information, ideas, and products that can genuinely add value to their lives. Their opinion is held very
highly among those in their networks. When they get excited, so do their friends.
We do not mean to suggest that you should seek to become friends yourself with active program users.
Generating excitement must be smart if it is to be successful. Though some individual interaction may
occur - such as a direct follow-up to a survey response - individual interaction is not the goal. The goal is
to make the program better.
An Exciting Experience at Every Touch Point
“Life is an exciting business, and most exciting when it is lived for others.”
-- Helen Keller --
NextBee
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Typically, a user reaches VIP status, or its equivalent, through regular purchases. In other words, those
who spend the most money receive the most attention and get the best deals. Your program offers the
ability to engage with a different VIP. Someone who may not regularly commit to outsized purchases,
but who does demonstrate an outsized influence.
Leveraging this influence on your behalf, and being rewarded for it, achieves the same effect as the
traditional VIP – only instead of one person making many purchases, it is several people making several
purchases. Many of these users will also demonstrate an ability to influence the preferences of their
friends, thereby creating virtuous cycles of new users who become active referrers, leading to higher
sales, greater program growth, and more new users – which continues the cycle.
The Program Stays Exciting, You Implement Solutions Understanding the need to engage more directly with those program users who demonstrate preferable
attributes, and defining what those attributes are, can be two very different things. Often created from
a mixture of demographics and activity data, the segment that represents your VIP users regularly
shares the following characteristics:
Social – Your top program users will engage across two or more social networks in addition to
regular email. They may not be heavy users in all of them, but they do demonstrate a regularity
that shows a high comfort level with each. Your program must meet them where they are,
everywhere.
Positive – Top program users always go above and beyond with regularity. They’re always up for
a good time with their friends. They fill out surveys, take an active role in contests and
sweepstakes, drive group achievements, and go out of their way to encourage others to do the
same. Use their responses to understand which activities will be broadly popular.
Engaged – Top program users will often make the effort to add additional information in
comment boxes. In fact, the purpose of comment boxes in surveys may be solely to identify
those who are likely to become power users of your program. Those who use comment boxes
indicate a willingness to be more involved with the growth of the program.
Consider the popular subscription program, Amazon Prime. Typical subscription models of engagement
offer a discount on a product or service if the customer agrees to a regularly occurring purchase. The
value is in the product. The value of the subscription for the customer is the product at a cheaper price,
plus the ease of a regular schedule managed by someone else.
Amazon did not follow this model when developing their Prime program. Instead, they viewed the
entire customer experience holistically. Customers were already receiving a discount on most items
when compared to traditional brick-and-mortar stores. Doing more of the same – providing a greater
discount – was viewed as providing a reward for behavior that was already occurring, instead of an
incentive that would encourage greater engagement.
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
Page 16
Instead, Amazon placed its incentive in the
context of what would excite their users the
most: time. By offering “free” two-day
shipping on most items, they created a
successful engagement program that placed
its value in the online shopping experience,
and then offered an incentive that
increased the attractiveness of that
experience.
6Amazon’s Prime program has been an
enormous success since its launch in 2005.
By the end of 2012, it had an estimated 10 million users. Amazon reports that its members are their best
customers, regularly purchasing twice the number of products when compared to the company’s non-
Prime member customers.
Every business is, of course, unique. No one will be able to replicate Amazon’s, or anyone else’s exact
path to success. Nor does anyone need to try. You are already well aware of the process involved with a
new customer who is making a purchase, since you already know the steps they have to take and the
overall experience they have while making a purchase.
Your Users’ Experience (and how to engage it) You know your customers’ experience already. By making use of their activity data, you can come to
understand what, within that experience, they value. Creating this opportunity for a systemic increase in
user engagement generally requires following three important steps:
Specify (the experience you expect your users to have) Make certain that you retain complete focus on the value you want to bring to your users’ experience.
Explore where that experience can be improved. Always ask yourself, and your top program users, how
the essential elements of the experience you offer can be leveraged for greater engagement.
Distill (your program goals into distinct engagement activities) Focus the goals of you program and separate each of them into different engagement points. Develop,
deploy, and test different incentives for each engagement point. As you continue to progress and
engage across multiple platforms, and in multiple ways, look for methods of streamlining your approach.
Motivate (with incentives that provoke an intrinsic value) Provide incentives that invoke an intrinsic value you share with your users. If unsure, then make this a
point of inquiry when asking your favorite program members. Then combine that intrinsic value with the
inherent value of the incentives you choose. It is often a balance between the intrinsic value and
perceived monetary value of different incentives and rewards that drives user activities.
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
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Every successful game features instant feedback, interactions with people you know and an overarching
sense of fun. It really is that deceivingly simple. There are, of course, other well-known ingredients -
badges, levels and the rewards offered are all important. However, without feedback, friends and fun,
no gamification program will be a success, no matter the clever design or rewards offered.
We all like doing things that are fun.
However, there is much more going on in
a successful game than generating
momentary enjoyment. Invoking our
most instinctive abilities leads to a deep
level of identification and loyalty.
Consciously or not, playing games
remains a method we all use to establish
and reaffirm lasting connections.
The reason comes down to one word:
dopamine. One of the most powerful
motivators ever created. Every single
time we successfully complete a task to
our satisfaction, the brain releases
dopamine. This is the chemical that
activates our pleasure centers. If
something you do feels pleasurable,
dopamine is the reason.
There are many dopamine triggers, but nothing works quite like a well-organized game. Because games
also engender loyalty the good feeling of fun becomes emotionally connected to the context in which it
occurred. We will feel compelled to return to that context and repeat the behaviors that created the
feeling. These behaviors could mark the beginning of dedicated brand loyalty, or even become the
reason we are passionate about our career.
A PACE driven gamification program keeps its focus on achieving its users’ goals in order to realize the
broader objectives of the business.
A Gamification Program with PACE
“Play represents one of our most primal ways of communicating. Instant connection,
lighthearted competition, rewards, quick feedback, fun goals, and community – these are basic
communication structures that lead to a successful gamification program.”
-- NextBee --
NextBee
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
Page 18
Gamification’s Lifetime Value When a program reacts to your users’ activities, by either thanking them, requesting they do it again, or
offering a more valuable reward, that user knows their participation mattered.
Such examples of personal interaction have proven to be major drivers of increased participation. The
program’s rewards will almost always get the most attention from your customers. By adding a layer of
interaction that adapts to the evolving needs of your customers, you create additional value that did not
previously exist.
Customers know that personal service is better service. They value it a great deal. When they know that
their activities and actions have a real impact on their own experience, and not just your bottom line,
they react. We all find activities more worthwhile and fulfilling when we receive both a response and a
reward. Your customers benefit both emotionally and financially from participating in a loyalty program
with you. The more they become involved, the more likely they are to remain loyal customers for a very
long time.
Your program users will also quickly grow fond of favorite activities, look forward to doing them and
expect to be rewarded for their participation. Use their demonstrated desire as leverage to motivate
behaviors and activities that help you meet and exceed your program’s goals. Control the direction of
your gamification program users’ energy and harness it to be as effective on your behalf as possible.
Insist that your program users perform and develop activities that increase results for you before
increasing rewards for your program users. This demonstrates leadership that will inspire even greater
loyalty among your growing base of program users.
Developing a truly robust program is a primary key to success. It is what will establish emotional touch
points that lead directly to gamification program users taking action.
Preferences, however, change over time. Some segments of customers will always prefer to
communicate through email. Others will migrate to social media platforms and expect their favorite
brands to meet them there. You return your customer’s demonstrations of loyalty when your program
establishes the adaptive ability to react positively to change and grow along with your customers.
An abundance of attention to detail is typically required when designing a new program. It needs to be
technically integrated and aesthetically pleasing; it needs to offer initial messaging and include
incentives that grab the attention of casual users and long-term customers.
Excitement in gamification programs often centers on the rewards. Whether a grand prize, or public
recognition, it is the incentives that your program deploys that will maintain your users’ excitement for
as long as your program runs.
When designed well, a program will almost always create excitement and gain some of the needed
attention on its own. A strong plan and solid execution will accelerate results.
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
Fluid Intelligence vs. Crystalized Intelligence Applying what you already know is an example of crystalized intelligence. Learning to ride a bicycle is a
process that ends in the creation of this type of intelligence. It is knowledge transformed through
repetition into something you just simply do. Being able to read this sentence is another good example.
Fluid intelligence is what allows us to react competently to a new set of variables not previously
experienced. In other words, it’s how we figure things out. Accomplished customer service
professionals’ rate highly on the fluid intelligence scale. Cpt. Chesley Sullenberger successfully crash
landing an American Airlines flight in the Hudson River in 2009 provides a dramatic example of fluid
intelligence in action.
The exciting thing is, you can actually increase fluid intelligence. We can all grow our ability to act
dynamically in the face of increasingly complex problems and situations involving the unknown. There
are five well-established and simple ways to increase fluid intelligence:
Seek novelty – Even a short walk during a lunch break can encourage a fresh perspective
Challenge yourself – Say ‘yes’ to experiences slightly outside of your comfort zone
Practice thinking creatively – Develop game-like rules for challenging yourself, such as
describing a new product with one paragraph, then one sentence and finally one word
Do things the hard way – When learning anything new, never skip a step, and you will quickly
become an expert
Network – Socialization is an essential skill that helps you keep pace with your peers
Games fulfill all of these requirements. They are novel in nature. The challenge is part of the fun. Nearly
all games involve complex puzzles that repeatedly require creative thinking to solve. Most of them also
require repeat play to gain even minimal competence, which is a hard way of doing things. The intense
desire to play with and against others requires the skillful ability to network.
You don’t even have to be a successful game player to reap the rewards. A recent study by the Journal
of Nature involving juggling showed that merely trying to learn this fun and involved skill increased brain
growth measurably.
Herein lies a danger. Your company is not likely in the business of game design. You will never be able
to out-compete the makers of Angry Birds. Now here’s the good news – you don’t have to and you
shouldn’t try. Remember what your goals are instead. Every good game is about achievement. So keep
your focus on what is it you want to achieve. You don’t need a great game, you need a great game’s
mechanics – and they’re all the same.
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
Badges, Levels, Rewards and Community In many ways, the mechanics of games already exist in our broader society. Certain advanced academic
degrees come with their own insignia. Achieving a promotion is a big deal and one often shared with
friends and family. Commission is a well understood motivator that works in nearly any business
environment.
Those practices are no longer novel and their development has occurred organically, more-or-less.
However they do serve as examples of how the mechanics of game play can be applied to both
customers and companies themselves.
Everyone already has an innate understanding of game mechanics. This is why newborns quickly grasp
the rules of peek-a-boo, a game essential to our initial understanding of object permanence. Our
instinctual method for identifying with the world around can be leveraged to produce impressive results
and growth. Consider the following:
Leaderboards, point systems and even your own badges can motivate both customers and
employees to achieve certain goals and targets.
Instant recognition of actions that go beyond expectations encourages extra effort by everyone
within a group.
Identifying and rewarding virtuous behavior patterns, such as helping others with a task or
contributing knowledge to a problem, creates a culture of innovation.
Within each point, the essential elements must still be present. Gamification must be fun, provide
instant feedback and involve people you know. When all of these things occur, the brain releases our
reward of dopamine and we happily continue to play along.
Designing a successful gamification program can be achieved quickly. It involves applying the PACE
methodology so that your goals and activities continue to match the expectations and experiences of
your customers. Knowing your goals and understanding where the best to place the mechanics of your
program is the essential element of any program’s success.
As with any game, presentation is key and quality design contributes to acceptance and use. Experience
matters and seeking out the advice and guidance of professionals will always help you achieve success.
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
The Channel in Their Pocket Push notifications are set to drive engagement and interaction like never before. The power of placing
your program in the purse and pocket of every one of your users cannot be overstated. By pushing your
message directly to the most compelling screen in use today – our phones – engagement has become
more direct, personal and relevant than ever before.
Games or one of the most popular uses of mobile devices. A gamification program represents the
perfect way to interact with your customers, and encourage activities that benefit your company.
You can develop your own branded mobile apps that place your program directly into the hands of
every one of your customers. Now, when you want to get an important message out to your top
program users, you can add push notifications to your arsenal and guarantee greater promotion
penetration than ever before.
Beyond superior promotion control, a branded mobile app with push notifications gives you the ability
to interact with your program users in a highly personalized manner. Allowing your program to leverage
an entire community of engaged users.
Stay in touch across multiple platforms – send automatic notifications when a user’s program
related post on social media is liked and shared by their friends, family and colleagues
Push motivational updates – automatically inform every program member whenever there’s a
change in the top 5 leaderboard positions
Creatively use innovative features – develop geo-targeting related activities and games, such as
rewarding users merely for visiting a certain store or area multiple times
Program users rely on their smartphones to keep them connected to the most important people,
activities and events in their lives. It’s the best platform for fostering a close personal relationship that
will provide a lifetime of value for both the user and your program. Instead of encouraging your program
users to interact with the program through your website, you can push important information and
activities directly to your users.
When new rewards are added or earned, you can automatically push an image of the reward out to your
users. When their one social engagement away from earning bonus points, your program can push a
one-click method for achieving the incentive. If you want to form your users into teams and entire cities
into game boards, you can push your imagination to the limit of the possibilities that mobile enables.
Mobile platforms continue to develop innovative ways of facilitating activities and tracking your
program user’s preferences. By relying on an equally adaptive cloud-based platform, and by designing
many brand advocacy program features as plug-and-play software modules, NextBee remains well-
positioned to continue to merge the newest technologies with advanced features.
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
Sow the Seeds for Your Success Many of the suggestions offered above track closely with the first-quarter action plan NextBee provides
to all their clients. Many more strategies remain for promoting your program to a growing community of
dedicated users. No matter the strategy, we often encourage our clients, as well as ourselves, to keep
the following points in mind:
Display a Sense of Humor – Note: this is different than, ‘Be Funny.’ It essentially means
provoking laughter while also being nice. Humor that mocks can, and will, quickly backfire.
Provide an Ego Boost – Go out of your way to design a program that reminds users what a great
decision they made by joining the program. When users consider your brand, it should work as a
mirror which reflects their best characteristics back to them.
Remain Useful – Offer important information, and keep your users updated on current trends.
Work to develop a program that becomes a true resource for your users by helping them to
remain up-to-date and connected with what matters in their lives.
Controversy – Don’t go courting it, but don’t be afraid of it either. A program that is afraid to
ruffle feathers in pursuit of its goals does not inspire confidence from its users. Make bold
decisions and stand by them.
Be Dramatic – Especially on social media posts. Write with a flair you normally wouldn’t and
reference events in flamboyant terms. It’s amazing!
Aim for the Heart – Humor works well because it provokes socially acceptable emotions. Pulling
the heart strings with a touching message can have a similar effect.
You do not need to take this general approach and posture always, though it is often effective to deploy
a healthy mix of many of these suggested items. If you have solid messaging that works, but suddenly
starts to go stale, it’s a good list to remember to ensure you are still following core principals.
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
NextBee’s Gamification Program Features
Key Motivators for Program Participants
Our "Level Up" structure of gamification incentives that incrementally unlocks access to activities and rewards to maintain a high level of engagement
In addition to providing real value, gamification rewards center on the exciting - cash, badges, gift cards, physical items, and more!
Regular contests can be designed for promotion and fun, including dynamic leaderboards showcasing top users and featuring grand prizes
Gamification leads to a measurable rise in engagement with fun activities, such as regular sweepstakes and monthly drawings
Automated social recognition of gamification achievements, such as when achievement levels are gained, special access is unlocked, and when rewards are won
Targeted gamification features, such as regular commenting, educating other users, social posts, and even referral quotas, encourage user participation
Guaranteed Results through Smart Controls
Integrated support for tracking multi-channel and multi-step user activities continuously improves gaming strategies
A one-click engagement trigger allows you to quickly and easily send regular monthly emails to all users, including fun, game-like activities
Ready-to-use and popular play-like activities include program quizzes, polls, and easy social sharing widgets
Custom built and branded mobile application puts your gamification program right into the pocket and purse of every user
Easy in-site tracking of gamification activities includes every engagement, achievement, payout, and any other interaction
Maintain total control as game master, including the ability to add approval steps into the flow of acknowledging and rewarding activity
NextBee
Appendix
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
Best of the Breed Technology Platform
Quickly and easily create a nearly unlimited number of player segments and even restrict access to particular gamification activities
Enjoy our single sign-on setup for the easy use of your existing site login, leading to the seamless integration of all gamification features and activities
Synchronize all program activity data for every user, channel, and segment using your in-house data store with 24/7 support
Allow any customer service agent override authority on any data you designate with easy rule configuration
Use our auto-triggers to promote specific gamification activities in a baked-in effort to meet and exceed the goals for your program
Incentivize fun content creation activities and integrate select user created messaging with Facebook, Twitter and other social media sites
Commitment to Success of the Program
Regular seeding of gamification messages, including play invitations and content promotion, throughout different media sites
Custom built and branded graphics and other artwork that match the program’s look and feel with your current site
Dedicated support portal for any user in need of assistance with a particular program, feature, or an understanding of how the program works
Easy to follow icon-based 'how-to' guides and entertaining support videos to both encourage new users and keep them playing
Support for analyzing data and identifying engagement patterns to understand which gamification features work best for you
Media engagement kits for your gamification program, including launch date, user anniversaries, birthdays and any other days you deem important
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
Pricing Philosophy
How Do You Measure Potential? It can be hard to account for the cost of a customer or client that is not there, just as it can be difficult to
ascertain how much more valuable a skilled employee or team might become with the right incentives.
A comparison between the value of a repeat customer and someone one who only buys once is slightly
more straightforward. Even then, however, the definition of ‘repeat’ must be carefully considered or the
average value risks becoming meaningless.
When NextBee is approached, the question forms in many ways. How does NextBee structure its
programs to ensure the investment is worth the cost? What methods are used to measure success?
When can the company expect to see a return on its investment?
No matter how it may be framed, how quickly our programs becomes ROI positive is the most important
question we are ever asked.
No one can see the future, and there are always risks to any endeavor. However, we hope to provide a
‘behind-the-scenes’ look at the value received when compared to the costs of deployment, as well as
the additional value you should expect to receive from the implementation of the programs themselves.
The NextBee Guarantee
Unlimited Tech Support – Days, nights, weekends, and holidays: we’re here for you, always, at
no extra cost.
One Platform, Forever – All upgrades, enhancements, and new features can be made
continuously available for your program’s use.
No Price Increases – Stay within your program and most new benefits become yours at the
monthly price you pay now.
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
Pricing Considerations
NextBee looks at a variety of factors when determining the cost of a program. Every client is unique.
Some are quite capable of handling their own customization needs, while other clients rely on NextBee’s
expertise extensively. Either way, you will only pay for what you need, nothing more. NextBee is focused
on what works – for our clients and for ourselves.
Campaign Duration (numbers quoted are leveled to $100 for comparison)
Short Term - 75% less than the cost of doing it yourself*.
Long Term - Equal to 25% of your first year returns.
Customization (numbers quoted are leveled to $100 for comparison)
We provide the API for you to customize for FREE.
Back End Customization - 75% less than the cost of doing it yourself*.
Front End Customization - 90% less than the cost of doing it yourself*.
Service Level (numbers quoted are leveled to $100 for comparison)
Accessing and using our tools after training is FREE
Monthly Checkpoint Program Management - 90% less than the average salary of a Marketing
Manager**.
Weekly Checkpoint - a dedicated Account Manager providing status reports as frequently as you
want them - 75% less than the average salary of a Marketing Manager**.
A clear understanding of your own goals in any program is necessary for a true cost analysis to be
conducted. NextBee prides itself on working closely with its clients to help ensure ROI expectations are
met and exceeded.
By keeping the implementation costs low, the additional value generated by increased sales, more
frequent sales and more productive employees occurs quickly. The growth is often measurable in a very
short period of time.
*NextBee has a team of highly skilled in-house programmers. We know the general cost of an experienced programmer and
make use of economies of scale to greatly reduce this cost for our clients. The cost comparison is based on our experience and
experiences may vary. In fact, that’s why we offer you the API for free.
**The average salary of a Marketing Manager in the United States as reported by Salary.com on 01/15/2014
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
The Value Received
NextBee’s pricing structure must reflect more than the base cost of deploying a program. It needs to
encompass the full value of the service NextBee provides, as well as the considerable time, effort, and
talent demonstrated daily by NextBee’s employees. Consider the following:
A study conducted by Goethe University’s School of Business and Economics found the average
value of a referred customer to be 16% higher than a comparable customer.
Inc.com recently ran a report noting that repeat, loyal customers spend 67% more on average
than new, first-time customers.
A similar study conducted by Mainspring on behalf of Bain & Co. concluded that it was actually
impossible for ecommerce companies to earn a profit from one-time shoppers.
CBS reported on a review of 31 case studies that showed the average cost of replacing an
employee to be the equivalent of 20% of their base salary.
An analysis of a business survey conducted by Gallop found a 50% increase in productivity for
companies that engaged their employees with incentives the most vs. those that did the least.
NextBee’s programs can create repeat customers and clients made more valuable through regular,
repeat, purchases, along with engaged employees proactively improving the company’s bottom line. All
programs include baked-in tools designed for quick and easy analysis, allowing you to see exactly how
well your program is working in real time. These are the benefits NextBee considers when designing our
pricing philosophy.
How those benefits translate to your specific situation and unique business depends on an open and
honest discussion of your current abilities, limitations, and goals. NextBee prides itself on the flexibility
of its approach and the scalability of its software. We remain committed to providing incentive solutions
to companies of all sizes, in every industry and market.
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
NextBee Pricing The following pricing reflects general categories and does not represent the specific build that will be
required for your program. Please visit NextBee.com to contact one of our Senior Sales Executives for
further details on our competitive pricing structure.
Standard Access This license suits the needs of most businesses that have a presence across multiple channels (such as
web, social, and mobile) but whose marketing initiatives are managed by central marketing teams.
Program with Web Only Integration $1500/per month
Program with CRM Integration $2400/per month
Program with Channel Specific Settings $3600/per month
Program based on a Custom Build $6000/per month
Teams Edition This license is built for the needs of organizations that have multiple brands or agencies responsible for
managing multiple accounts, each with its own technology stack and targeted audience.
1 to 3 Portals $5400/per month
3 to 10 Portals $9600/per month
10 to 25 Portals $15,000/per month
25 to 50 Portals Custom Quote
Corporate Bundle This license caters to the specialized requirements of businesses with franchises, or organizations where
regional or vertical industry specific marketing teams operate independently.
For 1 to 5 Command Centers $8400/per month
For 5 to 50 Command Centers $12,000/per month
For 50 to 300 Command Centers $18,000/per month
For 300+ Command Centers Custom Quote
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
Page ii
Program Benefit Analysis No two clients are alike, and neither is their base of users. That does not mean it is impossible to know
the value your program provides. The reach of your program users will be both far and wide. However, it
will not be all encompassing. Each will have their focus and specialty. Any ROI analysis should focus on
three specific impacts that will actively contribute to your program’s success.
*1st Impact – Customer Value Extension
Opt-In to Gamification Program 60%
Percentage of users who complete tier one activities _____% Impacted by 1st Reward
Increase in lifetime value of users completing first tier 1.5%
Percentage of users who complete tier two activities _____% Impacted by Promotions
Increase in lifetime value of users completing first tier 3%
Percentage of users who complete tier three activities _____% Impacted by Engagement
Increase in lifetime value of users completing first tier 7%
*2nd Impact – Process Optimization
Annual increase in gameplay and activity engagement 10%
Percentage annual decrease in churn rate for customers active in the program
(_____%) Impacted by Promotions
Regular increase in wallet share of customers active beyond one year
1.15x
*3rd Impact – Customer Engagement Increase
Percentage new customers who join the program 80% Impacted by Rewards
Current number of customers active on social media _____
Combined number of social media actions (likes, shares, etc.) per engagement activity _____
Impacted by Promotions
Additional number of social media actions (likes, shares, etc.) taken by influencer followers
2x
Percentage of total social media actions that lead to a purchase by current customers
10%
Percentage of total social media actions that lead to a purchase by new customers
5%
*Figures used for illustrative purposes only and are not intended to reflect the performance of any particular program. Results
vary based on market conditions and program features.
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
Page iii
Document Sources
1http://a.abcnews.com/images/Technology/ht_twitter_comcast_ll_131009_16x9_992.jpg 2http://www.inc.com/peter-cohan/3-start-up-lessons-from-netflix-master-of-adaptation.html
Netflix Graphic:
http://online.wsj.com/news/articles/SB10001424052702303902404579149883903402974 3http://www.forbes.com/sites/chunkamui/2011/03/17/how-netflix-innovates-and-wins/ 4http://www.emarketer.com/Article/Twitter-Use-Rises-Across-US-Age-Groups/1010119 6http://www.geekwire.com/2013/amazon-prime-10m-members-counting/
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
Page iv
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SEVERABILITY. If any part of this license is found to be unenforceable in any jurisdiction, the remaining
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
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portions of the license remain in force.
NO WARRANTY. Open Publication works are licensed and provided "as is" without warranty of any kind,
express or implied, including, but not limited to, the implied warranties of merchantability and fitness
for a particular purpose or a warranty of non-infringement.
IV. REQUIREMENTS ON MODIFIED WORKS
All modified versions of documents covered by this license, including translations, anthologies,
compilations, and partial documents, must meet the following requirements:
1. The modified version must be labeled as such. 2. The person making the modifications must be identified and the modifications dated. 3. Acknowledgement of the original author and publisher if applicable must be retained according
to normal academic citation practices. 4. The location of the original unmodified document must be identified. 5. The original author's (or authors') name(s) may not be used to assert or imply endorsement of
the resulting document without the original author's (or authors') permission.
V. GOOD-PRACTICE RECOMMENDATIONS
In addition to the requirements of this license, it is requested from and strongly recommended of
redistributors that:
1. If you are distributing Open Publication works on hardcopy or CD-ROM, you provide email notification to the authors of your intent to redistribute at least thirty days before your manuscript or media freeze, to give the authors time to provide updated documents. This notification should describe modifications, if any, made to the document.
2. All substantive modifications (including deletions) be either clearly marked up in the document or else described in an attachment to the document.
3. Finally, while it is not mandatory under this license, it is considered good form to offer a free copy of any hardcopy and CD-ROM expression of an Open Publication-licensed work to its author(s).
VI. LICENSE OPTIONS
The author(s) and/or publisher of an Open Publication-licensed document may elect certain options by
appending language to the reference to or copy of the license. These options are considered part of the
license instance and must be included with the license (or its incorporation by reference) in derived
works.
N e x t B e e C o r p o r a t i o n - F o l s o m , C A - U S A
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A. To prohibit distribution of substantively modified versions without the explicit permission of the
author(s). "Substantive modification" is defined as a change to the semantic content of the document,
and excludes mere changes in format or typographical corrections.
To accomplish this, add the phrase `Distribution of substantively modified versions of this document is
prohibited without the explicit permission of the copyright holder' to the license reference or copy.
B. To prohibit any publication of this work or derivative works in whole or in part in standard (paper)
book form for commercial purposes unless prior permission is obtained from the copyright holder.
To accomplish this, add the phrase 'Distribution of the work or derivative of the work in any standard
(paper) book form is prohibited unless prior permission is obtained from the copyright holder' to the
license reference or copy.