Gamification in Tourism

Abstract

Gamification, as a new topic, is a future trend which can be applied in tourism in many ways to elicit motivation and behaviour change. This paper is a conceptual work on gamification in tourism discussing the concept on how game design elements and game thinking can be applied in a tourism context. Based on that, it defines tourism gamification and identifies intrinsic and extrinsic motivation elements that can be used in gamification in order to influence consumer engagement, customer loyalty, brand awareness, and user experience in tourism areas. Best practice examples show where this innovative concept of gamification is already applied in tourism. The paper also outlines limitations of gamification and makes suggestions for future research.

Full text

Gamification in Tourism
Feifei Xu
Jessika Weber
Dimitrios Buhalis
School of Tourism
Bournemouth University
{fxu; jweber; dbuhalis}@bournemouth.ac.uk
Abstract
Gamification, as a new topic, is a future trend which can be applied in tourism in many ways to
elicit motivation and behaviour change. This paper is a conceptual work on gamification in
tourism discussing the concept on how game design elements and game thinking can be applied
in a tourism context. Based on that, it defines tourism gamification and identifies intrinsic and
extrinsic motivation elements that can be used in gamification in order to influence consumer
engagement, customer loyalty, brand awareness and user experience in tourism areas. Best
practice examples show where this innovative concept of gamification is already applied in
tourism. The paper also outlines limitations of gamification and makes suggestions for future
research.
Keywords: gamification, customer engagement, loyalty, motivation, tourism
1 Introduction
The term gamification first appeared in 2008 (Deterding 2011) and gained popularity
since 2010 (Epstein 2013). The concept of gamification is defined as the use of game
design elements and game thinking in a non-gaming context (Deterding et al. 2011)
ranging from increase brand awareness to encourage consumer engagement. Due to
its impact on consumer loyalty, it is seen as a revolutionary change in business (Ng
2011). It is estimated that 50 % of the global organisations looking for innovative
approaches will be using gamification by 2015 (Gartner 2011). Gamification has
already been successfully used in marketing, business, health and education.
The application of game design elements in tourism is already present but it might not
have been recognised or been named as the concept of gamification. Every loyalty
card or frequently flying program is a gamification approach as points are collected to
be redeemed for a bonus. Examples can also be found in restaurants giving free
cupcakes to game player’s virtual game achievements such as Foursquare (Frey 2012)
or Lufthansa and American Airlines’ social media channels to generate brand
awareness (WTM 2011). Gamification is a major trend for the coming years in
tourism, which will appeal to consumers across all age demographics (WTM 2011).
However, gamification is still a huge buzzword (Frey 2012) that lacks the discussion
on how its concept can be best implemented into real business life (Ng 2011). The
application of gamification in tourism is still in its infancy which is mostly affiliated
to the limited academic research discussing game design patterns and game design
mechanism for services and marketing (Huotari and Hamari 2012).
This paper provides a conceptual work of gamification in tourism and identifies the
concept of gamification in tourism by discussing game mechanisms that are

applicable in the tourism industry. It also explores the benefits of gamification for
different stakeholders in tourism and gives examples where gamification in the
tourism industry has already been applied. Finally, the paper suggests further
research on tourism gamification.
2 Games and the Gaming Concept
Juul (2003 p. 36) defines games as “rule-based formal system[s] with a variable and
quantifiable outcome, where different outcomes are assigned different values, the
player exerts effort in order to influence the outcome, the player feels attached to the
outcome, and the consequences of the activity are optional and negotiable.” Players
are the crucial objects interacting with the game system to create artificial
experiences, which are different from everyday life. Conflict involves competition
and collaboration between the players as well as fighting against the game system.
Rules establish the limitations and liberties of gameplay within the system. The
quantifiable outcome results at the end of the game in winning, losing or numerical
scores (Salen and Zimmerman 2004). Feedback systems provide players information
about the gained achievements in form of points, levels and scores and give a preview
of the proximity to the next goal with the creation of constant player motivation.
Voluntary participation requires that players willingly accept the previous traits for
the gameplay. Voluntary play opens the ground for multiple players to join into the
game and ensures that challenging and stressful gameplay activities are experienced
in a safe and pleasurably environment (McGonigal 2011).
3 Gamification draws on the Concept of Gaming
Gamification is using game thinking and game mechanics to engage audience and to
solve problems in a non-game context (Zichermann and Cunningham 2011). It is
widely used in training programs (inward) and marketing campaigns (outward) to
change behaviour and solve problems (Barata et al. 2013). Although gamification
uses game mechanics, it is not creating whole games.
Game researchers (Juul 2003, Salen & Zimmerman 2004) suggest that are games
should be understood as systems in game design. According to Deterding et al.
(2011), gamification distinguishes from other concepts such as games via a two-
dimensional chart of playing/gaming and part/whole games. Gamification can be
differentiated from whole games as it just uses game design elements in a different
context and for a different purpose than games.
4 Motivational Essentials of Gamification
Motivation is a central topic in gamification as gamified systems are implemented to
change encourage for wanted and desirable activities. Motivation in gamification uses
a two-folded approach. First, extrinsic motivation focuses on applying gamified
elements into a non-gaming context to stimulate external motivation. Second, game
thinking and motivational design has a positive influence on intrinsic motivation
(Groh 2012, Nicholson 2012, Ryan and Deci 2000).

4.1 Game Design Elements
Extrinsic motivation refers to activities which are only done in order to achieve some
distinct outcome in forms of rewards (Ryan and Deci 2000). Game designers draw
upon a huge variety of rewards to create the optimal game experience for players, thus
the question arises which elements belong to the set of ‘game elements’ useful for
gamification. There are vast variations in identifying important game elements
depending on the game genre, digital and non-digital games. A strict interpretation
would only accept elements, which can exclusively be found in games, whereas a
more liberal interpretation accepts any game element. Deterding et al. (2011) suggest
a restriction of game design elements for gamification to those which are
characteristic to games, have a significant role in gameplay and can be found in most
games. Their research (Deterding et al. 2011) revealed five levels of game design
elements (see Table 1) which should be included in gamification.
Tab. 1. Levels of Game Design Elements
Level
Description
Example
Game interface
design patterns
Common, successful interaction design
components and design solutions for a
known problem in a context, including
prototypical implantations
Badges
Leader boards
Levels
Game design
patterns and
mechanics
Commonly reoccurring parts of the
design of a fame that concern
gameplay
Time constraint
Limited resources
Turns
Game design
principles and
heuristics
Evaluative gameplay to approach a
design problem or analyse a given
design solution
Enduring play
Clear goals
Variety of game styles
Game models
Conceptual models of the components
of games or game experience
Challenge
Fantasy
Curiosity
Game design atoms
Game design
methods
Game design-specific practices and
processes
Play testing
Play-centric design
Value conscious game
design
Source: Deterding et al. (2011)
Gamified systems in business, marketing and education make use of more specific
game design patterns and mechanics which are prescribed by Hunicke et al. (2004) in
the MDA model. The MDA model proposes that game design is approached from the
game designer’s perspective using game design tools (mechanics) to create a player
experience (aesthetics). The interactions between these two perspectives result in the
interactive gameplay (dynamics) which should meet the expectations and abilities of
the player.

Game components are game tools and the basis for every gameplay. Depending on
the individual game, these components include achievements, avatars, badges, boss
fights, collections, combat, content, unlocking, gifting, leaderboards, levels, points,
quests, social graph, teams and virtual goods. Some game components are more
common than others because of their influence on the game system and their
characteristics (Werbach and Hunter 2012).
Game mechanics describe the specific components, which are responsible for the
function of the game, and give designers the facility to guide the player’s behaviour.
Game mechanics comprise of challenges, chances, competition, cooperation,
feedback, resource acquisition, rewards, transactions, turns and win states. These
mechanics describe actions, behaviours and control mechanisms and create with game
components good gameplay dynamics (Hunicke et al. 2004, Werbach and Hunter
2012, Zichermann and Cunningham 2011).
Interactions of the player with game mechanics and components are the hidden
structure of the game, named game dynamics, which evoke from meaningful choices,
progression of gameplay and interaction between players (relationship/fellowship).
These dynamics work towards the creation of different game experiences (aesthetics)
(Werbach and Hunter 2012).
Aesthetics reveal in game experiences of feelings, emotions, and fun. These
experiences are the composite combination of the game elements, which define the
gameplay and lead to an optimal player experience (Werbach and Hunter 2012).
Hunicke et al. (2004) provide a taxonomy to describe the dimensions of fun provoked
from gameplay ranging from sensation, fantasy to fellowship and narrative, to name a
few. The combination of game components, mechanics and dynamics can be mixed
in any possible way to create the spectrum of experiences.
However, the combination of game elements will neither make a good gamified
system nor create a fun and engaging experience. Instead, rewards can cause the
opposite and let people feel de-motivated. Rewards are extrinsic motivators and,
applied in the wrong way, can easily crowd out intrinsic motivation as the player
might think the only aim of the game is collecting rewards which leads to an over-
justification effect (Werbach and Hunter 2012). A recent study by Hamari (2013)
analyses the implementation of ‘badges’ into a gamified utilitarian trading service
which confirms that the mere addition of game elements does not necessarily has an
impact on usage frequency or the increase of customer activities. Indeed, motivating
people needs a deeper approach to be successful and to encourage people into an
activity, which is engaging and meaningful.
4.2 Meaningful Gamification
The aim of creating meaningful and effective gamified systems is to introduce games
as the opposite of scoring elements. To encourage users, it needs more than a
numerical core system or badges attached to an activity (Nicholson 2012). People
want to be mentally and emotionally affected, therefore the intrinsic motivation of

people needs to be addressed (Deterding et al. 2011; Schell 2008). Intrinsic
motivation is defined as the doing of an activity for the pure enjoyment of the activity
per se, rather than of its rewarding value, pressure or external stimulates (Ryan and
Deci 2000). Gamification tries to address this intrinsic motivation by applying game
design thinking in order to engage people into meaningful and effective activities.
Hence, companies need to have an understanding of the activity, which is aimed to be
designed as a gamified system in order to employ game mechanics in the right way
and for the intended purpose. Nicholson (2012) suggests the integration of a user-
centred design (UCD) approach to identify player’s interests, social boundaries and
competences. The UCD should result in a positive change of the system, which is
perceived as a benefit to the user supporting her individual interests, but also working
towards a behavioural change of the players in order to benefit the company.
Implementing a standardised gamified system will rather cause negative feelings
among the players as it is perceived as a surveillance of behaviour (Nicholson 2012).
Adopted from self-determination theory (Ryan and Deci 2000), Schell (2008),
Deterding (2011) and McGonigal (2011) created a taxonomy of intrinsic rewards
which draw on the creation of meaningful choices and therefore are meaningful to the
user per se.
Intrinsic rewards fall into the following major categories:
 Relatedness is the need to interact and connect with other players within the
same interest group, such as friends linked to the same gamified system or
related social systems, to share achievements and to be recognised among
peers. Therefore, it is important to connect and to customise personal goals
to a meaningful story such as a brand story or customer experience stories in
order to embed the right game elements supporting the story visually and
actively. McGonigal (2011) defined this category as ‘social connection’
which has a major impact on one’s happiness as social contacts are a fruitful
source to share experiences, build bonds and create memories.
 Competence gives the player the feeling to have the abilities in mastering the
system and achieving goals. These goals should be clear, visual, varying and
well-structured to provide motivation and optimism about one’s own chances
and possibilities. A satisfying and flowing activity arises from the division
of long-term goals into smaller achievable goals. The challenge for system
designers is to create a flow experience (Csikszentmihalyi 2008) and vary
the difficulty within the flow-channel to neither under- nor over-challenge
the player. Even though failures are required to improve the game
experience, the player needs to have enough positive feedback to be
encouraged for gameplay.
 Autonomy is the freedom of the player to voluntarily join a gamified system
and drop out at any time. If the player realises himself losing autonomy and
being controlled by the gamified system it will lead to a de-motivating

experience and not inspire further gameplay (Deterding et al. 2011;
McGonigal 2011; Schell 2008).
Addressing the intrinsic motivation of a person is the most powerful motivator of
gamification, as it leads to deep engagement into activities and with other people.
Intrinsic rewards beat extrinsic rewards. A company’s ability to create a meaningful
and effective gamified system will open the prospect of happy customers and
committed employees. A well-designed gaming mechanics refers to both intrinsic
and extrinsic motivation through gaming elements.
5 Application of Gamification in Tourism
5.1 Gamification in the Tourism Context
Tourism industry is a service industry, which emphasises very much on experiences
co-created by tourists and service providers (Vargo & Lusch 2008). The level of
consumer integration in the value creation depends on how tourism organisations
empower tourist to play a role in new product development. Within service systems,
tourists interact with tourism companies for the experience co-creation. Gamification
can be applied in two ways in these systems. The concept can be used either to
encourage customer engagement and enhance the experience or to improve employee
engagement within an organisation (Huotari and Hamari 2012).
The aim of applying gamification in tourism falls into two groups. First, gamification
shall increase the motivation of tourists and employees to in order to gain a behaviour
change (buying products, work efficiently). Second, gamification shall enable
tourists and employees for a value co-creation and thus provoke an intrinsic
motivation
5.2 Best Practises of Gamification in Tourism
Gamification can be used by tourism organisations for marketing, sales and customer
engagement (external application) or in human resources, training, productivity
enhancement and crowd sourcing (internal application). The wide use of gamification
is in the areas of health and well-being, motivation for sports, sustainability awareness
and personal finance. Table 2 gives some examples of where gamification is applied
in different tourism industries.

Tab. 2. Best Practices of Gamification in Tourism
Industry
Company
Case Description
Gaming Elements
Airlines & Transportation
American
Airlines
Gamified mobile app represents current elite
status qualification visually.
Progress bar
Points
Levels (Gold, Platinum,
Executive Platinum)
Turkish
Airlines
QR-coded national flags have been placed on
100 digital bus shelters for London 2012.
Users who read the code can win a ticket to
Australia. Goal is to have most check-ins in
one place or individual places.
Physical Rewards
Badges
Retail & Hospitality
Shopkick
Users are engaged with products by applying
game mechanics for incentivising offers prior
to shop visits. The gamification also involves
a geo-targeted approach to drive local
engagement. The aim is to influence buyers’
behaviour via game mechanics.
Virtual Currency
Rewards
Contests
Check
Points
Customers scan products to exchange for
checkpoints which than can be exchanged for
virtual currency or gift cards.
Virtual Currency
Rewards
Starwood
SPG
program
Partnership with Foursquare to provide
customers 250 bonus points per check-in and
chances to unlock a hidden Free Resort Night
Award.
Point System
Badges
Marriott
My Hotel
Aim of the social media game is to recruit
new staff for job vacancies and familiarise
players with various parts of a hotel.
Point System
Levels
Virtual Goods
Destination
Four-
square
Users can claim mayor ships, unlock badges,
receive special offers & rewards such as
discounts to specific retailers while also
tracking against friends via a leaderboard
while checking-in at a restaurant etc..
Badges
Leaderboard
Reward with real
world offers
5.3 Benefits of Gamification in Tourism
Encourage tourist engagement: Game design researchers (Brown and Cairns 2004,
Ermi and Mäyrä 2005, Jennett et al. 2008) outline engagement as one dimension of

game experience, which can be related to multiple concepts such as flow, motivation,
pleasure, immersion, enjoyment and presence. The enjoyment of playing games
(Klimmt 2003) and the desire to continue playing to test one’s own abilities (Brown
and Vaughn 2009) result in the addiction of game play. Game loops are critical in
game play as they provide the feedback in form of achieved points, badges and levels
on the player’s abilities. These engagement loops involve the player more and more
into gameplay elicit different types of emotions (hope, fear, excitement) and evoke a
social call to action that the player becomes re-engaged into the gameplay
(Zichermann and Cunningham 2011).
Enhance tourist experiences: Tourism, as an experience economy, provides a multi-
dimensional and multifaceted offer of experiences (Kim et al., 2012, Neuhofer et al.
2012, Ritchie and Hudson 2009). However, tourism experience literature does not
cover essential dimensions of intrinsically interactive motivation, social play,
challenge, fantasy and fun, which is provoked by using game design elements and
game thinking (Deterding et al. 2011).
Improve tourist loyalty: Loyalty programmes can support strategic objectives in
tourism relationship marketing (Campon et al. 2013) based on quality, value and
satisfaction (Oh 1999; Petric 2004; Salegna and Goodwin 2005). However,
researchers argue a more dynamic model of building customer loyalty is needed
(Cronin 2003; Donnell et al. 2008). Gamification can transform customer’s loyalty to
a new level by developing interactions between the customer and the system
(Crawford 1982, Clanton 1998) but also between different users of the same system
(Schiano and White 1998). One of the most known gamified systems is probably
frequent flyer programs and destination loyalty cards (Zichermann and Linder 2011).
Increase tourism brand awareness: many companies (e.g. Pizza Hut, KFC,
McDonald’s, 7UP and Diesel) use games for placing their advertisements
(gamerlimit.com). According to Çeltek (2010) games are used in three ways for
advertisements. First, advergames are branded games or sponsors for a game. A
game is especially been produced for the purpose of branding and advertisement to
aim for a strong recall of the game. An example of such an advergame is “Ireland
Town” form the National Tourism Development Authority or “Holmenkollen Ski
Jump” from Visit Norway. Second, in-game placements are a placed logo or brand’s
name inside an existing game, which creates many opportunities to interact with the
player. A good example from hospitality is the integration of Starwood’s loyalty
programme into Foursquare, which now gives the tourist the opportunity to take
advantage of special promotion or share check-ins and travel tips with their social
network. Third, on-site advertisements are the placement of banners and other media
on gaming websites.
6 Challenges of Gamification
With the implementation of gamified systems into business and society, companies
have to be aware of challenges initiated by the over-gamification of life. As
discussed, gamification is not all about giving out badges and points to incentivise

behaviour, but needs to apply game thinking to encourage and motivate for further
activities.
Pointsification is the implementation of scoring systems into real life, which might
lead to a fatigue of collecting badges, points and trophies for its own sake. The
conflation of game elements neither reflects the essence of games nor real life.
Instead, game systems need to offer meaningful choices, which involve loss and gain
that are the source of the real game experience driven by mastery, learning and
challenges. Besides, pointsification may cause an ‘overjustification’ effect (Lepper et
al. 1973) for voluntary activities.
The implementation of gamification into a healthy business system, named as
exploitationware, might also harm the system and lead to a polar-effect. The over-
enthusiasm of tourism decision makers following a trend that promises easy, cheap
and replicable success and is therefore tempting but bears risks triggering annoyance
among customers and employees. The implementation of scoring systems will not
allow the user to fully understand the meaning and motive behind, but instead be
perceived as a control and monitor tool (Bogost 2011; Werbach and Hunter 2012).
Designing meaningful gamified systems is challenging and needs the knowhow of
game designers to decide which activities in tourism and hospitality are suitable for
being ‘gamified’, (Nicholson 2012). Thus, the prerequisite of implementing gamified
system is a transparent communication of the purpose to support a voluntary
participation of players.
7 Conclusion and Further Research
This paper critically reviews the gamification trend, the concept of gaming and
gamification, intrinsic and extrinsic motivation of gamification elements and benefits
of gamification. It also provides some examples of the wide use of gamification in
tourism industry. Through the literature review, a conclusion can be made that
gamification is a significant, emerging trend for the coming years. More and more
organizations are adopting gamification elements into their day to day business.
Organisations are increasingly using gamification to motivate their employees for
better results and engage current and future customers into their business. The
benefits of gamification include increased user engagement, improved customer
loyalty, expanded brand awareness and enhanced customer experience.
The widely used gamification includes the application of extrinsic elements, such as
points, badges, leaderboard, virtual goods and levels. However, intrinsic elements,
such as interaction, socialization (relatedness), competence and challenge are more
effective than extrinsic elements. Currently there is very limited academic research in
gamification in general, it is a under researched area in tourism specifically. Future
research could include: 1) the implication of gamification in different sectors in
tourism; 2) the inward (employee training) and outward (customer engagement)
implication of gamification; 3) empirical studies on the effectiveness of how
gamification contributing to tourist experiences and customer loyalty.

References
Barata, G., Gama, S., Jorge, J. and Goncalves, D. 2013. Engaging engeneering
students with gamification. VS gaming conference proceedings.
Bournemouth, UK.
Bogost, I. 2011. Persuasive games: Exploitationware, Gamasutra.com.
Brown, E., and Cairns, P., 2004. A grounded investigation of game immersion. In:
CHI '04 Extended Abstracts on Human Factors in Computing Systems,
Vienna, Austria: ACM.
Brown, S. L., and Vaughan, C. C., 2009. Play: How it shapes the brain, open the
imagination and invigorates the soul. New York, NY: A Very Publishing
Group.
Caillois, R., 2006. The definition of play. In: Salen, K., and Zimmermann, E. eds. The
game design reader. A rules of play anthology. Cambridge, Massachusetts.
London, England: MIT Press.
Campon, A. M., Alves, H. and Hernandez, J. M. 2013 Loyalty measurment in
tourism: a theoretical reflection.in A. Matias (eds.) Quanitative Methods in
Tourism Economics. (pp13-40). Berlin: Springer
Çeltek, E., 2010. Mobile advergames in tourism marketing. Journal of Vacation
Marketing 16 October 2010. 267-281.
Clanton, C., 1998. An interpreted demonstration of computer game design. In: CHI
1998 Conference Summary in Human Factors in Computing Systems, Los
Angeles, California, USA: ACM.
Crawford, C., 2011. The art of computer game design. 2nd ed.
Cronin, J. J. Jr. 2003 Looking back to see forward in services marketing: some ideas
to consider. Managing Service Quality. 13(5): 332-337
Csikszentmihalyi, M. 2008. Flow, The Encyclopaedia of Tourism and Recreation in
Marine Environments: CABI.
Deterding, S., Dixon, D., Khaled, R., and Nacke, L. E. 2011. From game design
elements to gamefulness: Defining "Gamification", Mindtrek 2011
Proceedings. Tampere, Finland: ACM Press.
Donnelly, M., Lynch, P. and Holden, M. T. 2008 Builiding loyalty: creating value
through customer expereinces in tourism. THRIC conference.
Epstein, Z. 2013. Enterprise gamification for employee engagement. http://enterprise-
gamification.com/attachments/137_Enterprise%20Gamification%20Paper%
20-%20Zoe%20Epstein%20-%20Ithaca%20College.pdf [Accessed on 20
May 2013]: Ithaca College.
Ermi, L., and Mäyrä, F., 2004. Player-centred game design: Experiences in using
scenario study to inform mobile game design. The International Journal of
Computer Game Research, 5 (1).

Fray, T. 2012 28 major trend for 2012 and beyond: part 2. Journal of Enviromental
Health. 74(9): 39-43
Gartner 2011 Gartner says by 2015, more than 50 percent of organizations that
magage innovationprocess will famify those processes.
http://www.gartner.com/it/pag.jsp?id=1629214.
Groh, F., 2012. Gamification: State of the art definition and utilization. In:
Proceedings of the 4th Seminar on Research Trend in Media Informatics,
Ulm, Germany.
Hunicke, R., Leblanc, M., and Zubek, R., 2004. Mda: A formal approach to game
design and game research. Paper presented at the In Proceedings of the
Challenges in Games AI Workshop. 19th National Conference of Artificial
Intelligence.
Huotari, K., and Hamari, J., 2012. Defining gamification: A service marketing
perspective. In: Proceedings of the 16th International Academic MindTrek
Conference, Tampere, Finland: ACM.
Jennett, C., Cox, A., Cairns, P., Dhoparee, S., Epps, A., Tijs, T., and Walton, A.,
2008. Measuring and defining the experience of immersion in games.
International Journal of Human-Computer Studies, 66 (9), 641-661.
Juul, J., 2003. The game, the player, the world: Looking for a heart of gameness.
Paper presented at the Level Up: Digital Games Research Conference
Proceedings, Utrecht, Netherlands.
Kim, H., Ritchie, J. R., and Mccormick, B., 2012. Development of a scale to measure
memorable tourism experience. Journal of Travel Research, 51(1), 12-25.
Klimmt, C., 2003. Dimensions and determinants of the enjoyment of playing digital
games: A three level model. Paper presented at the Level Up: Digital Games
Research Conference, Utrecht, Netherlands. November 2003.
Lepper, M., Greene, D., and Nsibett, R., 1973. Undermining children's intrinsic
interest with extrinsic rewards. Journal of Personality and Social
Psychology, 28 (1), 129.
McGonigal, J., 2011. Reality is broken: Why games make us better and how they can
change the world. New York, USA: Vintage.
Neuhofer, B., Buhalis, D., and Ladkin, A., 2012. Conceptualising technology
enhanced destination experiences. Journal of Destination Marketing &
Management, 1 (1-2), pp.36-46.
Nicholson, S., 2012. A user-centered theoretical framework for meaningful
gamification. In: Games+Learning+Society 8.0, Madison, USA.
Ng, W. 2011. Let's play games. Incentive. avaliable from: www. incentivemag. com
[accessed on 07 October 2012 ]
Oh, H. 1999. Service quality, customer satisfaction and customer value: a holistic
perspective. International Journal of Hospitality Management. 18. 67-82.

Petric, J. F. 2004. Are loyalty visitors desired visitors. Tourism Management. 25(4):
463-470
Ritchie, J. R. B., and Hudson, S., 2009. Understanding and meeting the challenges of
consumer/tourist experience research. International Journal of Tourism
Research, 11(2), 111-126.
Ryan, R. M., and Deci, E. L., 2000. Intrinsic and extrinsic motivations: Classic
definitions and new directions. Contemporary Educational Psychology, 25,
54-67.
Salegna, G. J. and Goodwin, S. A. 2005. Consumer loyalty to service providers: an
intergrated conceputal model. Journal of Consumer Satifaction,
Dissatisfaction and Complaining Behaviour. 18, 51-53.
Salen, K., and Zimmerman, E., 2004. Rules of play: Game design fundamentals.
Cambridge, Mass.: MIT Press.
Schell, J., 2008. The art of game design: A book of lenses. Vol. 1. Burlington, Mass.,
USA: Morgan Kaufmann Publishers. Elsevier.
Schiano, D. J. and White, S. 1998 The first noble truth of CyberSpace: people are
people (even when they MOO). CHI Proceedings of the SIGCHI Conference
on Human Factors in Computing Systems. 352-359.
Vargo, S. L. and Lusch R. F. 2008. Service-Dominant Logic: Continuing the
Evolution. Journal of the Academy of Marketing Science 36, 1-10
Werbach, K., and Hunter, D., 2012. For the win: How game thinking can
revolutionize your business. Wharton Digital Press.
WTM. 2011. World travel market report.
Zichermann, G., and Cunningham, C., 2011. Gamification by design: Implementing
game mechanics in web and mobile apps. O'Reilly Media, Incorporated.
Online References
http://www.aa.com/i18n/urls/mobile-apps.jsp
http://theinspirationroom.com/daily/2012/turkish-airlines-qr-flags/
blogs.imediaconnection.com/blog/2011/08/03/15-brand-examples-of-gamification/
http://blogs.imediaconnection.com/blog/2011/08/03/15-brand-examples-of-gamification
blogs.forrester.com/suresh_vittal/11-05-17-
the_gamification_of_loyalty_starwood_preferred_guest_announces_partnership_with_foursqua
re
apps.facebook.com/mymarriotthotel
blogs.imediaconnection.com/blog/2011/08/03/15-brand-examples-of-gamification/