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Badgeville aspires to democratize the Foursquare experience beyond retail by enabling publishers and other segments to build their own game mechanics and incentives platforms.

Publishers who use Badgeville can set up an account, offer defined rewards and track visitor behavior with realtime analytics. Badgeville works for any company that has a community on its site: anyone from gaming to education, to retail and more can use the service to reward people for checking into a site, taking tests or simply browsing through products. Virtually anything can correspond to a badge reward.

“It’s not about pageviews anymore.” Publishers can award badges for the behavior of their choice, such as leaving a comment or becoming a fan of the site on Facebook. Readers can also compare their results to friends’ on social networks like Facebook.”

Second, Keller argues that “there is something decidedly faux about the camaraderie of Facebook, something illusory about the connectedness of Twitter.” This line of argument, that our social ties are being hollowed out by digital sociality, is also fairly common. I’d like to start by saying that it is not supported by empirical research.

Increasing numbers of people even make connections online which then they turn into offline connections (See Wang and Wellman, for example), so that even actual “virtual” connections –which I have just argued are less common—are valuable for many communities who otherwise do not have abundant peers around them, say cancer patients or gay youth in small towns.

First Keller talks about how we no longer need to remember everything and how his father used to use a slide rule and now there are calculators and who knows their multiplication table anymore… This is a familiar argument from cognitive replacement and I believe it is worth discussing not necessarily because there is something inherently wrong with machines making certain cognitive tasks easier, but I do deeply worry about what this means for valuing humans. Cheaper computers increasingly capable of taking over human tasks means that we face a profound human problem: how will we deal with the billions of people who will be potentially redundant if the only way of measuring a human’s worth is their price on the labor market? For me, this is an important political question rather than a technological lament. It’s not about what machines can do, it’s about the criteria by which we judge the worth of our fellow human beings, and how advances information technology increasingly leads us to devalue each other

If the latter were the case, his ire would be more about Google; instead, most of his frustration is directed against social media, and mostly Twitter, the most conversational, and thus most oral of these mediums.

The shortcomings of social media would not bother me awfully if I did not suspect that Facebook friendship and Twitter chatter are displacing real rapport and real conversation, just as Gutenberg’s device displaced remembering. The things we may be unlearning, tweet by tweet — complexity, acuity, patience, wisdom, intimacy — are things that matter.

Then along came the Mark Zuckerberg of his day, Johannes Gutenberg.

But this comparison between Gutenberg and Zuckerberg makes little sense unless you realize that Keller is actually trying to complain about the reemergence of oral psychodynamics in the public sphere rather than about memory falling out of favor.

My mistrust of social media is intensified by the ephemeral nature of these communications. They are the epitome of in-one-ear-and-out-the-other, which was my mother’s trope for a failure to connect.

The key to understanding this is that while writing did displace the value of memory, the vast abundance of printed material it did something else also, something less remarked upon, both to the shape of our public sphere and also to our psychodynamics. It replaced the natural, visceral human oral psychodynamics with those of literate and written ones

Facebook clearly understands that the media and public opinion form part of the competitive playing field. But they seem to have forgotten Business Ethics 101: Don't do anything that you'd be embarrassed to see on Page 1 of the Wall Street Journal or the Financial Times. That's not just good ethics advice; it's good PR advice, too. Rosanna Fisk, chief executive of the Public Relations Society of America, commented that Facebook's actions were "unethical and improper," adding that the affair had become a "PR nightmare."

My next thought was ‘how pathetic we’ve become.’ How utterly pathetic and dependent we’ve all become on technology, which is truly what this is all about.

I am merely making the point of how dependent – and that truly is the operative word, we’ve become as a society.

While interesting in the macro-sense, these broad numbers paint an incomplete picture of the complex future of social and digital media in Russia. The real story behind the social revolution lies less in the initial platform adoption we are witnessing and far more in the sheer volume of engagement occurring within them.

Local

By leveraging inventory sharing and local mapping, buyers can now access real-time inventory data while on the go

merging of mobile and local is also leading to the creation of entirely new business models and opportunities

Social

share it on her social network of choice and get a ‘thumbs up’ or ‘thumbs down’ within minutes

The explosion of consumer interest in social networks has spawned the so-called social commerce opportunity.

the group gifting apps and the ‘social shopping mall’ concept that allows sellers to offer their products directly to hundreds of millions of Facebook users.

Digital

Digital has changed everything—including how we use and think about currency. People now have the ability to bump phones together to pay off a friendly wager, order and pay for a meal

The Future

, the pace of innovation will determine which businesses will go boom or bust.

According to a definition in the Gamification Wiki,"Game Mechanics are constructs of rules and feedback loops intended to produce enjoyable gameplay."

Before you can add gamification to your community, you need to really understand your community.

Recency -- when was the last visit? Frequency -- how often does the member visit? Duration -- how long do members stay on the sight when they visit? Virality -- how often do members share content on the site?  and how much is their sharing amplified through their network? Ratings -- how often do members rate content on the site?

Community Goals

What goals are you trying to accomplish with the community?  Can you measure them?  Do you have any elements of gamification incorporated into your community today? Does your community platform support gamification elements?  Can you track your measures in your community system?

Measures of Engagement for a Community

Do you have an open or closed community?  Is your community a professional, social, support, informational, hybrid or something else community?  How do you want members to use the community?  How many members do you have and how many do you add in a typical week or month?  What is the typical member profile?  How engaged are your community members?  How do you measure engagement?  What motivates your members to join, participate and stay engaged in the community?  Do you have robust member profiles?  Are member profiles searchable?  Can members 'friend' or message other members?  Do you have a way for members to add their Twitter or Facebook accounts to their profiles?  How  easy is it for members to share content on other sites?

Suggestions for Community Gamification

Robust profile system [self-expression, status, achievement]-

I also want members to receive recognition for their achievements by earning badges that can be displayed on their profiles and announced via their social networks.  As a community manager, I want to be able to create different types of badges including limited edition or special occasion badges.

Point system [competition, achievement, reward, status] -

I definitely want to keep track of points, but I want to be able to customize the calculation of the points.  I don't know what the ideal point values would be, but I know that I would want to experiment with rewarding members for recent visits, the frequency and duration of their visits, their sharing of content on the site or in their social networks, creating content, participating in discussions or rating content.

Leaderboards [reward, status, achievement, recognition, competition] -

Customization is also important in the leaderboards.  I want to have multiple leaderboard; for example, I may want a weekly, monthly and all-time versions of the leaderboard that I will post in different parts of the community site to recognize leaders who are currently contributing the most to the community experience and to others who have been long time contributors.

Badges [status, achievement, reward, recognition, competition, self-expression]

First of all, the member profile system needs to be robust with the option to upload a picture and have free form bio descriptive fields.  Most importantly, I should be able to link my profile to my Twitter, Facebook and LinkedIn profiles and possibly use single-sign-on use those services.  The profiles should also keep a history of a user's activity, badges and points.  Another requirement for the profile system is that members should be able to create virtual friendships or groups within the community site.

Content ratings have been around for awhile, and they are an important part of increasing engagement.  I would push the envelop further by making it easier for users to share their content ratings and to search for content based on the rating.

Content rating [altruism, self-expression] -

Content sharing [altruism, self-expression] -

Members must be able to easily share content they like within their social networks, via bookmarking sites and by email.

Challenges [competition, reward, achievement]

As a phase 2 implementation, I would also want to add some custom challenges to my community to drive additional engagement.  I am not sure what form these would take, but I would start thinking about how to incorporate challenges while implementing the other elements noted above.

For more information about YaCy, see here.

Retailers have been particularly aggressive in pursuing mobile strategies this year, with 37 percent operating specially-tailored mobile websites (compared to 12 percent in 2010) according to Acquity Group.

So what’s in store for mobile marketing in 2012? Here are our top trends to watch:

Mobile Trend # 1 – Smartphones to Overtake Other Mobile by 2012 

Smartphone units sold worldwide in 2009 will grow 14.5% from 2008 levels, according to a forecast by Infonetics.  READ MORE

Mobile Trend # 2 - Text Messaging Will Rise

Mobile Trend # 6 – Increased Mobile Spending 

Mobile Trend # 3 – Social Networking Site Access

Social networking sites will get more exposure on mobile phones.

Facebook’s official page sites, there are currently 350 million active users that access Facebook on their mobile phones.

Mobile Trend # 4 – Rise in Social Games

Mobile Trend # 5 – Location-Based Marketing

Sounds surprising, right? That novel technology can be achieved by Wi-Fi, RFID, and mobile phone tracking.

Text messaging will rise to a projected 8 trillion SMS in 2012. This is a rise of about a billion from the 6.9 billion SMS sent in 2011.

There will be a large increase in spending by SMBs on mobile advertising.  The $1.6 billion figure garnered last 2010 more than doubled to $3.3 billion in 2011, and 2012 is predicted to double that enormous figure again.

Mobile Trend # 7 – More Video on Smartphones

Videos will become a greater trend in mobile marketing. 

Mobile Trend # 8 - Mobile Money Transfers

More currency will exchange through mobile phones. 2011 saw $86.1 billion move around the world in about 141 million exchanges.

To sum up, the prosperity of 2011 for mobile marketing will carry over to 2012, with possibly more frontiers to open up.

The second half of the NFC conundrum is that there are a lot of hands reaching for the supposed pile of money that NFC payments will enable. Look at Google's announcement of the Wallet product. Or the ISIS partnership between Verizon, T-Mobile and AT&T. Google is partnering with Mastercard, CitiBank, Sprint, FirstData, Verifone, VivoTech (the NFC partner), Hypercom, Ingenico and NXP (another NFC partner). All of these large companies are going to want a slice of the pie. Where does that leave the retailers? You know, the ones that are actually trying to make money with good and services? Sadly, on the outside of the circle. The carriers are the biggest culprits, wanting to take as much as 50% of transaction revenue because it is "going over their pipes." The financial services companies will be happy taking their normal rates in the 1.75% to 3% range as long as there is a promise that more people will pay electronically (read: sans cash). Between retailers, partners and infrastructure, NFC has years to go before it will be viable for all parties involved.

What will happen in this time frame? Think about the so-called "4G" technology WiMax. The technology is already becoming antiquated with LTE and all the major carriers are working on the next version after that. Sprint is keeping a hybrid of WiMax and LTE going forward but overall it is a tech that died before it even matured. NFC may be the same. What if there are massive leaps in quantum teleportation in the next several years? Does NFC become the WiMax of the payment world?

Maturation Of Direct Carrier Billing The "I do not see myself buying a fridge with this" line comes mostly from the direct carrier folks. Direct carrier billing is the perfect area for micro-payments and payments that stem from ease of use. Think of parking. If you could pay for your parking on the street with your phone, would that convenience be worth an extra couple of cents on the dollar to you? The direct to carrier ecosystem has evolved to the point where it actually makes sense for offline and online use. Zong (acquired by eBay for PayPal integration), PaymentOne and Boku are the leaders in this space. PaymentOne has processed $5 billion in mobile payments and lets users pay with their phone numbers, validating transactions via text. Zong allows that capability as well. Payment One's "One Care" features, announced last week at CTIA, makes direct to carrier billing safe and secure. Transparency is important in mobile commerce because consumers do not really trust their phones to handle their money quite yet. The most important aspect of direct to carrier billing now is that the revenue mechanism has been flipped. It used to be that merchants only got some 40% or less of payments while the carriers and partners took the rest. Even with high margin transactions, that is unacceptable. Today, direct to carrier billing provides the merchants with more than 80% of the revenue, sometimes nearly 95%.

The Dongle World: Smartphones As Credit Card Readers Square, VeriSign and Intuit are pushing hard into the dongle department. Jumio is doing the same thing, just without the dongle. There is not much to be said about the dongle world that we have not already touched on at ReadWriteWeb outside of the notion that it is bringing easy credit card readers to the mobile masses.

The dongle competitors are not worried about what is happening in the ecosytem because it does not really touch their core business. For instance, PayPal does not see NFC or dongles infringing on its business in any way, shape or form. As Laura Chambers, PayPal's head of mobile, said in a recent interview, "we are not worried about much in the ways of competition. There is a lot of white space in the industry for horizontal movement."

What Is PayPal Really Doing? In the interview with Chambers, the first question I asked was, "Why does it seem like PayPal has become a "me too" operator in mobile payments?" It is a fair question, even if Chambers balked to acknowledge that PayPal has been in "me too" mode for the last year or so. PayPal has ignored the dongle movement and NFC is not on its radar as a technology it feels it needs to integrate. "What is the difference between a tap versus a swipe?" Chambers asked. "We are working with what works in the current infrastructure ... We have sat down with consumers and merchants to work with them on what they want." PayPal is growing sideways because there is not a ton of room right now to grow vertically. PayPal will get into NFC solutions when the time is appropriate. Its strategy now is to create as much flexibility for consumers as possible through its mobile wallet program. PayPal's stance is data driven - the company can track when and what consumers buy from mobile phones and tablets. Hence, PayPal is focusing on the shopping end of the spectrum, as opposed to a pure payments play. "60% of people buy more and spend more on mobile," Chambers said. "But, we see that people are not really buying different things on mobile ... the No. 1 driver of growth in mobile payments is boredom." That fits in well with what PayPal sees as "couch commerce." They released a study recently saying that mobile shopping is going to boom this holiday season. As such, PayPal is ready to deploy an end-to-end solution for merchants and consumers to reward loyalty and provide deals and offers along with digital receipts. PayPal believes that it has a lot of room to grow in mobile through these types of horizontal movements. We are also seeing this on a non-mobile front with eBay partnering with Facebook and the Open Graph API and the new X.Commerce initiative that consolidates the PayPal, Zong, Magento, RedLaser and Milo technologies. The company is calling it an "open commerce ecosystem."

Future Of Mobile Payments This article is the first in a series of the trends in mobile payments that ReadWriteWeb will be working on in the next several months. There are a lot of questions and the answers are just beginning to emerge. Who are the winners in the space? Are retail shops in danger of "becoming expensive fronts for online shopping," as Chambers said in the interview? Does NFC really have potential to disrupt offline payments or is it just cool technology? These questions and more are what we will be tackling in the months to come.

While the aforementioned offers have expired, merchants can set up new Foursquare check-in deals via Amex's "Go Social" self-service center for SMBs.

Here's how the Amex-Foursquare marriage works for consumers: Sync Amex card with Foursquare account online. Check in at a location. Tap a "redeem offer" button. Pay with Amex card. Get a Foursquare push notification about the money-back reward (see image) within moments after the card is swiped by the merchant.

Swipely has begun working with 150 merchants in Boston, its launch market. The start-up offers consumers the chance to sync a credit card to its loyalty program. From there, whenever they spend money at a participating merchant, they can receive a reward or discount. Swipely supplies local businesses with point-of-sale signage and materials to promote the program.

Angus Davis, Swipely CEO, said his product should attract consumers and businesses alike because of its usability. There's no need for a smartphone app, much less a printed voucher, he said, in order for shoppers to get rewarded for retail store visits.

"Consumers don't have to change the way they behave in order to check in," Davis said. "Nor do they have to change the way they pay by scanning a QR code [or] using newfangled technology. Our program employs technology that everyone already has and uses."

He added, "For the local merchant, the program doesn't require any changes in the store. They don't have to upgrade hardware, install software, implement any special cards, or re-train their staff."

The 33-year-old CEO said his company would expand to New York, San Francisco, and other major cities in the first half of the upcoming year. "I do think that 2012 is a very ripe time for disruption," Davis said, "especially as the payment space interacts with Main Street merchants."

Other noteworthy developments as digital wallets came into focus during 2011: March/April:Groupon and LivingSocial launch "GrouponNow" and "Instant Deals", respectively, which allow consumers to buy time-sensitive offers with one click on their smart phones. To use the mobile commerce feature, users need to input their credit cards into their daily deals accounts. May 9: Scvngr struck a partnership with American Express to make redeeming LevelUp deals easier for consumers. Amex members who buy the deals need only use their cards while making a purchase to get the discount. As is the case with Swipely, it's not necessary to show the store clerk a paper voucher, barcode, or message on a mobile screen. May 26: Google introduced Google Wallet, which lets consumers pay for Google Offers and other items through their Google account. The Wallet mobile app works with credit card users for Citi, MasterCard, and First Data. Aug. 1: Verizon partnered with Amex to serve as the mobile carrier's digital wallet platform. The telecom was one of the first in its competitive space to create its own digital wallet.