The CEA was founded in 2012 with its flagship event, the Corporate Charity Championships. At first, it was just a single game, Starcraft 2, but the excitement and growth of that small event led to hundreds of teams from various companies participating in a wide variety of game titles.
In 2019, the CEA rebranded and widened its scope to help grow gaming in corporate cultures. The cornerstone of the CEA remained the Corporate Charity Championships which functions as a community hub for corporate participants of more than 100 teams per season as well as a driving factor for more than $500,000 since 2018 given to the charity of winning teams’ choice. The CEA is the longest-running, largest, and most successful company in the corporate gaming space.
The impact CEA makes to our larger beneficiaries, such as the Red Cross and Charity: Water, is very meaningful, but for our smaller beneficiaries, the CEA’s contribution is often the largest they see all year.
In addition to the ever-growing flagship event, the CEA added additional products to its offerings with the rebranding. Utilizing our expertise in esports, gaming, as well as employee engagement, we added products ranging from running internal team-building events to custom product marketing activations in the gaming and esports space.
Directed Gaming Builds Cohesion
Excuse the obvious: Games Are Fun. In the same way that multi-player games evolved to incentivize cooperation, games evolved to be mentally “sticky.” They attract cultural trends and they’re part of an ongoing public conversation. Whereas many learning & development programs struggle with employee activation, you will never have to convince people to play games.
Everyone Games
150 million Americans play video games. Almost all of them play at least three hours per week. Regardless of skill, experience, access, or background, there’s a game for everyone. Gaming is disproportionately popular among people of color. The average gamer has been playing for 13 years. Women aged 18 or older represent a significantly greater portion of the game-playing population than men aged 18 younger.
Retention is not Salary!
Studies show that a worker’s intent to stay at a job is only peripherally linked to their paycheck. Intent to stay is driven by social support structures: a worker’s relationships with their manager and co-workers, external validation, and the cohesiveness of their team.
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