Public Gaming November/December 2020

23 PUBLIC GAMING INTERNATIONAL • NOVEMBER/DECEMBER 2020 All our projects have a customer lens because as a digital channel, we have to be customer focused. We are not a physical person having a conversation or engaging with a customer, so we can't design technol- ogy for the sake of it; we need to design it for people to use. Over seven million Australians use our range of channels, and we need to ensure our projects align to ensure they have the best digital experience possible. One of our customer-focused projects was introducing PayPal as a payment method in our online channels in early April of 2020. Customers wanted more choice in the way they pay, with PayPal being a highly requested option by customers. PayPal now represents around 10% of total online deposits, with over 60% of PayPal connections and deposits occurring within e Lott Apps. Customers have been delighted to have more choice in the way they pay, and we’ve also seen a small but steady reactivation of customers who had ceased using our channels due to not having PayPal available. Another successful customer-focused project we implemented in FY20 was expanding our team’s ability to optimise our existing digital experiences. By intro- ducing team members who are dedicated to optimising our selling touchpoints through A/B testing, we have been able to realise millions in revenue per annum, just through streamlining the customer journey of existing website and app tra c. It really shows that small changes can make a big di erence! By changing a button here or there, or making something on the website a di erent colour, you can completely change the outcome of what customer is trying to do. It also means we can be more data-driven about decisions we make regarding our projects. e team focuses on ensuring we are making the right enhancements to the website and app, spending the right investment in time and funding, and we use the data to make the best decisions to run a campaign. It's been a huge focus for us in FY20, and it will continue to be our focus in FY21. What is your strategy for planning what projects you will focus on in the coming financial year? We identify one landmark project to work on and then identify several other key areas to focus on. ese areas can be anything from customer experience to compliance and security. Running a digital business carries risk, so we must balance ensuring we keep our customers safe and protected. While at the same time, providing a reliable, easy to use and fun experience. e customers, what they want to see, and their feedback is at the core of what we do, and this helps us decide which enhance- ment projects to work on. Each nancial year we ensure there is funding available for us to continually evolve the customer experience through the website and apps. We don't want the channels to become stale. We also make sure we liaise with our Customer Care Contact Centre to see what roadblocks customers are experiencing and any other insights we get from our marketing teams. Looking forward to FY21, what are the three major projects you hope to achieve in the next financial year? e Lott is launching a new brand identity this year, so our major focus is to continue to roll that out across the digital platforms. We have been a caretaker for e Lott brand since it was launched digitally in 2016, so we understand how important it is that the brand comes to life in our channels. Overall, our focus is to continue to bring the digital and retail customer experience closer together supporting each other. In addition to the website and the app, we have expanded our focus to include our in-store terminals. We see the launch of the brand identity as a chance to align our look and feel and give e Lott a real breath of life. Another project we are hoping to launch this year is store syndicates online as currently, players can only play syndicates in store. It will be our rst toe in the water since we launched Syndimate in 2018. When it launched, it was a tool to help private syndicate leaders to organise syndicates and nd the best value entry and conveniently purchase in-store printing syndicate shares for all members of the syndicate. We've seen huge adoption of this tool, and last year 4% of syndicate revenue was made through Syndimate. Creating store syndicates online is a great next step as it gives online players access to more chances to win but also allows our retailers to sell their syndicate o erings online. Where do you see the focus of digital channels and customer experience of The Lott heading in the next few years? Now that we have established our digital channels, we are focusing more on how to increase the experiential part of our services, which is why we hope to launch our voice app as a trial later in the year. is voice app will be across the Alexa and Google Assistant applications. We are excited by this as it will be information focused, which will help our customers if they have a winning ticket. We think lotteries is the perfect way for people to engage with their voice-based assistants regularly. As part of our goal to create a more experi- ential online experience for our customers, we want to reinvigorate our lottery draw experience. As a business that sells anticipa- tion and excitement, we need to maximise the glow of the actual event that creates winners. “By changing a button here or there, or making something on the website a different colour, you can completely change the outcome of what the customer is trying to do.”