Public Gaming November/December 2020

45 PUBLIC GAMING INTERNATIONAL • NOVEMBER/DECEMBER 2020 Digitization of Retail Roundtable continued from page 18 For Intralot, these types of discussions are now happening at hyper-speed. While lotteries are busy in the trenches working on retailer issues, they are looking to the vendors to concentrate on the “big picture” issues. “ e technology is there, now we have to make sure it gets to the players and that they understand how to use it and trust it,” said Nick. “As more parts of our economy continue to build their online presence, from banking to shopping, we will see acceptance of lottery technology rise among our players. It might continue to be small for some players – QR codes and registering for player clubs. But that is how we can grow the digital footprint for customers. As people feel more con dent in the safety and security of our technology, the acceptance and use of this technology will grow.” Of course, there is a “middle road” between in-store sales of lottery products and iLottery and that is the courier or concierge services which have been adopted in some states, including Texas. Gary said that while the adoption of this trend has been slow, it is here to stay. “What we have seen over the past few years with couriers just partially cracks the surface of the potential of these types of services,” Gary said. “It is really about how can we most easily get our products into the hands of our players. Selling over the internet and mobile apps through outside services is another tool in our toolbox.” Michelle Carney said that IGT has spent much time studying digital adoption by players and what this means for the future of lottery sales. Mobile certainly leads the way, in most estimations. “More than ever, mobile is the channel that will be the technology future for all commerce, including lottery,” said Michelle. “At IGT, we deploy 11 mobile apps in the United States with varying degrees of functionality, from pure basic convenience to full iLottery. Each lottery enables di erent features, some allowing players to choose their preferences, others rolling out digital roadmaps. “At IGT, we use the data collected from these mobile apps to inform our current and future e orts. Certainly, using an app to purchase tickets is high on the list of player demands. In Texas, we also use the app to provide mobile coupons, and the consumer reaction has been very positive. We feel that is a great opportunity for future customer engagement.” Of course, any discussion about moving forward with technological advancement has to include an important topic – budget. With states seeing lower revenue across their agencies, lotteries have to balance their spending against the nancial restric- tions they are facing. Max said he and his Carmanah colleagues recognize the nancial pressure lotteries are facing but think that stressing the safety that technological advancements o er might help advance their causes. “We’re working on technology that allows for in-store signs that are easily read before players get into the store,” he said. “ is lowers the time-in-store for players. So the lottery spends money on technology that improves the shopping experience AND increases the safety of retailer personnel and lottery customers.” Nick said that he sees three areas where lotteries might want to consider investing their budgets. “We think vending machines are a critical component of the channel mix for lotteries,” he said. “Second, lotteries need to look at sales automation tools, making sure that the sales representa- tives can do their jobs better, quicker and safer. “And third, as others have discussed, is improving the mobile experience, retailer portal, web sites. Lotteries have to o er the same digital experience that players nd with Amazon and other online retailers.” Pollard Banknote’s Jennifer Westbury said retail is where we must focus. “Lotteries must expand their retail footprint. We need to fast-track our work with the Costcos, Dollar Generals, the stores that are located across multiple states and who we know are interested in o ering lottery. “And as hard it is in these unsettled times, lotteries must develop a roadmap. is will help lotteries decide where to put their limited resources. And this roadmap must include digital. Where does a lottery want to go with its digital footprint? e answer to this question will be critical for lotteries to answer.” Michelle Carney said that IGT has focused investments on creating tools to advance the player journey and help lotteries use their resources to make lottery easier to buy and a better experience for players. “Obviously each state’s investment will be unique to that particular lottery,” she said. “But in some way, all lotteries have the same need to deploy technology that expands points of distribution and evolves the player purchasing experience. Adding features such as mobile play slips, digital tickets, various cashless payment and redemption options is important, as is making sure the technology is user-friendly when deployed, so players can easily download, register, and use it. “Lotteries need to make decisions based on what’s best for their jurisdiction and what’s happening within their state. But we see from the insights we collect that all lotteries are dealing with the same types of issues. In the end, we move forward as an industry by working together – vendors and lotteries – to improve the player experience and make the purchase of our product as safe and simple as possible.” n “More than ever, mobile is the channel that will be the technology future for all commerce, including lottery”