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// Public Gaming International // March/April 2015
Paul Jason, PGRI:
Scientific Games now
includes Bally Technologies, WMS Industries
and SHFL entertainment. It is quite impres-
sive to see the combined companies all in one
booth on the ICE exhibit floor. It must be so
exciting for you to see the physical manifesta-
tion of all your work to bring these products
together under one roof, representing the full
range of gaming categories. Almost every type
of game-of-chance that exists is represented
right here in the Scientific Games booth.
Gavin Isaacs:
It’s wonderful. This is
the first time the entire combination of
Scientific Games’ products and services
has been displayed together. The corpo-
rate brand identity—Scientific Games—is
the largest section of our booth and posi-
tioned front and center, making a signifi-
cant impression. Our exhibit showcases
our entire strategic portfolio of gaming and
lottery brands: Bally, WMS, Shuffle Mas-
ter, SG Gaming, Williams, Barcrest and of
course, Scientific Games. The diversity of
our portfolio and our ability to deliver the
Public Gaming
Interviews
Gavin
Isaacs
President and Chief Executive Officer,
Scientific Games Corporation
PGRI Introduction:
When Scientific Games was founded more than 40 years ago, only 13 U.S. states had lotteries and the focus of those lot-
teries was much more on security and administration than on sales and marketing. In 1974, Scientific Games introduced the world to the first
secure instant lottery game. For the past four decades, Scientific Games has served the government-gaming business with technology innovations
and customer-driven leadership. Forty years of growth during a period of great change in consumer behavior and entertainment choices. Gavin
Isaacs, President and CEO, Scientific Games, discusses how and why the next four years will be witness to more change than the previous 40 years
combined. Further, he talks about how Lottery’s resilience to evolve with the market-place will continue to keep it in the leadership position.
Is evolutionary change quickly becoming revolutionary change? Technology often drives rapid change—but not in every situation. The other
side of this maxim is the colossal impact explosion that occurs when the tipping point is reached. Changes have been happening right under
our noses for the last 15 years and now their impact has begun to be realized. Air fares, for instance, are being pegged to a precise assessment
of real-time supply-and-demand conditions. Consumers can determine in seconds the source of the lowest price for the product they want
to buy. Consumers are no longer afraid to switch brands because they can go online and read customer reviews to make sure they are getting
the best brand at the best price. Amazon is becoming the juggernaut merchant of the online world, the go-to web shopping destination for
virtually anything the consumer wants to buy. How are they doing it? By providing a one-stop-shop where the consumer knows they can
get the product they want at a low price and backed-up by good service. Brand equity is more valuable than ever, reconstituted for a modern
consumer whose decision-making process bears little resemblance to that of previous generations of consumers. The modern consumer is
fully informed, deftly assesses value, and migrates to the merchant that delivers the best value (i.e. best combination of quality, price, buying
experience, etc.). This is generally true in most economic sectors.
Navigating a path for multi-billion dollar government-gaming operators also requires a keen appreciation and respect for the market-drivers that
created this business in the first place. It is in this landscape of changing consumer markets that Scientific Games strategically acquired WMS
in 2013 and Bally Technologies in 2014 to create a diversified family of products and services that enables its customers to succeed in a gaming
marketplace rich with potential for government-gaming operators. At the ICETotally Gaming 2015 show held recently in London, Gavin Isaacs
answered questions about consumers, game content, gaming channels and what success looks like in the years ahead.
The Next Four Years vs. the Last 40 Years
