41 PUBLIC GAMING INTERNATIONAL • MAY/JUNE 2024 The Future of iLottery: Predictions for 2030 — continued from page 23 Multi-Prong Approach to the Most Time-Efficient Implemention of an Online Selling Channel — continued from page 12 deal with the lottery). We can expect that more of our competitors will follow suit, further encroaching on our own market share. The need to address online lottery play becomes even more apparent in Les Brown’s “attention economy,” when player time and attention are considered the scarcest resources of all. This means that unless U.S. Lotteries learn to effectively capture, manage, and maintain their player’s attention by providing them with online play – they’ll fall hopelessly behind competitors who are providing these online experiences. This includes developing innovative marketing and sales strategies to attract and retain iLottery players and create opportunities to cross sell iGaming, sports betting, and competing products, or risk losing our player base to our competitors. Moti also believes that lotteries should not just assume that if they build it, players will come to play iLottery. If players have already churned to our competitors to buy iLottery products, it will be significantly more challenging to lure them back. Additionally, costs will exponentially increase to remarket to churned players, highlighting the need to own our players now, and cater to our U.S. customer’s desire for online Lottery play. As we walk towards our shared future, proactive creativity and collaboration will be key to the (i)Lottery industry's success in 2030. By pooling our resources and sharing best practices, lotteries can effectively educate legislators and underscore iLottery’s contributions to worthy causes, to successfully combat our competitor’s growing legislative opposition. This collective approach will be essential, and we must own our players end-to-end and win their loyalty in the wake of this new competition, or ultimately risk losing our market share and our player base. n and marketing perspective. We see these digital assets that we have included and developed also as tools of increasing our presence and footprint in the Romanian society. We are staying focused on one of our most important missions – that of being an actively involved actor in society. For instance, our in-house-developed platform and the partner apps include educational resources about responsible gaming practices, ensuring that players are informed and promoting a healthy approach to lottery participation. And we are constantly learning from our 3rd party app partners in ways that enhance our in-house capabilities. We are also keeping our level of involvement in CSR actions at a peak performance as we are committed to creating a positive impact in society. What is the next frontier you are working on now? Ionuț Valeriu Andrei: The next step is to launch the native in-house developed App. This year I want fo finish our analysis of the online casino and sports betting platform and if possible by the end of Q3 to be able to launch an RFP. We have an important duty to continuously enhance our clients’ user experience and to improve our RG policies. Our extraordinary interaction within the EL and WLA team is as well a top priority for us and we want to contribute as much as possible to the benefit of our associations. This year we are proud to host in Bucharest EL Corporate University (ELCU) INDUCTION seminar, and we are thrilled to welcome all profossionals from EL Lottery and Associate Members. n Ryan said, “Take time to really understand people and their why. Spend more time listening than speaking and make sure you appreciate and respect where people are, what they’re thinking and feeling.” Jay agreed, “Get out of your office and communicate, call some teams up out of the blue, be present when you talk to people. Ask people what’s motivating them and what’s discouraging them right now. I’m usually surprised by the answers. Even if you don’t have the remedy for their concerns, you will find that they appreciate your willingness to listen, acknowledge their concerns, and think about how to work on improving things. Doug offered a practical example of enabling authentic conversations. “After our annual staff survey, I meet with staff in groups but without their supervisors. You would be amazed at what people will say when their supervisor isn’t there. Amazing value comes from them feeling heard and being able to talk to me directly, and we use what they say to create actions.” Concluding the discussion, Matt shared his commitment to “spending five good minutes each day thinking, ‘How can I engage with and thank a team member.’ Just five good minutes, and always let them know that you were thinking about them. I can personally attest to the power of that, and I’ve seen the impact it has on a team when you really understand their why and awaken that thankfulness. You’re going to be a better leader, and your team’s going to be more productive because that sense of belonging and connection will help them thrive.” n
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