45 / 76
and shared in real time, key objectives remain in focus and the
division of responsibilities among participants is more clearly
defined. More importantly, activities undertaken by each stake-
holder, from the LSR in the field to the regional and executive
managers at the corporate offices, can be factored into dynamic
adjustments made to the responsibilities, tasks and overall focus
of all other stakeholders, in real-time.
Alignment of Field Activities
Providing sales reps and managers the most up to date infor-
mation and focusing LSR efforts on tasks that match the lottery’s
key priorities can achieve more effective retailer visits, and by
extension, increased sales. Additional benefits come from provid-
ing field staff with the ability to record and share retail visit in-
formation and associated activities by recording the information
on a central system in real time. This allows lottery management,
regional managers and corporate account executives to view and
act upon the results of each interaction as it takes place, and to
adjust and align their own schedules and activities accordingly.
Properly aligned, retailer visits can include a wider range of
sales-centric activities such as promotion planning, resolution of
inventory issues, ordering of instant tickets and supplies, retailer
surveys and more. Each activity touches upon areas of responsi-
bility associated with other stakeholders. For example, promo-
tion participation often requires managerial approval, and real-
time operation makes it possible for a LSR to register a retailer
for a promotion, capture and submit all necessary paperwork and
signatures electronically, and receive approval while still at the
store. Similarly, administrative issues, survey responses, score-
based store ranking and other tasks can be addressed at the time
of the visit, with the results immediately reflected system-wide.
This results in higher value field activities, aligned with all stake-
holders and focused on lottery priorities.
Product Alignment
Establishing and maintaining the optimal instant product /
price point mix for each retailer is essential for maximizing sales,
and is an effort that requires the involvement of multiple lottery
operations stakeholders. Likewise, initiatives such as programs
to increase the number of facings and demographically targeted
games can be implemented far more rapidly and with measurably
greater success through a Strategically Aligned approach.
Real-time instant ticket management systems have an excel-
lent track record of ensuring adequate inventory of new and key
games, and in developing an optimized mix of games for each
retailer. Late activations of new games, sub-optimal product mix,
and stock outages have a significant impact on sales. By contrast,
timely activation of new games, real time alignment of facings,
product selection and inventory levels based on ever-changing
demand leads to sales growth and increased profitability.
By accurately recording the number and type of facings in ev-
ery retail location, and providing visibility into the retailer’s order
history, LSRs are able to assess inventory requirements in a more
informed manner and use this information to adjust the retailer’s
product mix and facing counts. Updates made by the LSR be-
come visible to TelSell staff immediately, allowing them to factor
this updated information into their next call. Additional flexibil-
ity provided by tools such as the “Suggested Order” functionality
employed by the Massachusetts Lottery can bring the efforts of
the LSR and the TelSell staff into even closer alignment.
Aligned Performance Improvement
Retail performance has traditionally been measured and evalu-
ated on a periodic basis, typically based on sales reports alone.
But sales reports rarely provide the information or incentive
needed to inspire a sustainable commitment to improvement
from the retailer. When performance-based compensation is in-
volved, alignment of current performance levels with targeted
actions to improve is even more critical. Some lotteries are now
implementing retail performance benchmarking tools as part of
their retail best practices. These serve to align the retailer and
LSR’s collective focus on the key actions that are proven to in-
crease revenues and profits. Instead of relying on sales reports
alone, lotteries can consider every element associated with retail
performance improvement and track progress through regular
performance benchmarking, which includes a wider range of
performance factors such as product knowledge, signage and in-
store merchandising.
January/February 2016 // PUBLIC GAMING INTERNATIONAL //
45
”Strategic alignment” within a lot-
tery retail ecosystem provides all
stakeholders with the exact real-
time information and resources they
need to best achieve the goals and
targets established by the lottery.