Public Gaming Magazine November-December 2015

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ate a return on investment (ROI). There
is no tradeoff because the two go hand-
in-hand—a happy customer is good for
business. In my experience customers are
willing to pay a reasonable premium for
quality products and exceptional service.
Recognizing this additional investment
will bear dividends in many areas of their
enterprise. That’s why IGT never compro-
mises on product quality and service. With
respect to the cost-value equation, IGT’s
interests remain completely aligned with
those of our lottery customers.
How has the merger made legacy GTECH
better? How has it improved performance
with the result of producing better results for
your Lottery operator customers?
J. Gendron: Everybody at IGT is excited
about the merging of the two market lead-
ers because we see the benefits that accrue
to our customers. I’m sure there was some
angst during the period of transition fol-
lowing legacy GTECH’s announcement of
its merger with IGT. It is natural for people,
both within IGT and among our custom-
ers, to be concerned about how the merger
would affect them. Now that the strengths
and synergies of the merger have become so
evident to everyone, we are all embracing
the new operating structure. The focus on
delivering value and superior service to the
customer has never been higher.
The logic of the merger is pretty simple.
Over the past number of years, the distinc-
tions between lottery and other gaming
categories have blurred. Treating them sep-
arately no longer serves the best interests
of our customers operating in the different
gaming categories. Our lottery customers
are already benefiting by the integration
of game content and development, brand
licensing and technological assets, and
strategic marketing capabilities that have
come over from legacy IGT. The structure
of the new Company is now designed to
combine the resources, technologies, and
skill sets with the broadest global base of
market and game development intelli-
gence. These capabilities are all being ap-
plied to position our lottery customers for
long-term success.
The marketplace is changing. It is our
job to ensure that our government-gam-
ing customers grow. Harnessing all the
capabilities of IGT—central system tech-
nologies, innovative game content, social
gaming expertise, global consumer and re-
tailer insights, as well as the broad range
of assets migrating from iGaming, mobile,
Jay Gendron Interview … continued from page 10