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// PUBLIC GAMING INTERNATIONAL // May/June 2016
A Refreshed Product Portfolio and
Retailer Base Leads to Skyrocketing
Instant Ticket Sales in Poland
Totalizator Sportowy and IGT worked together to leverage IGT’s Six Pillars of Instant
Ticket Success to rebrand and rebuild the Lottery’s instant ticket product offering and
retailer base in Poland, driving sales to heights TS had never previously seen
As the world’s leading lottery supplier, the global leader in lottery
management contracts, and the operator of the world’s largest
instants program – Gratta e Vinci, in Italy – IGT has accumulated
a wide range of experience helping its customers grow their instant
ticket businesses through the years. This work has allowed IGT to
identify six key success factors for instant ticket sales growth.
One customer IGT worked with to implement growth strategies
across some of these pillars is Totalizator Sportowy, the Lottery
operator in Poland.
Situation
In 2006, Totalizator Sportowy’s (TS) instant ticket sales had fallen
for the third consecutive year. Sales had been fairly consistent
during the beginning of millennium, but in 2004, began to descend
at a worrisome rate. By 2006, instant ticket sales had fallen to 56
million PLN, or 60% less than 2003 sales levels. As sales continued
to drop sharply, TS partnered with IGT to institute a retailer
development strategy to turn around that trend.
The Strategy
TS worked with IGT to develop a plan to counter this sales decline.
The first was a disciplined product strategy to develop new games
and play styles while also introducing higher price point games. In
addition, TS and IGT developed a plan to breathe new life into the
instant ticket retailer network through:
•
Retailer expansion.
•
Introduction of Lottery vending machines.
•
Retailer optimization.
•
Rebranding and redesign of point of sale area.
Product Portfolio Modifications
TS worked with IGT to implement a range of initiatives to put a
better product in the hands of its players. These initiatives included:
•
Increasing price points strategically from 1 and 2 zloty games
to 3, 5, 10 and 20 zloty games. This introduction was done
strategically, as each price point introduction was established
before another was introduced.
•
Launching extended play games across multiple price points
including 3, 5 and 10 zloty.
•
Launching families of games including Win for Life, Cash,
Multiplier, and Good Life.
•
Increasing game launch cycles.
•
Optimizing prize structures based on key industry metrics and
differentiated payouts by price points.
•
Optimizing game plans with varied themes and play
mechanics.
•
Improving the planning process by planning games early
enough for regulatory approval and printing production
logistics to create and maintain an 18-month rolling plan.
These initiatives were also implemented with logistical
considerations such as adjustments to print quantities, to be certain
of timely sell-through and inventory control. As these changes
were made to the product and logistics, a tremendous amount of
work was being done on the retailer side as well.