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July/August 2016 // PUBLIC GAMING INTERNATIONAL //

51

“With FutureGame, we have totally transformed the innovation

process. IGT’s ultimate goal is to deliver a superior value proposition

for our customers’ specific markets around the world, wherever

they operate,” said Francesco Parola, VP Global Lottery Product

Development at IGT.

The process is divided into three logical cornerstones (diagnostics,

ideation, and verification) and begins with a thorough assessment

of existing games and portfolios in combination with ethnographic

insights of customer behavior at retail. This enables IGT to better

understand the perspective of the consumer using a “behind-the-

counter” experience. This information is then used in conjunction with

third-party consumer retail trends to get a deeper knowledge of the

value consumers expect from any product or service.

In terms of ideation, any top-rated brainstorming technique is

encouraged to facilitate a freewheeling way to be creative. On the other

hand, the effort is to combine imagination with viability and handle the

creativity with feasibility. Finally, players are primarily consumers, not just

lottery players. Any alternate form of entertainment they might choose

instead of a lottery ticket should be benchmarked against any idea.

One of the most

innovative steps of

FutureGame includes

an exploration of 32

essential

attributes

of a game from four

important viewpoints –

the Game Designer, the

Marketer, the Retailer,

and the Player – to

facilitate the verification

through

an

index

system and shortlist the

best ideas. Once new

game concepts are constructed, these attributes are used to evaluate

game concepts during consumer beta testing, mirroring lab results and

securing accuracy, precision, and credibility. This rigorous evaluation

helps verify both market sustainability and performance expectations

prior to research and before products go to market. Lab results are

sometimes surprisingly close to market expectations. Other times they

are not, and we rely on the beta consumers to provide the right insight

to finalize a better product.

Putting New Products to the Test

The proof is in the pudding. Will the research provide outcomes that

ensure games are profitable, easy-to-market, fast-to-sell, and can be easily

purchased through a more emotional connection with the consumer?

“Ideally, after multiple rounds of favorable qualitative and quantitative

consumer research and testing, it would seem reasonable that a product

may be ready for the marketplace,” said Gerard Caro, Senior Director,

Market Research. “Unfortunately, as we have all learned on our path to

innovation, research doesn’t always tell us the full story of how a game

will perform when it goes to market.”

Game prototypes are created before the final steps of development

in the FutureGame process to test previous consumer research.

Testing these prototypes provides the opportunity for consumers

to actually “experience” the product, as well as for us to better

understand the emotional drivers of consumer behavior. People can

and will change their minds, an outcome that research alone cannot

determine. FutureGame also includes a new “Extended Play” research

methodology, putting the most successful concepts from consumer

testing through yet another market “reality” test.

Extended Play research gives consumers a chance to provide insight

based on their actual experience with the product over time. The results of

this final test more closely mimic how a product will perform in the market

by giving players a true gaming experience – including winning and losing.

The bottom line is that the roadmap to innovation is a constant

journey that is not always perfect. A large portion of new ideas do

not reach the expected results.

Shortening the time-to-market of new games is a must. FutureGame

is a six-month ongoing process that focuses on results. “Our goal is

to create relevant products on a regular basis. Of course, customers

come first. We are very flexible and happy to comply with the specific

timelines of our lottery partners. We welcome our customers into the

process, working together from the very first step.” Parola said.

“It’s time for the lottery industry to step up in the way it innovates and

risk more!” said Parola. With the FutureGame process, IGT works

together with its lottery partners to invent new gaming concepts that

are relevant to specific markets and thoroughly vetted to ensure go-to

market success. FutureGame creates a win-win situation. Consumers

have a new and more engaging connection to lottery products, and

lotteries around the country achieve their number one priority –

increasing profits to the good causes they serve.

32

Attributes

Game

Designer

Marketing

Player

Retailer

“With FutureGame, we have totally transformed the

innovation process. IGT’s ultimate goal is to deliver a

superior value proposition for our customers’ specific

markets around the world, wherever they operate”

– Francesco Parola, VP Global Lottery Product

“With FutureGame, we have totally transformed the innovation

process. IGT’s ultimate goal is to deliver a superior value proposition

for our customers’ specific markets around the world, wherever

they operate,” said Francesco Parola, VP Global Lottery Product

Development at IGT.

The process is divided into three logical cornerstones (diagnostics,

ideation, and verification) and begins with a thorough assessment

of existing games and portfolios in combination with ethnographic

insights of customer behavior at retail. This enables IGT to better

understand the perspective of the consumer using a “behind-the-

counter” experience. This information is then used in conjunction with

third-party consumer retail trends to get a deeper knowledge of the

value consumers expect from any product or service.

In t rms of ideation, any top-rated brainstorming technique is

encouraged to facilitate a freewheeling way to be creative. On the other

hand, the effort is to combine imagination with viability and handle the

creativity with feasibility. Finally, players are primarily consumers, not just

lottery players. Any alternate form of entertainment they might choose

instead of a lottery ticket should be benchmarked against any idea.

On

the most

innovative steps of

FutureGame includes

an exploration of 32

essential

attributes

of a game from four

important viewpoints –

the Game Designer, the

Marketer, the Retailer,

and the Player – to

facilitate the verification

through

an

index

system and shortlist the

best ideas. Once new

game concepts are constructed, these attributes are used to evaluate

game concepts during consumer beta testing, mirroring lab results and

securing accuracy, precision, and credibility. This rigorous evaluation

helps verify both market sustainability and performance expectations

prior to research and before products go to market. Lab results are

sometimes surprisingly close to market expectations. Other times they

are not, and we rely on the beta consumers to provide the right insight

to finalize a better product.

Putting New Products to the Test

The proof is in the pudding. Will the research provide outcomes that

ensure games are profitable, easy-to-market, fast-to-sell, and can be easily

purchased through a more emotional connection with the consumer?

“Ideally, af e multiple rounds of f vorabl qualita ive and q antitative

consumer research and testing, it would seem reasonable that a product

may be ready for the marketplace,” said Gerard Caro, Senior Director,

Market Research. “Unfortunately, as we have all learned on our path to

innovation, research doesn’t always tell us the full story of how a game

will perform when it goes to market.”

Gam prototypes are created b fore the final steps of development

in the FutureGame process to test previous consumer research.

Testing these prototypes provides the opportunity for consumers

to actually “experience” the product, as well as for us to better

understand the emotional drivers of consumer behavior. People can

and will change their minds, an outcome that research alone cannot

determine. FutureGame also includes a new “Extended Play” research

methodology, putting the most successful concepts from consumer

testing through yet another market “reality” test.

Exte ded Play rese rch gives consumers a chance to provide insight

based on their actual experience with the product over time. The results of

this final test more closely mimic how a product will perform in the market

by giving players a true gaming experience – including winning and losing.

The bottom line is th t the roadmap to innovatio s a constant

journey that is not always perfect. A large portion of new ideas do

not reach the expected results.

Sho t ning the tim - o-market of new games is a must. FutureGame

is a six-month ongoing process that focuses on results. “Our goal is

to create relevant products on a regular basis. Of course, customers

come first. We are very flexible and happy to comply with the specific

timelines of our lottery partners. We welcome our customers into the

process, working together from the very first step.” Parola said.

“It’s time f the l tt ry industry to st p up in he way it innovates and

risk more!” said Parola. With the FutureGame process, IGT works

together with its lottery partners to invent new gaming concepts that

are relevant to specific markets and thoroughly vetted to ensure go-to

market success. FutureGame creates a win-win situation. Consumers

have a new and more engaging connection to lottery products, and

lotteries around the country achieve their number one priority –

increasing profits to the good causes they serve.

32

Attributes

Game

Designer

Marketing

Player

Retailer

“With FutureGame, we have totally transformed the

innovation process. IGT’s ultimate go l i to d liver a

superior value proposition for our customers’ specific

ma kets round the w rld, whe ever they operate”

– Francesco Parola, VP Global Lottery Product