29 PUBLIC GAMING INTERNATIONAL • JULY/AUGUST 2025 Paul Jason: Do you try to preserve a product mix that drives growth in draw-based games? Or does the product mix not matter that much as long as net funds to good causes continues to increase every year? Absolutely: Maintaining a healthy product mix—with targeted strategies for Draw game growth—is key to sustainable growth. While our overarching goal is to maximize funding for education, we know that a balanced, engaging portfolio helps drive consistent participation across a broad player base. This approach helps stabilize revenue during non-jackpot periods and mitigates the impact of payout variance. That’s why Florida has made strategic, sustained investment in strengthening our Draw game lineup. Over the past decade— particularly since the first billion-dollar jackpot—we’ve taken deliberate steps to reduce jackpot dependency and build long-term resilience in this category. That includes: • Rebranding and optimizing in-state games • Launching new offerings such as PICK 2, PICK 5, CASH POP, and CASH4LIFE • Introducing add-on features to increase play flexibility • Adjusting draw times to expand access • Adding midday and additional weekly draws • Running targeted promotions to drive engagement This approach has helped us maintain momentum in the Draw category, even during periods of low jackpots, ensuring stable revenues and continued contributions to Florida’s students. Do players want a range of price points in the draw games like they do in the Scratch-Off games? We’ve seen that price sensitivity varies significantly between product categories. Regarding draw games, while there was reluctant acceptance from casual players following previous price increases from $1 to $2, the jump to $5 has alienated a larger group of players, including core players, resulting in a 40% drop in transactions. That’s why we remain committed to preserving a full range of price points in both Draw and Scratch-Off games. In Scratch, for example, we’ve observed a more natural migration to higher price points. Players are often drawn to the stronger value proposition: better odds, bigger prizes, and a more immersive experience. This shift happens organically, not because we’ve removed lower-priced options, but because players see the benefit. Ultimately, choice matters. Providing options across the pricing spectrum helps keep the Lottery accessible while encouraging gradual engagement with higher-tier products. Are Lottery Vending Machines the wave of the future or are we seeing retailers develop new ways to serve the consumer? Self-service is absolutely growing, and Lottery Vending Machines are a big part of that trend—generating over 13.5% of total sales last year. They also play a strategic role by extending our footprint across Florida’s busy retail landscape, increasing both visibility and accessibility, especially in high-traffic locations. But convenience should never come at the cost of the customer experience. Take for example, a recent visit I made to a store that had completely eliminated staffed checkouts. Trying to navigate a self-checkout system with a cart full of construction materials wasn’t only inefficient but also frustrating. It reminded me that technology should enhance service, not replace it entirely. Lottery is no different. Our market research consistently shows that while some players enjoy the speed of self-service, many still prefer the personal connection and assistance that come with traditional counter sales. In fact, retailers that offer both tend to outperform those that go all-in on automation. Self-service is here to stay, but our strategy is to integrate it thoughtfully, enhancing the customer journey without removing the human element that drives long-term loyalty and trust. How effective is your Lottery Sales Performance Incentive Plan? Describe it, how you got approval to implement it, and how well it is working? Our sales incentive plan has been a tremendous success. From the start, we designed it to be a shared success story—for our sales reps, our retailers, and ultimately for Florida students, families and communities. It rewards performance, encourages innovation, and aligns everyone’s efforts toward a common goal: increasing revenue to fund education in Florida. In that sense, the program truly pays for itself. When I joined the Lottery in 2020, launching a performance-based incentive program was one of my top priorities. As someone with a background in sales, I’ve always believed in the principle that you have to invest in growth to achieve it. It required close collaboration with the Governor’s Office, our state legislators, and their staff to bring the program to life—and their support was instrumental in getting it across the finish line. Since implementation, we’ve seen measurable and meaningful results: • Scratch-Off sales are exceeding early projections • New game activation rates are strong from day one • Float percentages remain low • Retailer recruitment is reaching record highs statewide The beauty of this model is that is doesn’t just generate more revenue—it creates momentum. It motivates teams, fosters accountability, and builds a culture of continuous improvement. We’re committed to building on this momentum by refining and expanding the incentive plan in the years ahead. As always, our focus is on delivering a positive return on investment and making data-driven decisions that support our mission to fund education in Florida. n Q & A with Secretary John Davis and the Florida Lottery Team continued from page 20
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