277 Top Tips and Terrific Tactics from PGRI Nashville

Today, I had the privilege of attending the PGRI Conference in Nashville, where lottery leaders and industry experts gathered to tackle the most significant challenges and opportunities facing our sector.

The conversations were rich with insight.

I’ve distilled the most valuable takeaways into 181 practical pointers you can apply to your lottery marketing.

 

277 Tips. Let’s Go!

Paul Jason, CEO, PGRI

• Lottery faces real competition from other games of chance – but its appeal remains enduring despite disruptive forces.
• The industry is split on positioning – some believe lottery’s core proposition is solid, while others argue we need fundamental repositioning for today’s market.

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Lottery Starts with the Player, Not the Platform

Richard Bateson, Chief Executive Officer, Intralot Inc.

• Lottery faces an existential threat from iGaming, sports betting, and competitors we couldn’t have imagined a decade ago.
• Players don’t think about “iLottery” – they think about lottery through a device, just like consumers think about McDonald’s, not McDelivery.
• 75% of consumers expect consistent experiences across touchpoints (Deloitte study), and 60% will abandon brands that feel disjointed.
• Demand seamless experiences from your vendors – shift your mindset from “What can our platform do?” to “What does our player want and need?”
• Friction isn’t the enemy – the goal isn’t completely frictionless play, but adding sufficient friction to create an optimal experience.
• Let data inform decision-making to build experiences that are convenient, relevant, and engaging.
• Look to banking for inspiration – financial services are far more advanced than 10 years ago at unifying customer data through orchestration layers.
• Create a seamless player experience by unifying player data across all touchpoints.

The Payment Revolution That Will Redefine Lottery: From Cash to Connection

Kasia Cahill, Vice President Lottery Product Management, Brightstar Lottery

 

• The future looks like Whole Foods checkout – no lines, no payment slip, no cash involved.
• Voice technology will enable “the usual, please” purchases – AI-controlled ordering is coming to lottery.
• Payments have become strategic – they’re no longer the least exciting part of the lottery business.
• Over 200 million Americans use digital wallets monthly – and digital payment adoption has doubled in five years.
• 72% of Americans still carry cash – but mostly for small purchases, and younger generations are living cashless.
• 57% of lottery transactions are still cash-only – yet frequent players are leading adoption of digital wallets and biometrics.
• 40% believe cash will be obsolete within a decade – and 6 in 10 would use a lottery wallet.
• AI will transform payments by predicting when players want to play and identifying risk patterns, making transactions smarter and safer.
• Future growth comes from modernization – not just new games and channels, but how easy it is to interact with lottery

Winning the Omni-Game Player

Mike Cardell, Senior Vice President Americas Systems, Scientific Games & Laura Higgins, Vice President Customer Success & Digital Strategy, Scientific Games

 

• Omni-game players have a different kind of loyalty – it’s not brand-focused, it’s engagement-focused. The experience matters most.
• Ask players what they want, then watch what they do – market research reveals that players say one thing but can behave differently.
• Get data from the right place – not all player data is equally valuable or actionable.
• Players expect personalized experiences and crave entertainment – variety, surprises, and new mechanics.
• Deliver omni-channel experiences across digital and retail – seamless integration is essential.
• Access and convenience are table stakes – they’re the minimum requirement, not a differentiator.
• Cashless payments, mobile wallets, and pre-ordering are key to meeting modern player expectations.
• Use data to inform cross-sells with personalized offers – promotion and engagement must be tailored.
• Align your tone and messaging across all channels – consistency builds trust and recognition.
• The next generation of players are digital first, and digital only – plan accordingly.
• Apps drive customers to stores, then keep them engaged digitally – the relationship works both ways, even in states without iLottery.
• Players don’t necessarily need more games – they want relevance and ease.
• Players expect you to know about them and want recommendations based on their preferences and behavior.

Elevating Lottery in a Crowded Digital Market

Mike Pollard, Senior Manager Digital Sales, Pollard Banknote

 

• The gaming competition has changed dramatically from just a year ago – online casino, sports betting, and prediction markets are all competing for attention.
• Prediction markets facilitate peer-to-peer bets and are governed by financial regulators, not gaming authorities.
• Prediction markets aren’t confined to traditional topics – they cover everything from “Will Taylor Swift get engaged?” to political statements.
• Trust and integrity are where competitors fall short – this is lottery’s competitive advantage.
• Sports betting handle increased from 6% in 2018 to 12% in 2025 – driven by promoting parlay bets with higher hold.
• Sports betting firms are less transparent than lotteries – use this as a differentiator.
• Powerball has the most powerful brand – 50% of adults bought a ticket within the past year.
• Player loyalty programs are key to maintaining competitive advantage.
• Apps must provide great experiences, especially for VIPs – in Canada, players use grey market apps because they offer better experiences than official apps.
• Make responsibility a design principle – build it into your products from the ground up, not as an afterthought.

New Directions

How Might Lottery Gaming Change Over the Next Five Years? Panel Discussion – Sarah Taylor (Hoosier Lottery, Moderator), Michelle Carney (Brightstar Lottery), Lester Elder (Missouri Lottery), Julin Shaw (DraftKings), Rich Wheeler (Intralot)

 

• The user journey is no longer linear – consumers multitask and want consistency wherever they join the journey.
• Stop assuming customer journeys start on your website – we’re relying on players finding us instead of going to where they already are in their digital lives.
• Reward players with richer, more varied incentives – move beyond standard cash prizes to include experiences, exclusive access, and personalized rewards that create memorable moments.
• Use forensic funnel analysis to plug the leaks – operators can now pinpoint exactly where players drop out of the purchase journey, enabling you to fix friction points and recover lost sales.
• Ensure AI use doesn’t erode player trust – accuracy is essential when deploying artificial intelligence.
• Market to where players are – whether that’s the gas station or their phone. Facebook has a different player base than Snapchat. Fewer people are watching TV.
• Grey machines are everywhere – and they’re a significant problem for regulated lottery.
• Build an ecosystem like hospitality brands do – think Marriott vs. Hilton, Uber vs. Lyft. They use notifications, offers, and bonus points to keep customers engaged. Often, competing brands even work together (Hilton partners with Lyft; Marriott with Uber).
• Develop multi-state campaigns combined with good causes – it’s a great differentiator that competitors can’t match.
• You can’t compete with $1,000 sign-up offers from sportsbooks – but trust is a differentiator. Continue to balance commerciality with purpose.
• 68% of online players trust lottery vs. 60% for DraftKings – leverage this advantage.
• The NFL betting scandal is a stain on sports betting – lottery is different and should emphasize its integrity.
• Missouri’s brand campaign highlighted millionaires created and money donated to good causes – messaging that doesn’t happen in sports betting or casino.
• Jackpot growth combined with increased scratch-off prizes has fueled recent growth – but that trajectory can’t continue indefinitely.
• Two certainties: players play for fun and like simplicity – the core categories of games don’t change much, perhaps with the addition of fast play.
• Future opportunities will come from distribution – how easily can a player add a game to their basket? Think in-lane purchasing with biometrics.
• Question whether younger people are entertained by picking numbers and waiting two days – how does the entertainment and product need to evolve?
• Emphasize experiences as prizes – Insta-worthy moments and brand partnerships that people want to post on social media.
• Not every lottery can run eInstants – but explore how to extend games into digital arenas and collaborate with influencers on social platforms.
• “Peacocking” tickets works – making them fancier with color and glitter attracts attention.
• Courier scratch is now in six states – expanding distribution channels beyond traditional retail.
• Fast-play games are the fastest growing lottery category – up 29% this year.
• Use market research to understand who’s playing what game – learn what they like and how games might evolve in subsequent versions.
• Digital offers the opportunity to de-anonymize play – making online safer for players than offline. Your grandmother could spend three months’ income on lottery tickets at her local store with no process to stop or challenge her. That’s preventable online.

The Future of MUSL

Panel Discussion – Matt Strawn (Iowa Lottery, Moderator), Bret Toyne (MUSL), Lorne Weil (Inspired Entertainment), David Barden (New Mexico Lottery), Mary Harville (Kentucky Lottery), Adam Prock (Minnesota Lottery), Drew Svitko (Pennsylvania Lottery)

MUSL (Multi-State Lottery Association) manages Powerball and other multi-state lottery games, coordinating operations across participating jurisdictions.

 

• MUSL is at an inflexion point, managing a huge global brand – Powerball’s scale creates both opportunities and responsibilities.
• Millionaire for Life launches February 2026 – $1 million a year for life at a $5 price point, rolling out across 33 jurisdictions.
• Build a portfolio of games, not just one tentpole – these games pick up sales during the troughs between Powerball jackpot peaks.
• Don’t fear the $5 price point – despite trepidation, research shows it won’t deter purchasers when the value proposition is strong.
• Collaboration accelerates timelines – lotteries donated marketing staff and research resources to hit ambitious launch deadlines.
• The Powerball XXXs and OOOs NFL game is coming – a partnership with one of the few brands with recognition comparable to Powerball.
• Minnesota already has an NFL relationship at the local level (Vikings) – the national Powerball-NFL partnership builds on proven approaches like the NASCAR collaboration.
• Around 150 million people will have access to the NFL game – that’s the population of participating jurisdictions where tickets will be available.
• Powerball has 85% recognition among adults – the NFL is one of the few brands with similar recognition levels.
• Research showed partnerships with relevant brands are desirable across all age groups engaged with the NFL.
• Extend the brand to NFL fans who aren’t lottery-first – and yes, Taylor Swift fans too.
• Prizes range from smaller wins to experiences you can’t buy – including Super Bowl tickets and unique experiences like helping make a pick for the local team.
• Other brands are watching how Powerball works with the NFL – success here opens doors to partnerships with other major brands.

The Powerball App

 

• The Powerball app launches mid-August 2026 – timed to coincide with the XXXs and OOOs NFL game for maximum impact.
• Grey market apps already offer Powerball functionality – the official app is necessary to compete and protect the brand.
• The app enables players to check tickets and win experiential prizes – creating a more engaging player experience.
• The app is designed to interact with local lottery apps, not replace them – it’s an investment in enhancing player experience across the ecosystem.
• 442 million engagements with Powerball.com during the September 2025 jackpot run – demonstrating massive demand for an app experience.
• Is there a national brand that doesn’t have an app? – the answer should be no, and that includes Powerball.
• Legislative problems are why lotteries are slow with digital – not lack of innovation or capability.
• Make experiential prizes easily available – players expect this level of engagement from major brands.

Brand Protection

 

• Bad actors take advantage of the Powerball brand internationally – defending the brand in markets where MUSL doesn’t operate has been challenging. Last week, a European court ruled brand use there was in bad faith after a multi-year legal battle.
• Prediction: Powerball will expand beyond US borders to become the best-known, most valuable lottery brand in the world.

 

Beyond In-Lane: Creating New Channels of Distribution

Simon Butler, Chief Executive Officer, Abacus Lottery Everywhere

 

• Abacus is the only vendor focused entirely on in-lane retail integration – a specialized approach to a critical distribution challenge.
• Retail is changing at a faster pace than ever – ChatGPT lists cashiers among jobs most likely to disappear, driven by advancing technology.
• Customer expectations are higher than before – and consumers expect personalization across all retail experiences.
• Market competition for lottery is growing – making efficient retail operations more critical.
• Retailers tell us lottery is complicated, labor-intensive, costly, and inefficient – making it a low priority for many stores.
• Circle K saw a 30% reduction in lottery sales with the introduction of self-checkout.
• Kroger wants access to lottery data to better understand and serve customers.
• BP America wants to reduce time at the till – making lottery more like other retail products.
• Ramoco Fuels sees better reconciliation as key to reducing time and costs associated with lottery.
• Sheetz says accounting is a real issue – it costs significant time and money.
• Make lottery available through self-checkout, self-scan, mobile, and e-commerce – meeting players where they’re already shopping.
• Expand into curbside pickup and home delivery – additional convenience channels that modern consumers expect.
• ATM operators want to partner – seeing opportunity for cash redemption integration.
• Hospitality won’t accept terminals – but there’s opportunity to sell lottery through integrated solutions in hotels and resorts.
• Dollar stores and quick-serve restaurants are untapped channels – imagine buying a lottery ticket with your Dunkin’ Donuts order, making lottery more integrated and available.

Evolving Draw Based Games in a Digital Era – Introducing Ten4

Ali Beyrer, Product Success Manager, Allwyn North America

Allwyn North America has launched Ten4, a new high-frequency draw game designed to bring more energy and interactivity to the lottery experience. Key features include:

• For the past ten years, purchasing has been digitized, but not the user experience – there’s a critical difference between the two.
• Today’s players want the same energy and interactivity they find elsewhere – static experiences no longer meet expectations.
• Ten4 is a $2 high-frequency draw game – giving players ten draws in a session with draws every two minutes.
• Players select from four numbers: 1, 2, 3, and 4 – simplicity is part of the appeal.
• The goal is building consecutive matches – the more consecutive matches, the larger the prize.
• Ten consecutive matches wins the peak prize – creating clear, achievable win conditions.
• Free-match features extend play – applied to selected tickets, allowing players to continue even after a miss.
• Players can “climb higher” by picking all numbers on draws 1-3 – for those who want to accelerate their gameplay.
• A real-time jackpot leaderboard updates as draws unfold – showing players where they stand during the session.
• The prize structure balances frequent wins with meaningful rewards – it feels rewarding throughout play.
• Overall odds to win the jackpot are 1 in 616,000 – accessible but still exciting.
• 35% of tickets include a free match – building in second chances.
• Average jackpot is $200,000 – a substantial but achievable prize level.
• Ten4 plays identically online and in retail – true omnichannel game design.

Dabbers to Downloads: Understanding the Evolving Player

Tina Wolf, Aristocrat Interactive

Aristocrat Interactive surveyed 26,005 respondents to understand the broader market of entertainment options and how players engage across lottery, casino, and sports betting.

 

• Regulated online gaming revenue has grown 700% in five years – a massive shift in the competitive landscape.
• 45% of respondents have played lottery – establishing the baseline for lottery participation.

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Evolving the Lottery Experience – Digital Journey

 

• The lottery digital journey evolves through three distinct phases:
• Accessibility: Starting from retail-only purchasing, lotteries progress through adding a website, then a mobile app, and finally full e-commerce integration
• Engagement: Building player relationships through registration, ticket checkers, digital play slips, second chance games, online claims, loyalty programs, mobile cash, subscriptions, and draw-based games
• Wagering: Expanding the product portfolio to include instant games, draw-based games online, and potentially third-party game aggregation
• No matter where you are on your digital journey, have your end game in mind – strategic planning requires knowing your destination.

Routine Drives Retail

 

• 41% say “it is part of my routine” – the top reason cross-channel players like in-store purchasing.
• 32% cite “easier to select specific tickets” – the tactile retail experience matters.
• 29% value convenience for retail purchases – proximity and accessibility still drive store visits.
• 28% prefer paying with cash – “I prefer to pay for my lottery tickets with cash.”
• 25% want to support local businesses – community connection drives retail loyalty.

Convenience Drives Online

 

• Convenience dominates online appeal at 90% – “Convenience (Net)” is overwhelmingly why cross-channel players like purchasing online.
• 33% value benefits in online purchases – rewarding digital engagement matters.
• 30% appreciate forward-looking features – innovation attracts players online.
• 27% cite “easy/fast to use” – speed and simplicity drive digital adoption.
• 24% don’t need to leave home/can play from the comfort of home – at-home convenience is a major draw.

New Player

• 6% of online lottery players never bought lottery in-store – they’re entirely new players, representing pure growth that wouldn’t exist without digital channels.
• 94% of online players were playing in-store first – digital adds convenience for existing players while also attracting new ones.

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Weekly Participation

 

• Cross-channel players (those who play both online and in retail) show 58% weekly participation – significantly higher engagement than retail-only players.
• Retail-only players show 32% weekly participation – about 55% of the engagement rate of cross-channel players.
• Cross-channel players are 81% more engaged – offering online options dramatically increases play frequency among players who use both channels.

Age

 

• The 28-43 age group shows the highest cross-channel engagement – 36% play cross-channel compared to 24% retail-only.
• The 44-59 age group is nearly evenly split – 38% play cross-channel vs. 35% retail-only.
• Players 60+ skew heavily toward retail-only – 32% retail-only vs. just 17% cross-channel.
• The 19-27 age group shows minimal engagement overall – just 10% cross-channel and 9% retail-only, the smallest segment.

Sports Betting

 

• Sports betting is motivated by fandom and live action – these are the key drivers for sports betting participation.
• Complexity and market saturation are the main barriers to sports betting – preventing broader adoption.

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iGaming

 

• Convenience and instant rewards motivate iGaming players – immediate gratification drives online casino participation.
• Security concerns and payout skepticism are barriers to iGaming adoption – players worry about safety and whether they’ll actually receive winnings.

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iLottery

 

• Access and simplicity motivate iLottery players – ease of use is the primary driver.
• Awareness and skepticism are the main barriers to iLottery adoption – many potential players either don’t know about it or don’t trust it yet.

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Lottery Retail

 

• Routine and trust motivate lottery retail players – habit and confidence in the established system drive in-store purchases.
• Travel (distance) and cash requirements are barriers to retail lottery – inconvenience prevents some potential players from participating.

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Casino & Horse Racing

 

• Experience and sensory appeal motivate casino and horse racing players – the atmosphere and entertainment value drive participation.
• Travel (distance) and cost are barriers to casino and horse racing – accessibility and expense prevent broader participation.

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Brick and Mortar Lottery

 

• The 18-24 age group represents just 6% of lottery players at brick-and-mortar retail, compared to 9% for slots and 15% for sports betting.
• The 25-44 age group represents 36% of lottery players at retail, compared to 43% for slots and 52% for sports betting.
• The 45-64 age group represents 36% of lottery players at retail, compared to 33% for slots and 28% for sports betting.
• Players 65+ represent 19% of brick-and-mortar lottery players – compared to 16% for slots and just 6% for sports betting.
• Brick-and-mortar lottery and casino players skew significantly older – nearly half are 45 or older, highlighting the age demographic challenge.

Brick and Mortar Lottery Gender Split

 

• Male players represent 51% of lottery, 55% of slots, and 71% of sports bettors at brick-and-mortar locations.
• Female players represent 48% of lottery, 45% of slots, and 29% of sports bettors at brick-and-mortar locations.
• Lottery and slots show relatively balanced gender participation – while sports betting skews heavily male.

Players Explore Gaming Options

• 45% played lottery in person in the past year – the highest participation rate among all physical gaming options.
• 31% played slots in person – the second most popular physical gaming option.
• 14% participated in sports betting and 14% in in-person charitable gaming, tied for third place.
• 9% participated in horse racing in person – the least popular of the physical gaming options surveyed.
• Lottery dominates in-person gaming participation – with nearly half of all respondents playing in the past year.

Women in Lottery Leadership (WiLL) Panel Discussion

Michelle Gillcrist (Ohio Lottery), Courtney Arbour (Texas Department of Licensing and Regulation & Texas Lottery), Wendy Montgomery (Brightstar Lottery)

This inspirational session expanded beyond lottery-specific topics to encompass a broader discussion on leadership and mentoring.

• Lead with respect, regardless of hierarchy – whether the person reports to you or leads you, respectful leadership is essential.
• The ability to say no is powerful – knowing when and how to decline is a critical leadership skill.
• Being the focus of attention is uncomfortable – but being part of a team that delivers is genuinely enjoyable.
• Hard, painful decisions equip you for leadership – difficult choices build the skills you’ll need later.
• Resilience is key, and practice helps – you build resilience through experience and repetition.
• Work-family balance is possible – you can have both career success and family life.
• Finding balance can be a struggle – “mum guilt” is real, but manageable.
• “Lean In” by Sheryl Sandberg and Nell Scovell offers helpful guidance – “I decided to be fine wearing multiple hats” was a key insight from the book.
• Say yes to opportunity when it’s in front of you – it helps build skills and opens doors.
• Mentoring is hugely rewarding – whether formal or informal, it’s a great gift we can give each other.
• Always apply for the job – you don’t have to meet all the criteria in the job description, so put yourself forward.
• Research shows that women rarely apply unless they meet all the criteria, while men are more likely to take a chance. Don’t let this hold you back.
• Reach out and build a network – approach people you’re interested in talking with.
• Help people on your way up and on your way down – you never know what’s coming next.
• Ask yourself: what will I regret? – Doing it, or not doing it?
• Find someone audacious in your life – ask them what they would do in your position.
• You learn from failure – so take the chance.

Key points

 

Day 1 of PGRI delivered what great conferences should: practical insights, provocative questions, and genuine connections.

Three themes stood out:

Player experience trumps platform capability. The technical sophistication of your systems matters far less than whether the experience feels seamless, personalized, and rewarding to your players.

Digital and retail aren’t competitors, they’re collaborators. Cross-channel players are 81% more engaged than retail-only players. The future isn’t digital OR retail; it’s digital AND retail, working together.

Trust is lottery’s superweapon. In a market crowded with $1,000 sign-up bonuses and aggressive sports betting marketing, lottery’s integrity, transparency, and commitment to good causes create differentiation that money can’t buy.

The conversation doesn’t end here. If any of these insights sparked ideas for your lottery, I’d welcome the chance to discuss how we can help you execute on them.

DAY TWO

Engaging the Broadest Cross-Section of Stakeholders

Panel Discussion – Harjinder Shergill Chima (California Lottery, Moderator), Dolly Garfield (South Carolina Lottery), Adam Prock (Minnesota Lottery), Helene Keeley (Delaware Lottery), Brian Rockey (Nebraska Lottery), Alec Thomson (Arizona Lottery)

Lottery directors from six states shared hard-won lessons on building and maintaining relationships with legislators, media, and community stakeholders—the people who shape public perception and secure your license to operate.

 

Building Stakeholder Relationships

• You need constant stakeholder engagement – otherwise, silence gets filled with someone else’s story.
• Encourage your staff to spread the word – get your team out in the community talking about the good work lottery does.
• Community involvement counts – visibility and participation build trust.
• Nebraska holds annual beneficiary briefings – beneficiaries see how the lottery works firsthand, then become advocates on your behalf. The lunch includes a facility tour so visitors understand the operation.
• Briefings also help with crisis management – informed stakeholders become allies when challenges arise.
• Promoting your engagement is as important as the engagement itself – make sure your outreach gets noticed and documented.

 

Working with Legislators

• Delaware invites legislators every year on rotation – most legislators had little understanding of day-to-day lottery operations until they visited. Regular engagement changed that.
• Be persistent in getting legislators involved – they’re busy, but consistent outreach pays off.
• Invite legislators to events they already attend – local community gatherings, football games, concerts. Meet them where they are.
• In South Carolina, the lottery cannot lobby – so invitations where legislators can learn are essential. Frame it as education, not lobbying.
• Share financial comparisons – show how much revenue lottery generates compared to other state income sources. The context can be eye-opening.
• Learn about each legislator’s interests – understand how to communicate effectively with each one. Invest in legislative liaison work.
• The first conversation with a legislator can’t be about asking for something – you have to build the relationship first.

 

Media and Communications

• California created video content explaining their good work – distributed through paid media partnerships to reach stakeholders.
• It’s important lottery gets recognition for scholarships and educational funding – don’t let others take credit for your impact.
• Delaware gives “swag” bags to supporters – then films it and shares the content on social media.
• Frequency is critical – if you’re not telling your story, someone else will fill that void. Check in regularly, even when there’s no major news to report.
• Press releases about winners get great coverage – both with the public and with legislators, who all read the news.
• Newsrooms are understaffed – pre-write the story you want told and include photos. Busy journalists will often print your story as written.
• Get winners and beneficiaries to tell their own stories – if you funded a new polar bear exhibit at the local zoo, let the zoo speak. It’s more authentic than you saying it.
• Delaware runs quarterly media campaigns – California develops different messaging and works with different agencies for different audiences, including targeted Hispanic outreach.
• Have something new to say – find angles that are slightly below the surface, something a bit surprising that makes your story worth covering.
• Tell stories about “lucky” retailers – which stores have sold the most winning tickets? These stories resonate with both media and players.

 

Crisis Communications

• In a crisis, establish your narrative immediately – share your message as concisely and clearly as possible. Radio silence is rarely the right strategy.
• Own the message – pick the right spokesperson to represent you. Have a variety of messengers for different communities you want to reach.
• Get any inaccuracies corrected fast – don’t let misinformation spread unchallenged.

 

General Principles

• Be authentic, be honest, be upfront – and don’t give up when doors don’t open immediately.
• Everybody’s busy, but eventually you’ll get through – call five, six, seven times until you reach them.
• Listen to your stakeholders – communication is a two-way street.
• Don’t be afraid to change – the world is moving fast, and your approach must evolve too.
• Work with integrity – others recognize and respect it, even if they disagree with you on specific issues.

 

Omni Gamers & The Nobel Prize in Economics

Don Silberstein, Senior Vice President Marketing & Business Development, SCA

Drawing on behavioral economics research, including Nobel Prize-winning work, Don explored why people make the purchasing decisions they do—and how lottery can apply these insights.

• People often act first, then rationalize their behavior afterward – like Aesop’s fox who couldn’t reach the grapes and decided they must be sour anyway. A prospective player who buys—or doesn’t buy—a lottery ticket will form their attitude about lottery after their purchase decision, not before. They retrofit their beliefs to match their actions.
• It’s critical to secure the first win – once players win, even a small amount, they rationalize that lottery is worth playing. Their behavior creates their belief.
• People have powerful emotional attachments to assets they already possess – the Nobel Prize-winning research by Kahneman and Tversky showed that fear of loss is stronger than desire for gain. In the famous experiment, people starting with $50 behaved very differently than people starting with $0, even when the expected value was identical.
• Focus on the subset who are naturally excited about the opportunity – don’t try to convince everyone. Find the audience segment that’s genuinely interested in spending money for the chance to win a great prize or experience. Market to them.

 

Lottery Retail Modernization in an Omni-Game World

Panel Discussion – Frank Suarez (Connecticut Lottery, Moderator), Amy Drooker (Pollard Banknote), Jeremy Kyzer (Scientific Games), Tyson Barr (Carmanah Signs)

As retail environments rapidly evolve—with self-checkout, digital screens, and changing consumer expectations—lottery must modernize to remain relevant at the point of sale. This panel explored what’s working now and what’s coming next.

The Retail Landscape Is Changing

• Lottery hasn’t always been fast at modernizing – but acceleration is essential now.
• Many retailers want in-counter integration – embedding lottery into computer screens, digital menu boards, and the overall digital checkout experience.
• Screen space in convenience stores is becoming contested territory – retailers are now selling advertising space on their terminals.
• You must add value to justify your screen space – prove you drive foot traffic into stores to earn your place on those displays.
• Different channels require different approaches – corner stores, Walmart, and gas stations each need tailored strategies, sometimes almost store by store.

Customer Expectations and Loyalty

• Loyalty programs are now expected – players assume they’ll be rewarded for repeat business.
• Use data to understand the customer journey – then collaborate with retailers to ensure you’re aligned on approach and objectives.
• Think omnichannel integration – use screens, offers, and promotions that align with each retailer’s own marketing approach and customer base.

 

The Shift to Self-Service

• Expect a major shift toward in-lane self-service – and an even bigger shift toward reaching consumers before they enter the store.
• How do you fit into curbside pickup and delivery? – consumers increasingly aren’t coming into stores at all.
• In clerk-assisted transactions, make the clerk’s job easy – help consumers understand promotions and make purchase decisions before they reach checkout.
• Reports of self-checkout’s death are exaggerated – 37% of convenience stores are piloting or investigating self-checkout. Expect to see more, not less.

 

Operations and Training

• Consistent training is essential – with high retail staff turnover, lottery must improve at onboarding and training store employees.
• Product development helps fill the lulls between high jackpots – keep players engaged throughout the year, not just during big draws.
• Customize offers to individual stores – understand each location’s demographics to create relevant, targeted campaigns.

 

Digital Tools and Technology

• Try geo-location targeting in digital marketing – with proper measurement, you can prove you’re driving store visits and connect that to in-store purchases.
• Digital signage enables dynamic content – refreshed, timely advertising beats static displays every time.
• QR codes on screens provide valuable data – you learn who’s engaging and how they respond.
• One lottery added 260 menu boards to Circle K stores and saw 12% sales growth – proof that digital investment pays off.
• Menu boards excel at displaying jackpots – whether for in-state games or showing dynamic odds and prize levels.

 

Working with Retailers

• Standardization matters for national retailers – settlements, accounting rules, and reporting need consistency across all jurisdictions.
• Respect clerks’ time with easy transactions – they need confidence that lottery sales will be fast and simple.
• Retailers want out-of-stock alerts – inventory gaps directly hurt sales, and retailers need to know immediately.
• Choose agencies with lottery experience – partners must understand the sector and how to navigate its unique challenges. This work is time-intensive.
• Learn from McDonald’s – they make experiences consistent and seamless while rewarding loyalty. Lottery needs to think about loyalty from both a lottery AND a retail perspective. Become part of the retail ecosystem, not separate from it.
• Remember it’s a three-legged race – the retailer, the vendor, and the lottery all need to work together for success.
• Pennsylvania uses machine learning to recommend games – AI analyzes customers’ purchase history to suggest products they’re likely to enjoy.

 

iLottery 2.0

Panel Discussion – Khalid Jones (Virginia Lottery, Moderator), Shannon DeHaven (Pollard Banknote), Tina Wolf (Aristocrat Interactive), Jason Lisiecki (IWG – Instant Win Gaming), Stephanie Weyant (Pennsylvania Lottery), Andrea Williams (Intralot)

With several states now operating mature iLottery programs, this session explored lessons learned, retail relationships, competitive dynamics, and what success looks like in today’s digital gaming market.

 

The Strategic Imperative

• Lotteries cannot survive without digital offerings – just as Starbucks’ app became central to their business, digital is now essential to lottery.
• Build your player database even without iLottery – that database is fundamental to future iLottery success, so start collecting player data now.
• Broad iLottery coverage across the US benefits everyone – rising tide lifts all boats in the lottery sector.
• Learn from your peers – lottery is a collaborative, supportive industry. We’re not competing with each other; we’re competing with other entertainment options.
• Years of data confirm iLottery doesn’t cannibalize retail – the evidence is overwhelming and consistent.

 

The Mission and the Challenge

• We’re on a mission to grow money for good causes – keep this purpose at the center of everything you do.
• Lottery products are less accessible than they once were – consumer behavior is changing, our traditional business model is at risk. iLottery is the solution for sustainable growth.

 

Building Internal Alignment

• Create a unified internal message – in Pennsylvania, everyone understands they’re responsible for growing sales and focusing on the player.
• Sales teams may fear iLottery – make sure everyone understands the vision. Pennsylvania actually added sales representatives after launching iLottery. Nobody lost their jobs—quite the opposite.
• Retail isn’t disappearing – it offers a unique, tangible proposition that digital can’t fully replicate.
• Engage proactively with retail partners – don’t let iLottery be the only thing they hear about from you.

 

Learning and Resources

• Tap into the peer network – reach out to other lotteries that have launched iLottery. Learn from their experiences and mistakes.
• Read the Launchpad playbook – comprehensive guidance is available at receptional.com/lottery/launchpad.

 

Market Dynamics

• When Virginia hit record iLottery results—more than 50% of sales from digital—they simultaneously paid record retailer compensation. Digital and retail grow together.
• Sports betting and iLottery serve different needs – they can and do coexist successfully.
• Pennsylvania has a highly competitive gaming market – land-based casinos are among the lottery’s best retail partners. Casinos and sportsbooks work together in the state. There are 35 online gaming sites that could potentially sell lottery products.
• Pennsylvania lottery generates $1 billion in sales but captures only 1% of the overall online gaming market – the growth opportunity is enormous.
• That represents $100 million in profit for good causes – the impact on beneficiaries is substantial and growing.
• Your player data is your goldmine – if you consider partnerships, understand what data you’re trading and what you’re getting in return.
• First movers have meaningful advantages – you’re an established brand with existing player loyalty. Use those assets.
• Many iGaming operators run at a loss initially – they offer high bonuses to acquire customers. Lotteries don’t operate that way, so partnerships require careful negotiation to balance different business models.

 

Practical Launch Guidance

• Without iLottery, you may not have a lottery at all in the future – the stakes truly are that high.
• If you want iLottery but don’t have it yet, focus on three things:
• Law – build relationships with legislators and other decision-makers
• Lanes – start conversations with technology vendors
• Love – make retailers part of the conversation from day one
• More information is available now than ever before – best practices are increasingly well-established and documented.
• States launching today achieve success faster – they benefit from lessons learned by early adopters who had to test and learn from scratch.
• Consider issuing multiple RFPs – for example, eInstants can be procured separately from draw games. Multiple vendors can keep pricing competitive and bring different strengths.
• Build your digital infrastructure now – your loyalty program will be critical to successful iLottery launch. Even if iLottery authorization doesn’t come, you’ll strengthen player relationships in the meantime.

 

Product Strategy

• About 90% of iLottery revenue comes from eInstants – prioritize accordingly in your planning and launch strategy.
• Niche games don’t need to be ready at launch – eInstants should form the core of your initial offering.
• Learn from casino sites’ game organization – they offer exploratory options like “arcade” sections. Experiment with different categorization and game types.
• You need breadth in your product offering – different games appeal to different player segments. Niche games with dedicated followings extend your brand reach.
• You must continuously refresh your game portfolio – attention spans are shrinking. Product innovation can’t be a one-time event.
• Remember you’re competing for entertainment dollars – you need a compelling, competitive offering.
• Make experiences fun and fast with zero friction – how do you eliminate hiccups and make play enjoyable from the very first interaction?

 

Want to Go Deeper on Digital Lottery Strategy?

If you’re navigating the challenges of launching or expanding a lottery, our LaunchPad playbook provides a roadmap.

Drawing on 15 years of iGaming expertise, LaunchPad covers everything from market readiness assessment and regulatory strategy to channel optimization and player acquisition.

The playbook includes:

• • Market Context & Readiness Assessment – Understanding your competitive landscape

• • Strategic Planning – Building your business case and go-to-market strategy

• • Regulatory & Compliance – Navigating complex requirements

• • Channel Playbooks – Detailed strategies for paid media, organic search, email, and more

• • Creative Systems – Building campaigns that convert

• • Measurement Frameworks – Tracking what matters

Download the LaunchPad Playbook to see how leading lotteries are successfully launching and scaling their digital operations.

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Justin Deaville is Managing Director at Receptional, where he leads digital marketing strategies for lottery operators across North America and Europe. Connect with him on LinkedIn to continue the conversation.