We do this through three distinct propositions to lotteries and lottery owners:
Camelot Global also supports large and complex technology programmes such as vendor transitions and mass retail roll-out.
As well as advising lotteries on a short-term basis, Camelot Global also partners with client lotteries on a long-term basis to support the delivery of their chosen strategies.
Camelot Global works in partnership with its shareholder, to identify and support the management of strategic investments within the lottery sector.
As an example of this partnership, Camelot Global supported it's shareholder in acquiring its majority stake in Premier Lotteries Ireland ("PLI"), the operator of the Irish National Lottery. This transaction saw PLI acquire a 20-year licence to operate the Irish National Lottery for an upfront payment of 405m.
Following an international competitive tender process, Premier Lotteries Ireland (PLI) was awarded a 20-year licence to operate the Irish National Lottery in February 2014. Camelot Global was appointed to deliver the significant technical and business transition on behalf of PLI. Under the terms of the licence PLI had until 30 June 2015 to complete the transition, however utilising Camelot Global's strong project management experience, set itself the ambitious target of completion before the end of 2014.
The transition in Ireland was supported by PLI's new gaming technology supplier, Intralot Ireland, a subsidiary of the Intralot Group.
The transition programme saw the roll-out of state of the art modern technology, including two new data centres and infrastructure, a new 3G and ADSL retail communications network, new gaming systems with Intralot's Lotos host and new Photon terminals for all retailers. In addition existing business systems were upgraded, new business processes implemented, all staff and over 3700 retailers were trained on the new technology. A new contact centre team was established for retailer and interactive players, along with new technical operations and second line support teams for managing and supporting the technical operation of the lottery.
The upgraded technology will facilitate the growth of sales through the extensive retail network, as well as providing increased options for customers to play online. It will also support PLI's future plans to bring new innovations to the lottery and further enhance the player experience, with exciting game and channel enhancements to follow in 2015.
Camelot Global supported the Irish National Lottery to transfer across all existing staff in line with Governmental requirements. It assisted in organisation re-design and recruitment activities to prepare the new PLI organisation for day one readiness which included establishment of new payroll and pensions.
In November 2014 Camelot Global successfully delivered the ambitious technical and business transition programme of the Irish National Lottery, seven months ahead of schedule. While challenging, the ambitious target of completing transition before Christmas 2014 enabled PLI to maximise sales over the busy festive period. The seamless transition was completed on Sunday 30 November 2014 when, just after 8am, the retail terminal estate connected successfully to the Intralot system. The new interactive lottery site was also successfully launched the same day.
PLI now has a new, modern and flexible technical platform to meet the needs of the new licence period and support the growth and strategic plans of PLI.
As part of this project, Camelot Global has opened an Irish branch, Camelot Global Services Ireland (CGSI), which will provide on-the-ground expertise, support and assistance. The team in Ireland will operate the gaming systems on behalf of PLI and provide technical support, as well as provide Contact Centre support for both retailers and interactive players.
A key component of Camelot Global's Irish team will be its new iLottery function, which provides PLI with a dedicated and specialist interactive managed service to develop and grow the PLI digital channel. Camelot Global will draw on its experience from the UK, where it supports Europe's largest interactive lottery, specifically, this means Camelot Global will provide online marketing, web delivery and, in due course, a new digital technology platform for the Irish National Lottery.
In November 2011 the Massachusetts State Lottery Commission (MSLC) issued an RFP for consultant services for assistance in defining their future strategic plans and technology vision. In addition the MSLC were looking for assistance in procurement of appropriate new lottery host and agent hardware such as terminals and a multi-media solution to help achieve their strategic goals. The MSLC wished to update terminals and their lottery host systems to support their strategic goals, and equip them to be able to respond to emerging technology, consumer and legislative trends.
For the successful bidder this would involve research and reporting of state-of-the-art on-line gaming systems; evaluating options for system configurations for a new MSLC system; identifying options for prospective RFRs; developing and issuing agreed upon RFRs; and assistance during configuration and installation of selected systems.
As the successful bidder, Camelot Global commenced work with the MSLC in December 2012.
During the initial phase Camelot Global made sure to understand MSLC's existing operations and processes. This involved a current state assessment and project definition in which Camelot Global conducted meetings with key stakeholders to understand their business, their thinking and frustrations with current systems, confirming the project's objectives and scope, workshops to run through their current systems, review of existing documentation, agent visits and meetings with key team managers.
The next stage involved determining the future aspirations in terms of both business and technology strategies of the MSLC. This then led to Camelot Global assisting in the definition of the optimal technology architecture and components that would help MSLC to achieve their strategic goals.
As some of the recommendations could be perceived as breaking away from the traditional models in North American lotteries it was agreed to issue an RFI (Request For Information) to market in order to validate key elements of the technology architecture and gain potential vendor input. Camelot Global assisted in the input for and production of the RFI which would help improve and target the eventual RFR(s) (Request for Response) and procurement processes.
The RFI successfully achieved its objectives and the project has progressed into the final stages of RFR generation. The conclusion of the procurement process will lead to the MSLC achieving a multi-supplier and multi-channel model giving them an open and flexible architecture. This will enable them to achieve their known strategic objectives as well as to continue to respond to evolving market conditions, technology developments and player attitudes.
In July 2013 the Upstate New York Gaming Economic Development Act of 2013, passed legislation, which was subsequently approved by the State electorate, to authorize four upstate destination gaming resorts to enhance tourism development.
In anticipation of the need to remain a relevant gaming option in the face of this increased competition, the New York State Gaming Commission Division of Lottery issued an RFP in September 2013 for market research regarding alternative approaches for the future of lottery in New York State. Following a competitive RFP process Camelot Global was announced as the successful bidder.
The objective of Camelot Global's engagement with the NYSL was to provide alternative approaches for the lottery in New York State to maximise returns to funding for State education The initial term of the contract required Camelot Global to conduct in-depth market research and analyses to deliver a comprehensive five year Business Plan within 45 calendar days covering strategic approaches for the future of lottery in New York State.
Camelot Global developed the business plan using its bespoke strategy development and execution tool 'ISPEX', which places the consumer at the heart of decision making, ensuring that all strategies were built on insight or understanding of the NYSL's consumers and best practice. This approach has been successfully deployed and proven by Camelot Global in both the U.K., North American and European market places.
In undertaking the development of the business plan Camelot Global carried out in-depth market research and analysis of New York State beginning with a macro assessment of the political, economic, social and technology trends ("PEST") as well as analysis of New York State Lottery sales including performance by game and channel and how the lottery's product offer compares against its peers.
Camelot Global also conducted significant field research involving six focus groups surveyed across NYC and Albany, 1000 consumers surveyed via online questionnaire (both players and non-players), visits to 143 retailers throughout the State in locations including Albany, NYC, Buffalo and Syracuse and a futurology report into long-term consumer macro trends.
The business plan was successfully delivered on time, in full, including 19 opportunities identified across the business to help the NYSL ensure continued growth and funding for State education.
The business plan covered opportunities to improve games, drive excellence in retail while increasing online presence, improve impact of marketing campaigns, maximise spend effectiveness of high value suppliers and organisational and process changes to increase business efficiency.
For each opportunity identified Camelot Global outlined timelines, revenue potential, resource required, cost of implementation and identified which opportunities were best suited to operation by the NYSL and recommendations for use of outside vendors
Compared to a "do nothing" scenario the business plan developed by Camelot Global showed that following all the initiatives combined represented the opportunity for the NYSL to grow sales by $7.8bn producing an additional $2.6bn in returns to funding for State education in the next five years.
Having completed the initial term of the contract Camelot Global will now work with the NYSL, at their request, on an hourly basis to support the further refinement and Implementation of the business plan moving forward to realize the forecasted growth in funding for State education.
To further build on its success as one of the largest online lotteries in the world and establish world-class player relationships Camelot Global's in-house product development team has developed and built a new revolutionary iLottery platform. The new platform can be used with any host gaming system worldwide and was launched in the UK for The National Lottery at the beginning of September 2014 and will be introduced in Ireland from 2015.
The launch of the iLottery platform in the UK saw more than six million registered users and over 195 million transactions moved across from the old site in the first 24 hours. The new National Lottery site also attracted over 20,000 new registrations in the first week.
Camelot Global has made a significant investment in building up a highly experienced in-house technology capability, drawing on a wealth of experience from both the lottery and technology sectors. This has enabled the rapid development and continuing evolution of one of the world's largest online lottery platforms.
Seen as catalyst for change within digital lottery, the iLottery platform needed to be flexible both in its design and through the mode in which it was delivered, all the while upholding integrity and adhering to tough regulatory and legal requirements of the Gambling Commission, the regulator of the UK National Lottery.
The engineering team applies the latest thinking and best practices for agile development, somewhere between Scrum and Kanban playing to one or the other more as appropriate. Underpinning this is a strong focus on testing at every level, from unit tests to full stack acceptance tests, combined with continuous integration meaning that tens of thousands of checks run every time code changes are committed.
The team is further subdivided into cross-functional and largely autonomous groups of 5-8 members, who take ownership for the delivery of a stream of work, this allows the team to scale and deliver on multiple initiatives concurrently.
The success of the model is evident in the shift from bi-annual releases with the previous platform, to regular drops of new functionality into production multiple times per month.
The cutting edge iLottery platform has the capability to help lotteries worldwide in two main ways:
Firstly, it will increase participation and revenues, because it allows players the freedom to play anytime, anywhere. The new system provides a suite of products that can be customised to any market and has been designed to give players a tailored experience depending on what device they use to access the site - mobile, tablet, PC. The new platform also delivers a transactional mobile service; allowing consumers to buy tickets for draw based games and play a selection of Instant Win Games on their mobile.
Secondly, the modern platform can be rapidly enhanced to meet the needs of the individual lottery - significantly improving the speed to market and reducing the costs associated with legacy platforms. The introduction of automation, which improves the quality and timeframes associated with testing, will also allow lotteries to be more agile and responsive to consumer needs - ensuring that they can move at the speed of their players.
The September 2014 launch of the platform in the UK saw more than six million registered users and over 195 million transactions moved across from the old site in the first 24 hours. The new National Lottery site also attracted over 20,000 new registrations in the first week and has handled a peak of 400 full user registrations per minute, including Experian credit check. It is capable of handling 50,000 transactions per minute and has taken £1.25m in transactions in the hour before draw with no slow-down to the user experience of the website.
Andy Duncan, Chief Executive of Camelot UK Lotteries Limited, said: "The launch of this new platform has been an overwhelming success that was delivered seamlessly by the in-house team. The feedback from our players has also been very positive, with most users loving the new design, layout and functionality - especially the ability to play Instant Win Games on their mobile phones, a first in the UK. The new site has, and continues to, attract new registrations and we have seen a significant uplift in incremental sales from mobile and tablet devices, which is great news for National Lottery Good Causes across the UK."
Nigel Railton, Chief Executive of Camelot Global, commented; "We are extremely pleased to announce that we have added iLottery services to our open lottery platform, which can be implemented into the lottery market in any jurisdiction. Achieving a multi-channel experience - incorporating both retail and digital sales - is vital for the future health of lotteries worldwide. This new platform enables lotteries to adapt quickly to consumer demands and gives players the choice to play when they want on any device. Following its successful launch in the UK, we will be installing the new platform in Ireland - to ensure that the Irish National Lottery can also offer a truly integrated player experience. We look forward to working with other lotteries throughout the world to implement our innovative iLottery and in-lane solutions - enabling them to satisfy untapped digital and retail expansion opportunities, and return more money for beneficiaries."
In October 2013 Camelot Global responded to an RFP from the Kentucky Lottery Corporation (KLC) for a Retail Operations Assessment and Related Services. This was awarded to Camelot Global in December 2014 and executed in April to May 2015.
The deliverable was for Camelot Global to write and present to the KLC's Executive a detailed review covering all areas of the Lottery’s retail operations.
The key areas in focus were:
Camelot Global completed the following activities as part of preparing the detailed report:
The final report and presentation were delivered and presented on time in May 2014.
The report made 7 recommendations focused around 3 key focus areas. These were made to directly improve the KLC's retail operations, shape their future retail strategy and deliver additional revenue to the Commonwealth for College Scholarships and Grants.
As a result of the report Camelot Global were invited to submit a further statement of work to assist the KLC's Senior Management Team in implementing many of these recommendations. This was approved in September 2014 and delivered in stages over the next 8 months to May 2015.
The KLC delivered record sales and revenue to the Commonwealth for the 2015 fiscal year. The KLC Executive attribute a high proportion of this growth to the implementation of many of the recommendations made by Camelot Global.
In September 2014 the Arkansas Bureau of Legislative Research announced an agreement with Camelot Global to provide a review of the Arkansas Scholarship Lottery for the Arkansas Lottery Commission Legislative Oversight Committee, a committee of the Arkansas General Assembly.
The deliverable was for Camelot Global to prepare a "Detailed Report" for the Bureau of Legislative Research and also present an "Executive Summary" in the form of a presentation to the Arkansas General Assembly by early-December 2014.
The key areas in focus were: In-depth review of the lottery business drivers, strategy review, business planning, organization review, governance review and recommendations for the future plan of the business including establishing core principals for the future organization.
Camelot Global completed the following activities as part of preparing the detailed report:
Both the Detailed Report and Executive Summary were delivered and presented on time.
The report identified opportunities for the Lottery to significantly improve it’s business and strategic planning processes, organization structure and highlighted significant revenue growth potential.
The key recommendations included:
Compared to a "do nothing" scenario the report showed an opportunity to grow revenue to Scholarships (net income) by approximately $140m over the next 5 years.
There is no escaping the fact that we are living in a digital world, as consumers with busy lives we want convenience and the ability to buy what we want, when we want. But does this world need to be black and white? All or nothing? Online/offline? or can we as an industry embrace the fact that there really are fifty shades of digital?
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