Colorado Lottery
STRATEGIC MARKETING AND SALES COMMUNICATIONS PLANFISCAL YEAR 2016Prepared by the Colorado Lottery and Cactus Marketing CommunicationsJULY 2015TABLE OF CONTENTSOVERVIEW AND SUMMARYEXECUTIVE SUMMARY3SITUATION ANALYSIS5MARKETING PLANNED SPEND 10COLORADO LOTTERY MISSION AND FY15 BUSINESS GOALS 11FY15 MARKETING OBJECTIVE AND STRATEGIES 12OBJECTIVE: MORE RELEVANT TO MORE PEOPLESTRATEGY 1: PLANNED PROGRAMS13 STRATEGY 2: PLANNED PROGRAMS14STRATEGY 3: PLANNED PROGRAMS18STRATEGY 4: PLANNED PROGRAMS18 STRATEGY 5: PLANNED PROGRAMS24STRATEGY 6: PLANNED PROGRAMS27STRATEGY 7: PLANNED PROGRAMS30STRATEGY 8: PLANNED PROGRAMS43STRATEGY 9: PLANNED PROGRAMS46STRATEGY 10: PLANNED PROGRAMS53REFERENCE / APPENDIXPRODUCT REVENUE AND CONTRIBUTIONS56 EXECUTIVE SUMMARY*Note: numbers are subject to change In 32 years, the Colorado Lottery has given back over $2.8 billion (confirming) to the state of Colorado, continuing to achieve its goal of maximizing proceeds for the people of Colorado. Like all Department of Revenue agencies, the Colorado Lottery operates with the integrity and security expected of a state agency, takes pride in the services provided to the people of Colorado, and works hard to earn and maintain the public trust. In FY15 the Lottery reached total sales of $541 million. With total sales of $372 million, Scratch contributed nearly seventy percent, while Jackpot sales struggled, reaching only $164 million largely in part due to the lack of large jackpot runs for the national mega games. The Lottery’s FY16 sales goal is $593 million. With plans for a number of new initiatives, enhancements and products, they are set up for success. This comprehensive Marketing and Sales Communications Plan will help the Lottery achieve not only the sales goal, but also all of the organizational goals set forth by the Director, senior management and the Commission. It will serve as a guide for all marketing initiatives and will ensure all tactics are focused on driving revenue and maintaining and building on the positive brand image and favorability of the Lottery.The marketing objective for FY16 remains as it has for the last two years; to make the Lottery’s products and mission more relevant to more people by appealing to the light/infrequent and lapsed players and millennial audiences, and by reinvigorating the core players. This will be achieved through products, support from marketing and sales, and through the ongoing messaging of proceeds. BrandThe Lottery will continue to weave the refreshed brand look and tone through everything they do throughout the year. The brand campaign will also be in market in August to continue growing relevancy with the targeted audience segments and help keep the Lottery top of mind so that purchase is a consideration for these groups during the product campaigns.ScratchIn FY16 the Lottery will continue to incorporate several strategies for the Scratch product, monitoring the price point and payout efficiencies first utilized in FY14. It will also continue to look at game-launch efficiencies – 40 to 45 games in FY16 for all price points with 24 games in the market at any given time. Generating unique products that can be supported through various advertising/promotional efforts is always a priority. The Lottery will also continue to incorporate research projects and industry best practices in the product planning while also exploring new and unique efficiencies, and sales opportunities. Key Scratch initiatives for FY16 include the launch of a new $50 price point ticket and a third $20 game in market, a Scratch category campaign touting the benefits of Scratch, as well as license properties and unique themes such as Makin’ Bacon, Words With Friends and Atari, which are all sure to excite the core players while also appealing to the other audiences.JackpotJackpot games remain the most profitable of the products offered by the Lottery. As such, in an effort to bring incremental sales and renewed interest in the category, the Jackpot games portfolio will be enhanced in FY16 with game changes, add-on options and a new game introduction. MUSL will be changing the Powerball matrix in October and adding a 10X to Powerplay for all jackpot amounts between $40 million and $150 million. The Lottery will also be joining the existing Lucky for Life game that’s currently in 16 other jurisdictions. Additionally, an EZ Match add-on option will be offered for Lotto and Cash 5. And lastly, continuing the phased approach in understanding the Lottery’s product portfolio, further research will be completed in FY16 and will provide guidance for positioning Lotto, Cash 5 and Pick 3 in a way that brings awareness to, and differentiation of these products. Jackpot amounts will always be a key driver of sales for the mega games, Powerball and Mega Millions. The Lottery will provide continued support with their paid, owned and earned media channels at jackpot amounts at or above $300 million.Retail/ SalesSales team will work to help affect product sales through improved merchandising, promotions and retailer motivation. They will also improve communications with chain and independent retailers and will lead a focused effort on retailer recruitment. Research, including retailer focus groups and consumer interviews, will be finalized in FY16. The purpose of the focus groups is to provide the sales team a holistic view of the retail environment. Findings from the study will identify key areas where the Lottery can improve support to key distribution channels. The results of the consumer interviews will help the Lottery to better understand the consumer perspective around purchasing and playing Lottery games. Retailer recruitment will play a large role in the coming years of growing Lottery sales. For the first time since its inception, starting in FY16, the Lottery will have a Business Development Specialist, whose objective will be to find opportunities to grow sales with existing retailers and to identify to identify and recruit potential new Lottery retailers.ProceedsMaximizing proceeds for the people of Colorado will remain the primary mission of the Lottery in FY16 and, as such, the Lottery will strive to reach and exceed the goals set to return to the state. Additionally, the Lottery will continue to educate the public on the many ways they give back to the state through funding directed to Great Outdoors Colorado, the Conservation Trust Fund and Colorado Parks & Wildlife. This will be done throughout the year through tactics such as community print ads, NPR radio, event partnerships and with a statewide integrated campaign. Other SupportThe Lottery’s brand, products and proceeds message will continue to be brought to life across all other marketing areas including the Lottery’s website and email communications with the MyLottery members, at retail locations, through the many events and sponsorships the Lottery participates in across the state, and through the Lottery’s news media and social media channels. These platforms are extremely important for demonstrating the Lottery’s relevancy and engagement with audiences all across the state.SummaryWith seasoned and experienced Marketing professionals, Sales teams and advertising agency of record, the Lottery is well positioned for success this year with the projects and initiatives outlined in the following FY16 Marketing and Sales communications plan. SITUATION ANALYSISTotal sales of Colorado Lottery games have grown significantly over the past five fiscal years, from $501.2 million in FY10 to approximately $541 million at the end of FY15, representing approximately seven percent increase. That being said, FY15’s sales of $541 million is the fourth highest on record (FY13 reached $566.3 million), this achievement was largely driven by continuously strong Scratch sales. Scratch sales continued to be the Lottery’s bread and butter; bringing in approximately $375 million in FY15. The Scratch product surpassed its goal by approximately $15 million. This achievement can be attributed to the new Ticket Vending Machines (TVM’s) that were placed in stores all over the state in conjunction with our full system conversion over the past year. These new machines are fully-functional, efficient, and much more user-friendly and our players appreciate the new bright appearance of the machines. Sales from the incredibly popular Scratch games like the $20 Torrent of Wealth, the annual Holiday Series, and the wildly popular Walking Dead ticket gave us the boost that we needed to reach and exceed goal. In addition, we believe that the strong Scratch sales are in part supported by the national decrease in gasoline prices, allowing the entertainment dollar to free up a bit for players to purchase Scratch tickets, especially at convenience stores that sell gasoline. For the year, combined Jackpot game sales for all five Jackpot games collectively were down from year prior roughly $20 million. Although we had projected to have at least two Powerball jackpots over $400 million, there was one Powerball jackpot in FY15 that reached $564 million in February. FY14 saw two Powerball jackpots that reached the $400 million range. The other mega-jackpot game, Mega Millions, finished less than a half million down from FY14, coming in at about $32 million. As with Powerball, there was a lack of big jackpots for Mega Millions in FY15. Sales at lower jackpots came in at slightly higher levels due to the fact that winners at the lower prize levels increased with the last change to the matrix for the game. Many of these players replay their winnings into future drawings.Our in-state Jackpot games contributed over $60 million to FY15’s sales. The Lotto game finished behind of last year’s sales of $33.8 million by more than $1 million due to very frequent low jackpot hits. While we love to see winners, the jackpots consistently did not climb to a level for a broad base of players to want to get in on the action collectively. In FY15, the daily Cash 5 game finished $300,000 over last year’s sales of $19.2 million. With a set jackpot amount of $20,000, this game has a loyal player base and gets hit between 95 and 100 times a year, aiding in reaching and surpassing its goal. Pick 3 contributed nearly $8.7 million in sales this year but fell short of its projection by approximately $300,000. The Pick 3 game contributes approximately $170,000 a week in sales. We returned $331 million to our players and $40 million in retailer commissions and bonuses in FY15. Colorado is currently home to nearly $5.4 million people and is the fourth fastest growing state in the nation. Experts do not see this trend slowing down anytime soon. We believe that the sizeable introduction of new Coloradans coming into the state will also bring more Lottery players. An optimistic economic forecast and a decreased Colorado unemployment rate only strengthen our opportunity to generate revenue in FY16. Given the organization’s mission to maximize proceeds for the State of Colorado, profitability -- the Lottery’s ability to return a strong percentage of sales to proceeds – will continue to be a key focus of FY16. A specific focus on optimizing our suite of Jackpot games will ensure that we align our marketing efforts behind the most profitable games in the portfolio, and do everything we can to reinvigorate players’ interest in this segment of the Lottery’s offerings. Scratch will continue to receive support at a high level; we expect to see record sales in FY16. Finally, every effort will be taken to maximize each investment in order to amplify the effectiveness of the Lottery’s marketing budget spend.*FY15 By the Numbers: TOTAL SALES$538.0 MillionTOTAL PROCEEDS$128.0 MillionTOTAL PRIZES PAID$331.5 MillionScratch sales: $377.1MPrizes paid in Scratch: $244.3MPowerball sales: $72.0MPrizes paid in Powerball: $34.7MMega Millions sales: $31.0MPrizes paid in Mega Millions: $14.8MLotto sales: $29.8MPrizes paid in Lotto: $16.3MCash 5 sales: $19.2MPrizes paid in Cash 5: $10.4MPick 3 sales: $8.7MPrizes paid in Pick 3: $4.5M*FY15 numbers unaudited FY15 Successes: The Lottery fully transitioned to new online vendor, GTECH, for operation of all drawing games and implementation of new state-of-the-art online computer and terminal system. Additionally, equipment and software was upgraded and replaced at more than 3,000 retail locations and 560 ticket vending machines were installed around the state.Embarked on a full-scale new branding campaign for the Lottery, “Expect the Unexpected”. Supported with television, digital, outdoor billboards, social media advertising, and major point-of-sale program in retailers. The Lottery executed on a tier one Statewide Proceeds campaign to help celebrate the positive impact that the Lottery has on the state of Colorado and to raise awareness,Developed presence and Lottery sales at Denver International Airport. Continued to increase the Lottery’s footprint across the state and engage more audiences through nearly 50 different events across the state in FY15.With nearly 52,000 fans, the Colorado Lottery’s Facebook page has grown to be an important channel for communicating highly relevant Lottery news to our player base. The Lottery’s fastest-growing fan base is with Instagram at 750 followers (nearly an 85% increase over last year. The Lottery has also boosted our now robust Twitter following of 3,700 by transforming our page into a vital tool for breaking Lottery news and winning numbers. In FY14, our organic efforts on Facebook earned us a monthly total of 150,000 impressions. By FY15, the number had risen to over two million.Developed and executed Scratch and Jackpot Apps that enable players to scan Scratch tickets directly into Second-Chance drawings, find the nearest retailers and see how many top prizes are available in a game from their mobile device. Continued an aggressive development of product roadmap to ensure we keep our product suite fresh and relevant to players; with a specific focus on researching how to best we can optimize and position our current suite of Jackpot games. Defined new roles in Sales, particularly in retailer and equipment expansion, overall sales support and new customer development. Developed Retailer Forum to elevate and enrich our communication and relationships with our retailers. The very popular $5 Walking Dead Scratch ticket proved to be the second best- performing $5 game since Deal or No Deal launched in 2007. The game posted approximately twice the amount of weekly sales as the average $5 game. The Lottery was able to launch a replacement $5 game about three months earlier than it would have had The Walking Dead performed similarly to the other games in comparison. FY16 Initiatives: Brand support will be incorporated into everything the Lottery does this fiscal year. There will also be a tier 1 Brand campaign in market to kick off the fiscal year. The purpose of the campaign is to make the Lottery relevant to all player segments and to help keep Lottery top of mind, especially when we are in market with product campaigns.With a goal of launching 40 - 45 Scratch games this fiscal year, there will always be a variety of interesting and appealing game themes, price points and play styles in market. Products that will be supported at some level by paid media and/or owned and earned media include: Words With Friends, Makin Bacon, Bountiful Returns, Robotic Riches, Holiday games, and Atari.The Lottery will add a third $20 price point in market for the Scratch category. Prior to FY16, there had only been two $20 Scratch tickets in market. The third game, Bountiful Returns, will launch and be supported by a tier 1 campaign in Q1. A $50 Scratch ticket price point will be introduced in FY16. As the highest price point in the category, this game will have the largest top prize ever offered by a Scratch game, at $3 million. With plans to launch during the holiday season, it’s expected this product alone could pull in up to $60 million in sales for the year.To keep the momentum up for those new players who may have sampled Scratch during the holidays, the Lottery will launch a Scratch Segment campaign in Q3 which will feature the many attributes Scratch has to offer including play-style, prizes, multiple price-points and themes.Powerball will go through a matrix change in Q2, which is expected to grow the jackpot at a faster rate. MUSL will also be adding a10x to the Powerplay for jackpot amounts between $40 million and $150 million in hope to help combat jackpot fatigue.In Q3, the Colorado Lottery plans to offer Lucky for Life, along with 16 other jurisdictions This exciting new $2 Jackpot game could appeal to all player segments. It fits well within the current portfolio of games in that it’s differentiated enough from the other products and offers something new. The Lottery will offer the $1 add-on option of EZ Match for their Lotto and Cash 5 products. It’s expected that the core Lotto and Cash 5 players will opt in to the add-on, getting incremental sales for the Lottery. With the instant win feature that EZ Match offers, this option could also appeal to those players who only play Scratch.In FY15, a class conversion was recommended that would change the current classifications of Lottery Sales Representatives to Retail Business Analysts, which would realign the classifications with industry standards. The recommendation also included moving from a three-tier class series to a four-tier class series. The four- tier class series now includes a new position, Retailer Business Analyst III. This new classification structure will be implemented in FY16 With the new Business Development Specialist position, retailer recruitment and growth will be a key focus in FY16. In FY15, the Lottery contracted Geo-Prospect + research through Scientific Games to look for ways to grow the number and variety of retailers. Additionally, the individual in this role will work towards discovering opportunities to grow sales within currently licensed chains, specific trade-styles and select mid to higher volume retailers. In FY16, the Lottery will develop a new website that will be responsive, more user-friendly and will have a refreshed look so that the Lottery can continue to stay relevant to the players. Thanks to its loyal players and retailer partners, the Lottery is able to give back to the state of Colorado through sales of its products. Educating the people of Colorado of the Lottery’s mission and where the money goes will continue to be a strong focus. It’s especially important as the population growth of the state continues to rise.The Lottery has continued to grow with the ever-changing and evolving realm of social media. They have remained relevant to their audiences and have increased their reach exponentially in the last year. With the goal to continue to grow their fan base, the Lottery will look for new ways to reach and enhance their engagement throughout FY16.In FY16, each product and initiative will receive a predefined portion of the budget as follows: The FY16 Marketing Plan is subject to change due to potential budgetary adjustments, product launches and timing throughout the year.COLORADO LOTTERY MISSION AND FY16 BUSINESS GOALORGANIZATION Mission: The Colorado Lottery creates and sells games of chance that are held to the highest standards of integrity, entertainment and efficiency, in order to maximize proceeds for the people of Colorado.FY16 Business goal: Drive profitable sales to maximize proceeds returns to the state.Target $593 million in total salesMinimum of 30% Jackpot game sales ($176M)Powerball $84MMega Millions $31MLotto $30MCash 5 $19MPick 3 $9MLucky for Life $3MScratch $417MTarget $127.7 million in total proceedsAchieve 24% profitability (estimated project, final number in late August)GOCO cap is $63,714,505 FY16 MARKETING OBJECTIVE AND STRATEGIESOBJECTIVEMake the Colorado Lottery (products and mission) more relevant to more people.Strategy 1: Optimize product mix to maximize profitability without negatively impacting sales.Strategy 2: Execute a balance of brand, category and game-specific marketing efforts throughout the year; identifying the most salient messaging to increase relevancy across the playership spectrum.Strategy 3:Maximize budget efficiency to get the most out of each product and marketing investment.Strategy 4: Increase the Lottery’s effectiveness, reach and impact at retail. Strategy 5:Maximize retail network sales performance.Strategy 6: Expand the Lottery’s retail distribution channel.Strategy 7:Create brand advocates by increasing community outreach and direct engagement with players in effort to build strong, durable relationships with the brand.Strategy 8: Increase and amplify awareness of all Colorado Lottery winners.Strategy 9:Drive awareness of the Colorado Lottery’s benefits to the state in order to engender goodwill amongst all Coloradans.Strategy 10: Utilize analytics tools to better measure, understand, and communicate ROI in order to optimize future programs. PLANNED PROGRAMS: STRATEGY 1Optimize product mix to maximize profitability without negatively impacting sales.Efforts to optimize both Jackpot and Scratch game profitability began in FY12, and remain a key focus of the Lottery. ProgramPortfolio Optimization ResearchDescriptionContinuing with our phased approach in understanding the Lottery’s product portfolio, further research is underway focusing on Lotto and Pick 3 to determine product awareness, differentiation and messaging in order to capitalize on the games playership. Findings will help assist with planning Q4 campaigns for these games. TimingQ1 & Q2Budget$75,000 funded from Research BudgetResponsibilityJay Sisson, Eliza Tyndall, CactusProgram Area SupportDrawing Games ManagerProgramPowerball ChangeDescriptionThe Powerball game will be changing starting on Sunday, October 4, 2015. The current matrix of 5/59 & 1/35 will change to 5/69 & 1/26. Jackpot odds will change from 1:175 million to 1:292 million and overall odds to win any prize will change from 1:31.8 to 1:24.9. In addition, a 10x will be added to Powerplay when the advertised jackpot is $40 million up to and including $150 million. TimingQ2BudgetMedia: $250,000Production: $25,000ResponsibilityJay SissonProgram Area SupportCorporate Accounts, Sales, Product, Corporate Communications, Interactive Communications, News Media Relations, Cactus ProgramScratch Payout LevelsDescriptionIn fiscal year 2014, the Colorado Lottery implemented a new prize payout strategy for each price point. Since the Lottery began more than 30 years ago, the payouts at the various price points have changed (up/down) based on a number of variables – industry best practices, administration directives, research findings, etc. In response to the Lottery’s recent efforts to increase the percentage of net profit returned to the state, the payout levels for all Scratch games developed in FY16 will incorporate the prize percentages that were endorsed by the Lottery Commission. The following are the payout levels for games that will be introduced in FY16:$1 = 60.0%$2 = 62.0%$3 = 63.0% $5 = 68.5%$10 = 71.0%$20 = 74.5%$50 = 80%TimingYearlongBudgetN/AResponsibilityTodd GrecoPLANNED PROGRAMS: STRATEGY 2Execute a balance of brand, category and game-specific marketing efforts throughout the year; identifying the most salient messaging to increase relevancy across the playership spectrum.PLANNED ADVERTISING ACTIVITYProgramPowerball and Mega Millions Jackpot Awareness: Outdoor BulletinsDescriptionIn FY16 we will continue to utilize these 23 high-traffic placements across the state. TimingYearlong (media)BudgetMedia: $1,600,000Production: $55,000ResponsibilityAlan HoffmanProgram Area SupportCactus ProgramBrand Relevance CampaignDescriptionContinuing the effort to build affinity and recall amongst our light/infrequent players and reinvigorating the core, we will bring back the Brand Relevance campaign in Q1; this time with more emphasis on demonstrating “Expect the Unexpected.” This tier 1 campaign will be promoted through a fully integrated communications plan that will potentially include POS, TV, radio, OOH, digital as well as earned and owned media. Additionally, there will be surprise marching band appearances at events throughout the campaign timeframe.TimingQ1BudgetMedia: $600,000Production: $20,000ResponsibilityProgram Area SupportAlan Hoffman, Tom CargalInteractive Communications, News Media Relations, Corporate Communications, Events & Sponsorships, CactusProgram$20 Bountiful Returns Scratch CampaignDescriptionThis will be the first year where a third $20 price point will be in market. Coming off of two successful $20 campaigns in FY15 and FY14, we will continue to play on the emotions of anticipation with this third $20 game. This tier 1 campaign will be promoted through a fully integrated communications plan that will potentially include POS, TV, radio, OOH, digital as well as earned and owned media.TimingQ1BudgetMedia: $600,000Production: $150,000ResponsibilityAlan Hoffman, Todd GrecoProgram Area Support ProgramInteractive Communications, News Media Relations, Corporate Communications, Events & Sponsorships, Cactus$5 Robotic Riches Scratch CampaignDescriptionAs a spin-off of the Roboto Bucks digital campaign in FY15, we will introduce Robotic Riches and bring back the lovable sarcastic robots in TV. The tier 1 campaign will also be supported OOH, digital as well as POS, earned and owned media.TimingQ1BudgetMedia: $600,000Production: $70,000ResponsibilityProgram Area SupportAlan Hoffman, Todd GrecoInteractive Communications Relations, News Media, Corporate Communications, CactusProgramHoliday Scratch CampaignDescriptionHoliday campaigns have proven highly successful in driving not only holiday-themed game sales, but boosting the entire Scratch category during the holiday time period. We will employ this tactic again in FY16 with the theme of gift-giving. This tier 1 campaign will be promoted through a fully integrated communications plan that will include TV, radio, OOH, digital as well as earned and owned media. TimingQ2BudgetMedia: $700,000Production: $160,000ResponsibilityProgram Area SupportAlan Hoffman, Todd Greco, CactusInteractive Communications, News Media Relations, Corporate Communications, CactusProgramAtari Scratch CampaignDescriptionAs with all license properties, the goal with this $5 game is to add excitement with all audience segments through the familiarity of the popular theme. This tier 1 campaign could include a unique Second-Chance drawing and retail promotion opportunities.TimingQ4BudgetMedia: $600,000Production: $150,000ResponsibilityProgram Area SupportAlan Hoffman, Todd Greco, CactusInteractive Communications, News Media Relations, Corporate CommunicationsProgramLucky for Life CampaignDescriptionIn FY16, the Lottery will be joining the existing Lucky for Life consortium. Lucky for Life is a game that is currently offered in 16 Lotteries. The matrix for Lucky for Life is 5/48 & 1/18 with odds of winning the jackpot of 1:31 million. Overall odds for the game are 1: 7.77. The jackpot offered is $7,000 a week for life or for 20 years. The second tier prize is $25,000 a year for life or for 20 years. In addition, there are eight other lower prize levels.TimingQ3BudgetMedia: $630,000Production: $150,000ResponsibilityProgram Area SupportAlan Hoffman, Todd Greco, CactusInteractive Communications, News Media Relations, Corporate CommunicationsPLANNED PROGRAMS: STRATEGY 3Maximize budget efficiency to get the most out of each product and marketing investment.ProgramScratch Segment CampaignDescriptionIn an effort to spur sales for the entire Scratch category and engage all player segments, we will launch a Scratch Category campaign in Q3 that will tout the instant possibilities that Scratch offers. This campaign could be used again in the future. It will have tier 1 support that will likely include TV, radio, OOH, digital, owned and earned media. TimingQ3BudgetMedia: $600,000Production: $150,000ResponsibilityProgram Area SupportAlan Hoffman, Todd Greco, CactusInteractive Communications, News Media Relations, Corporate Communications, Events & SponsorshipsPLANNED PROGRAMS: STRATEGY 4Increase the Lottery’s effectiveness, reach and impact at retail. POINT-OF-SALE, MERCHANDISING, PROMOTIONS AND RETAILER MOTIVATIONProgramESMM OptimizationDescriptionWork with IGT to optimize the ESMM experience with localized messaging: by region or by retailer. Messaging could include featured winners, proceeds details, etc. TimingTBDBudgetN/AResponsibilityProgram Area SupportMarie Valtakis, Jay SissonIGT, CactusProgramPoint-of-SaleDescriptionContinue to design, produce and place POS to inform and educate the consumer at retail. Continue to hold quarterly SIPC meetings to:Identify opportunities for new or enhanced POS pieces and placements Determine re-ordersMake sure POS quantities are accurateProduce plan-o-gram throughout the year to inform the sales team of POS pieces and placements. TimingOngoingBudget$450,000ResponsibilityProgram Area SupportAlan HoffmanSales, Product, CactusProgramGemini Inventory ManagementDescriptionDevelop and implement a Gemini action plan to reduce out-of-stocks.Train all retailers that have a Gemini.Measure effectiveness of the plan through quarterly Scratch sales comparisons.Produce a training video on specifics of taping packs together and managing inventory.TimingYearlongBudget$1,000ResponsibilityJen ThiebautProgram Area SupportCorporate AccountsProgramImprove Visibility of Scratch Games in Ticket DispensersDescriptionDevelop new standard Scratch game ICM cards to use in all Scratch ticket dispensers and the Gemini. This includes the development of the $50 game ICM card. Develop a poster piece to use in between the glass of the in-counter units. This piece will display Scratch game graphics and should be tested at a chain retailer and several independent retailers before implementing.Convert existing in-counter units with on-counter units at retail locations.Create a new 24, 20 and 16 game strategy to include the new $50 price point and a third $20 game.TimingYearlongBudget$25,000ResponsibilityJen Thiebaut, Corporate AccountsProgram Area SupportProduct, Retail RelationsProgramImprove Jackpot Game Visibility at RetailDescriptionPurchase new changeable jackpot signs. Test changeable jackpot signs above the Gemini vending machines.Research jackpot signs for outdoor use.Conduct jackpot game promotions at Gemini locations.TimingYearlongBudget$750,000 (updateable Jackpot signs)ResponsibilityTom Cargal, Jen ThiebautProgram Area SupportAdvertisingProgramRetailer Training & MotivationDescriptionDevelop a training checklist for new employees at retail locations. Provide retailers with a monthly training tip. Use IGT’s trainer for special training requests, onsite or at Lottery offices.Research clerk motivation awards program.Develop promotions, i.e. Ask for the Sale, for retailer clerks to motivate them to plus-sell Lottery products.Develop an Nth sale prize for clerks on the promotions module.Create and implement clerk games that can educate and motivate them. Winners would receive a prize.TimingYearlongBudget$10,000ResponsibilityJen Thiebaut and Toni GloverProgram Area SupportProduct, Promotions ProgramImprove Winner Awareness Point-of-Sale Items at Retail LocationsDescriptionDevelop and produce new city–specific posters for display at retail locations.Research additional/different POS items that can be used at retail to promote the winning experience.TimingYearlongBudget$25,000ResponsibilityJen Thiebaut Program Area SupportAdvertisingCOMMUNICATIONS: CHAIN & INDEPENDENTProgramRetailer CommunicationDescriptionContinue to use Live Chat through the Lottery’s retailer website with retailer via CSRs. Produce quarterly Retailer newsletter. Produce monthly training tip.Produce other educational materials as needed.TimingYearlongBudget$35,000ResponsibilityToni Glover and Jen ThiebautProgram Area SupportSalesProgramRetailer ForumDescriptionContinue to develop relationships with the Retailer Forum to improve Lottery customer and increase sales:Conduct a minimum of two Forum meetings in FY16.Solicit feedback from Forum via emails, meetings, surveys on an ongoing basis and implement viable suggestions accordingly.Partner with the Forum members and their stores to conduct merchandising and POS tests and create promotional opportunities.TimingYearlongBudget$35,000ResponsibilityTom HorvatProgram Area SupportSalesGROWTH OPPORTUNITITES FOR CURRENT RETAILERSProgramImplement New Sales Department DescriptionThe new sales classifications have a brand new position called the Retail Business Analyst III. This new position will service growth potential retailers and develop marketing plans to develop action plans to increase sales for these types of retailers. The new classification are:Retail Business Representative (Retailer Customer Service Representative) – two positionsBased in the Pueblo Headquarters; these two positions will continue to provide customer service support to retailers and sales staffRetail Business Analyst II (Territory Manager) – 21 positionsStatewide; will continue to perform the same duties as the previous Lottery Sales Rep IIRetail Business Analyst III (Senior Territory Manager) – seven positionsStatewide; new position, same duties as RBAII with the addition of: will service retailers with the most growth potential, create marketing plans, manage a promotions and point-of-sale budget (identify potential Sales Booster stores), develop new merchandising strategiesRetail Business Analyst IV (Regional Supervisor or Corporate Account Manager) – 7 positionsWill continue to perform the same duties as the previous Lottery Sales Rep III, however one RBA IV will supervise the new RBAIII Senior Territory ManagersTimingImplement July 1 and ongoingBudgetN/AResponsibilityTom Cargal, Jen ThiebautProgram Area SupportSalesProgramMonitor and Analyze Sales Achievement for RBAIII Growth RetailersDescriptionRe-evaluate RBA III duties on an on-going basis, and document potential changes for FY17. TimingYearlongBudgetN/AResponsibilityJen ThiebautProgram Area SupportSalesProgramSales BoosterDescriptionWork with RBA IIIs to identify potential stores for the program.Develop new plan and budget for RBA IIs.Research new and different POS pieces to place in booster stores. TimingYearlongBudget$245,000 ($35,000 RBAIII)ResponsibilityJen Thiebaut, Toni GloverProgram Area SupportSalesProgramDIA Retail & Sponsorship OpportunitiesDescriptionGain multiple selling locations at Denver International Airport and continue to explore all initiatives to increment sales and/or increase awareness of the Lottery and its products.Open selling location in the main terminal to generate sales from airport travelers and employees.Negotiate Experience Zone sponsorship opportunity in Concourse B that generates Lottery awareness and incorporates selling locations there and on other concourses.Explore other selling opportunities through Denver Arts & Venues relationship (DIA’s partner agency), i.e. Colorado Convention Center, Red Rocks.TimingYearlongBudget$250,000ResponsibilityTom HorvatProgram Area SupportCactusPLANNED PROGRAMS: STRATEGY 5Maximize retail network sales performance.CORPORATE ACCOUNT DEVELOPMENTProgramImprove CommunicationsDescriptionMonthly or bi-weekly communication via email that highlights what’s coming up. This could include: newsletter, plan-o-gram, sales sheet, new games, Lottery-wide initiatives, programs and promotion information (non-reporting communication).Develop master list of primary chain account contacts. This should identify contacts for all pertinent departments including Communications, Marketing, Public Relations, Loss Prevention Manager, Price Book Manager, Social Media and PIOs to work on joint communication and marketing efforts. Develop Annual Business Reviews that focus on prior year’s chain performance and new opportunities for upcoming year. The template will also be redesigned. Develop quarterly strategic report/review that corporate sales can use for face-to-face meetings and for conference call meetings with chain accounts. Implement using an alias for internal communications, which is more streamlined to assist in a more concerted effort in utilizing all of the Lottery’s resources.TimingYearlongBudgetN/AResponsibilityKevin Burke, Jim Donnelly, John NegleyProgram Area SupportCorporate Accounts, Sales, Product, Community Relations, Corporate CommunicationsProgramCorporate Accounts PromotionsDescriptionConduct one to two chain specific promotions with the Top Ten accounts (depending on statewide promotions).Conduct one chain-wide promotion with all other Corporate Accounts (chains with 10 or more locations) - depending on statewide promotions.Implement email group for more streamlined internal communications. TimingYearlongBudget$100,000 ResponsibilityProgram Area SupportKevin Burke, Jim Donnelly, John Negley Corporate Accounts, Sales, Product, Corporate Communications, Promotions ProgramPromotional & Retailer Event Opportunities DescriptionDevelop an Ask for the Sale materials/kit in conjunction with Cactus (flyer, buttons, POS).Create a promotions catalogue that Corporate Accts and the chain can select “a la carte” (i.e. Second-Chance drawing, Ask for the Sale, Keep it Full, Keep it Posted). Execute on advanced planning of promotion(s) in support of new Scratch games, particularly the Holiday Scratch series of games to include the $50 Scratch ticket. Attend store grand openings, corporate-hosted tradeshows, sponsor golf tournaments (giveaways, tickets, Dream Machine).Jackpot game promotion support (EZ Match for Cash 5 & Lotto as well as the new Powerball 10X enhancements). TimingYearlongBudget$20,000ResponsibilityProgram Area SupportKevin Burke, Jim Donnelly, John Negley Corporate Accounts, Sales, Product, Events & Sponsorships, News Media Relations, Corporate Communications, CactusProgramVending Optimization and Expansion DescriptionSurvey to determine if the placement of vending machines within each chain location is optimal to drive the most revenue.Look for opportunities to place a 2nd vending machine in high traffic/high volume locations, store with more than one entrance etc.Create a comprehensive vending machine out-of-stock report tailored for chain accounts.Install mounted Jackpot signs on existing TVMs especially in grocery and big box retail locations.Continue and expand c-store vending test to drive incremental sales. Identify additional large format stores, travel center locations, large stores with more than one entrance etc.TimingYearlongBudgetN/AResponsibilityProgram Area SupportKevin Burke, Jim Donnelly, John Negley Corporate Accounts, Sales ProgramScratch Ticket Merchandising & Optimization DescriptionBin Initiative - Review and determine if each store has an optimal amount of bins/facings. Add additional facings where needed. Develop inventory list by retailer with number of facings in each machine.Develop a Menu Mat solution to enhance in-counter Scratch ticket merchandising and improve product visibility. Develop a Menu Board solution to display Scratch tickets to customers before they arrive at the point of purchase.Conduct an “On-Counter Test” in select locations that currently sell from an In-Counter unit. The test should be created to greatly increase product visibility and result in a sales lift of 20% or greater.Survey and work with each chain to design a standard set style and size (facing count) to gain consistency throughout their stores.Create a merchandising solution for kiosk and walk-up retailers.TimingYearlongBudget$30,000ResponsibilityProgram Area SupportKevin Burke, Jim Donnelly, John Negley Corporate Accounts, Sales PLANNED PROGRAMS: STRATEGY 6 Expand the Colorado Lottery’s retail distribution channel.NEW BUSINESS DEVELOPMENTProspect, recruit and license viable Colorado Lottery retailers in FY16 to replace exiting retailers and grow the distribution outlet by procuring 45 new retailers to provide for more convenient and widely available sales of Lottery products to a broader diversity of consumers.ProgramDesign and Produce New Retailer Recruiting MaterialsDescriptionDevelop new recruiting materials with customizable aspects for diverse trade-style recruiting efforts.Include a highly visible “Become a Retailer” link on the Colorado Lottery homepage.Update the “Become a Retailer” page on the Lottery’s website to include additional retailer benefits and available Lottery support.Create a link to contact the Colorado Lottery Business Development Specialist directly. TimingYearlongBudget$3,000ResponsibilityProgram Area SupportJoel Messmer Interactive Communications, Retail Relations, News Media Relations, Corporate Accounts, Sales, CactusProgramProspect and Identify Opportunities to Recruit and License New Chains and Non-Traditional Selling LocationsDescriptionEvaluate “Geo Prospect Plus” research, looking at and beyond traditional trade-styles for viable chain recruiting opportunities.Identify non-traditional selling locations such as state government offices (DMV), State Parks welcome centers, regional shopping centers, sports venues, amusement parks, Union Station, Red Rocks and airport locations in Colorado Springs and Grand Junction. Determine traffic flow at the prospective locations needed to sustain a machine or service. Identify key decision makers, send introduction letters, direct mail pieces and other targeted recruiting materials.Produce tailored recruiting presentations for in-person meetings.Work with the state demographer to explore new sales growth opportunities.TimingYearlongBudget$12,000ResponsibilityProgram Area SupportJoel Messmer Interactive Communication, Retail Relations, News Media Relations, Corporate Accounts, Sales, CactusProgramIdentify Trade-Styles with Primarily Independent Retailers That Provide the Strongest Recruiting Opportunity with the Greatest Sales PotentialDescriptionEvaluate “Geo Prospect Plus” research and identify viable retailers within select, traditionally independent trade-stylesProvide targeted recruiting materials and trade-style. recruitment strategies to assist RBA II and RBA IIIs in their efforts at licensing new retailers in these trade-styles.TimingYearlongBudget$3,000ResponsibilityProgram Area SupportJoel Messmer Interactive Communications, Retail Relations, News Media Relations, Corporate Accounts, Sales, CactusProgramMaintain Existing and Seek Strategic Colorado Lottery Memberships in Additional Trade AssociationsDescriptionBuild and enhance relationships within these trade organizations to develop recruiting leads and opportunities.Participate in association trade shows to promote the benefits of becoming a Colorado Lottery retailer and prospect for new retailers.Create trade-style specific recruiting materials to display at tradeshows and other association events. TimingYearlongBudget$15,715ResponsibilityProgram Area SupportJoel Messmer Interactive Communications, Retail Relations, News Media Relations, Corporate Accounts, Sales, CactusProgramCreate a JUMPSTART Program to Provide Additional Value and Support for New RetailersDescriptionDevelop social media program designed to increase consumer awareness of new Lottery retailers and drive associated promotional trafficCreate a list of best practices by trade-style to use as a guide to starting out new retailers with the tools/tips to be successful.Provide promotional options to new retailers such as Buy X -Get Y, wheel spin for Lottery purchases, Second-Chance drawings, etc to promote Lottery purchases.Email new retail location information to MyLottery members in their geographic areas and provide website announcements.Integrate “Expect the Unexpected” into new retailer programs.TimingYearlongBudget$22,200ResponsibilityProgram Area SupportJoel Messmer Interactive Communications, Retail Relations, News Media Relations, Corporate Accounts, Sales, CactusProgramRecruiting (Sales teams)DescriptionDevelop new recruiting plan for LSR’s and Sales Reps Work with the Business Development Manager to identify potential new retail locations.TimingYearlongBudgetN/AResponsibilityTom Cargal, Jen Thiebaut, and Joel MessmerProgram Area SupportSalesPLANNED PROGRAMS: STRATEGY 7Create brand advocates by increasing community outreach and direct engagement with players in an effort to build strong, durable relationships with the brand.Other than game play, there are three primary areas through which the Lottery interacts directly with our players – , our social media channels, and through events, sponsorships and promotions. Programs for each of these areas follow.WEBSITEOur website is one of the main ways in which we currently interact directly with players, providing valuable information they are seeking and building long-term relationships via the MyLottery program. With 1.2 million visits per month, boasts a 73.7% return visitor rate, making it critical for us to continue investing in this important channel. The MyLottery loyalty program has over 307,350 members. Several initiatives will help us to further achieve building relationship with our customers in FY15.ProgramWebsite TransitionDescriptionThe Lottery will embark on a project to move the website’s platform from ColdFusion to Python/Django working with a new digital agency, Fusionbox. The entire website will be recoded and will execute a new content management system. The transition will move hosting to a cloud environment. TimingYearlongBudget$300,000 website development$269,000 website maintenanceResponsibilityEliza Tyndall; Tara Stosek; Gloria Reiter; Stakeholders; Cactus; FusionboxProgram Area SupportDrawing Manager, Product, Sales, Retail Relations, Security, Fiscal, Corporate CommunicationsProgramEnhance Retailer WebsiteDescriptionThe retailer website will be enhanced under the transition project to be mobile-friendly. This effort should result in more users, especially clerks, being able to access and use the site to better their skills selling Lottery products. Assist sales in providing relevant information for posting to the site. Provide banner ads for posting. Develop incentive programs and promotions to increase interaction with the site, and increase retailer email database. TimingNovember 2015 approximatelyBudgetPart of the transition budgetResponsibilityEliza Tyndall, Toni Glover, Cactus, FusionboxProgram Area SupportSalesProgramInteractive Communications Program Management DescriptionThroughout FY16 we will develop and deploy new content to keep our web visitors engaged with the site and the brand, and to support various product and brand campaigns in the owned channel. Web channels include the mobile website, mobile applications, the retailer website, and the Spanish section of the consumer site. Efforts include homepage takeovers, homepage marquees, HTML emails, contests, etc. New technologies and methods will be explored and pursued if they are determined to be effective and efficient. Ongoing support for campaigns on the retailer website. TimingYearlongBudgetWithin Fusionbox Retainer ResponsibilityEliza Tyndall, Cactus, FusionboxProgram Area SupportN/AProgramPlayer Rewards ProgramDescriptionDetermine how to fund Scratch tickets that are provided for redemption.Begin development of a Player Rewards Promotion where MyLottery members can enter a points reward program in addition to any eligible second-chance drawings by 1) scanning the bar-code on eligible Scratch tickets with their smart phone or 2) entering the 22-digit number directly online and on the mobile site.Offer “points” for Scratch games purchased. Players enter their purchased Scratch ticket’s 22-digit number or scan its barcode. The system will bank their points. Club members can redeem points for Scratch tickets. This program will launch in FY16/17 as a “thank you” to our MyLottery members. The Lottery will collect player’s points immediately upon the launch of the Scratch App. During the holiday season, the Lottery will announce the Points Promotion, and award MyLottery members points they have accumulated since the Scratch mobile App was deployed. TimingQ4BudgetWithin Fusionbox retainer for development$XYZ – redemption ticket costResponsibilityEliza Tyndall, Todd Greco, Cactus, FusionboxProgram Area SupportN/AProgramMyLottery Growth InitiativeDescriptionOver the last two years MyLottery growth has been 17 and 16 percent. With the introduction of new programs like the Scratch and Jackpot Apps we’re encouraged to grow our membership further. In addition to the mobile applications, additional programs will be developed to encourage players to sign-up to be members. We’d like to see 20 percent growth in membership in FY16.Sponsor contests and promotions.TimingYearlongBudget$20,000 (Scratch ticket promotional budget)ResponsibilityEliza TyndallProgram Area SupportCactus, FusionboxProgramMobile Application Enhancements DescriptionFor the mobile applications to be successful, we will monitor use and interaction in order to continue to enhance them to keep them fresh and engaging. Identified opportunities include, but are not limited to:Scratch App: Implement Points for Scratch program. Jackpot App: Add digital playslip. Maintain Google Doc to record potential enhancements for exploration.TimingPlanning March – June 2016BudgetWithin Fusionbox retainer for developmentResponsibilityEliza TyndallProgram Area SupportTodd Greco, Jay Sisson, Cactus, FusionboxSOCIAL MEDIAWith nearly 52,000 fans, the Colorado Lottery’s Facebook page has grown to be an important channel for communicating highly relevant Lottery news to our player base. It is critical that we keep investing in this area so that we can keep current fans engaged and gain new fans as well. The Lottery’s fastest-growing fan base is with Instagram, the most visually-driven medium. In addition, the Lottery has also boosted our Twitter following by transforming our page into a vital tool for breaking Lottery news and winning numbers. We will continue to expand more actively into other social media channels this coming year, such as Pinterest and YouTube.ProgramFacebook Content DevelopmentDescriptionOur goal is to grow from 52,000 to 57,000 fans in FY16. Continue to engage fans and spark conversation with winner alerts, intriguing questions, and appealing photo/video content. Promote Jackpot amounts as a reminder to play before they are triggered for paid support. Jackpots of $100M or more tend to drive Likes, Comments, and Shares on their own.Utilize sponsored/paid posts for new products, events, promotions, and contests.Use Facebook as primary vehicle for “Expect The Unexpected” events and promotions.Determine how other lotteries conduct social media contests. Commit to at least one Social Media Contest per quarter with the help of Drawing Manager and an outside vendor such as WooBox.Continue to drive traffic to our website and encourage MyLottery sign-ups, and push fans to download the Mobile Jackpot App for the most up-to-date information.TimingYearlongBudgetWithin Cactus retainerResponsibilityKelly Tabor, CactusProgram Area SupportInteractive Communications, Community Relations, Events & Sponsorships, PromotionsProgramTwitter Content DevelopmentDescriptionGrow our Twitter following to from 2,850 to 3,700 in FY16. Continue to leverage Twitter as the main contact point for breaking Colorado Lottery news and numbers.Continue to cross-promote tweets with other agencies such as GOCO, Retailers, DIA, etc.Focus on adding visual content, i.e. winners / winning tickets.Increase awareness and affinity for our website and Mobile Apps.TimingYearlongBudgetWithin Cactus retainerResponsibilityKelly Tabor, CactusProgram Area SupportInteractive Communications, Community Relations, Events & Sponsorships, PromotionsProgramOther Social Media Content DevelopmentDescriptionInstagram – Increase followers from 680 to 750 in FY16. Post more video clips (i.e. Prize Surprise, someone scratching tickets). Use fresh, appealing visuals to highlight Proceeds locations, new Scratch tickets, and winner photos.Pinterest – Maintain 585+ followers and explore new opportunities for growth. Focus efforts on Proceeds success stories, winning tickets, winner awareness, and DIY projects like Scratch Wraps. Create a bacon-themed Board.YouTube – Create a “Prize Surprise” highlight reel. Put all of our energy into every Prize Surprise.Film Scratch ticket “live scratching” videos, as a way to promote “Expect The Unexpected.”TimingYearlongBudgetWithin Cactus retainerResponsibilityKelly Tabor, CactusProgram Area SupportInteractive Communications, Community Relations, Events & Sponsorships, Promotions EVENTS / SPONSORSHIPSParticipation in events and sponsorships throughout the state provides the Lottery a way to directly engage with citizens of Colorado where they live, work and play, and is a valuable tactical component of our marketing program. In addition, events provide a platform for sales of Lottery product, brand awareness and game promotions. The Lottery would like to retain successful event properties as well as continue to expand the FY16 event portfolio to bolster our statewide outreach. ProgramEvents to RetainDescriptionThe Lottery has participated in and sponsored several events throughout the years. In doing so, we have learned which events meet specific criteria for participation and our marketing objectives. In FY16, the Lottery will continue with the following event opportunities, looking to optimize our presence in each. Some event opportunities are provided through Sponsorships.Events that have been committed to:Cherry Creek Arts Festival; July 3–5, 2015Jet Car Nationals; July 4, 2015Estes Park Rooftop Rodeo; July 6–12, 2015Estes Park Rooftop Rodeo Parade; July 6, 2015Sky Sox Lottery Mascot Meet & Greet; July 9, 2015Colorado Dragon Boat Festival; July 18–19, 2015Grand Junction Rockies Lottery Night; July 23, 2015Mile High Nationals; July 24–26, 2015Larimer County Fair Parade; July 25, 2015Boulder County Fair; July 31–August 9, 2015Boulder County Fair Lottery on-site; August 8, 2015Larimer County Fair; July 31–August 4, 2015Colorado Rockies Lottery Mascot Meet & Greet; August 14, 2015Sky Sox Lottery Mascot Meet & Greet; August 20, 2015Colorado Rockies Lottery ascot Meet & Greet; August 21, 2015KBPI Rock ‘n Roll Car Show; August 23, 2015Colorado Rapids Lottery half-time promotion; August 26, 2015Colorado State Fair; August 28–September 7, 2015A Taste of Colorado; September 4–7, 2015Colorado Rapids Lottery halftime promotion; September 12, 2015TimingVarious, see specific event datesBudget$350,000 (total Events budget)ResponsibilityProgram AreaSupportMarie Valtakis, CSG, CactusInteractive Communications, News Media RelationsProgramEvents to ConsiderDescriptionThe Lottery is always looking to expand the current event base by proactively collecting and reviewing opportunities from festivals, special events and sports properties from around the state. Event proposals are reviewed for key audience demographics, opportunity to increase brand awareness, product sales, promotional opportunities, community outreach and geographic diversity.Events to consider:Breckenridge Oktoberfest; September 11–13, 2015Red Rocks 2015 seasonDIA Beer GardenGreat American Beer FestivalParade of Lights, DenverParade of Lights, PuebloNational Western Stock ShowInternational Sportsmen’s ExpoPBR Rumble in the RockiesWild Wild West FestivalDenver Comic ConRocky Mountain Air ShowPeople’s FairParker Days FestivalCountry JamGreeley StampedeAir Force Academy TimingVariousBudgetSee Events budget aboveResponsibilityMarie Valtakis, CSG, CactusProgram Area SupportInteractive Communications, News Media RelationsProgramState FairDescriptionSponsorship of the Colorado State Fair where the Colorado Lottery will have a presence with the newly renovated building where six sales terminals will be set up. The building will feature proceeds beneficiaries and the new brand of “Expect the Unexpected.” The Lottery will also offer a Second-chance drawing at the fair for all non-winning tickets, just as in years past. Building RedesignThe Lottery will renovate the building on the State Fair grounds so that it’s Lottery branded on interior and exterior with a focus on proceeds beneficiaries within the building.Second-Chance DrawingSupported by POS at 97 Safeways, 20 Albertsons and 46 Safeway Fuel Centers locations, and at the State Fair prize will be a truck and trailorTimingAugust 28 – September 7, 2015 BudgetFunded by Sales:Sponsorship: $30,000Building: $35,000POS Production: $15,000Print: $2,500ResponsibilityProgram AreaSupportToni Glover, LuAnn Caligaris, Brooke ChristopherSales, Interactive Communications, News Media Relations, CactusProgramSponsorships to RetainDescriptionSponsorships provide Lottery exposure on a bigger scale. They are generally long term, a full year or sports season and often at large venues, which provide a greater audience reach.Sponsorships that have been committed to:Kroenke Sports and Entertainment (Colorado Avalanche, Denver Nuggets, Colorado Mammoth and Colorado Rapids)Budweiser Events CenterBandimere Speedway2015 Colorado Rockies season2015 Sky Sox season2015 Grand Junction Rockies season2015 JUCO (Junior College World Series)TimingVariousBudget$650,000 (total Sponsorship budget)ResponsibilityProgram AreaSupportMarie Valtakis, CSG, CactusInteractive Communications, News Media Relations, Community RelationsProgramSponsorships to ConsiderDescriptionSponsorship proposals are reviewed for key audience demographics, opportunity to increase brand awareness, product sales, promotional opportunities, community outreach and geographic diversity.Sponsorships to consider:2015/2016 Kroenke Sports and Entertainment (Colorado Avalanche, Denver Nuggets, Colorado Mammoth and Colorado Rapids)2016 Budweiser Events Center2016 Bandimere Speedway2016 Colorado Rockies Season2016 Sky Sox Season2016 Grand Junction Rockies Season2016 JUCO (Junior College World Series)TimingVarious sponsorship dates and/or specific sport seasonsBudgetSee Sponsorship budget aboveResponsibilityProgram AreaSupportMarie Valtakis, CSG, CactusInteractive Communications, News Media RelationsProgramEvent Producer ClinicDescriptionThe Lottery and CSG will host a clinic for current and interested organizers of festivals, special events and sports organizations that presently are or expected to be seeking sponsorship from the Colorado Lottery. Attendees will learn what the Colorado Lottery is seeking in sponsorships, the process we require and key elements that should be included in proposals.TimingQ2BudgetN/AResponsibilityMarie Valtakis, CSGProgram AreaSupportN/AProgramOptimize Events/Sponsorships Planning and Player ExperienceDescriptionIn FY16 the Lottery will continue to maximize their presence at events and sponsorship properties and explore ways to better engage with their audience in a more relevant way. When planning for event and sponsorship participation and execution, the Lottery will look to optimize their presence in the following ways:Creative promotions and activations through the use of these elements:Support Scratch and Jackpot games at events with customized offers/promotions and prize wheels. (Makin’ Bacon, Words with Friends, Atari, Robotic Riches). Negotiate Expect the Unexpected/un-buyable experiences Organic – endemic to the eventRelevant to the attendeeInteractive – create engagement opportunitiesMeasurabilityTargeted premium itemsProvide fun and engaging content for Lottery interactive and social media outlets through the event team.Encourage players to tag us in their event photos Request inclusion in event partner social media channelsWhere applicable, use entertaining hospitality benefits for players through second-chance drawings, wheel spins or social media. Consumer engagements – use of available assets through event, sponsorship, Scratch and jackpot contracts.Ask sponsorship partners to post Jackpot amounts on their websites.Incorporate ProceedsParks passes/giveaways on the prize wheelUse of Proceeds messaging where appropriatePromote Lottery Scratch and Jackpot apps. Use existing POS. Promote MyLottery sign-ups Work with Cactus and Interactive Communications Manager to create communication piece that can be used at events.Integrate Proceeds Parks passes/giveaways on the prize wheelUse of Proceeds messaging where appropriateUpdate Dream Machine wrap by January 1, 2016.TimingVariousBudgetPart of Events budget listed aboveResponsibilityProgram Area SupportMarie Valtakis, CSG, CactusInteractive Communications, News Media Relations, Community RelationsPROMOTIONSThe Lottery conducts consumer promotions at the retail level to engage players, incentivize increased purchases and offer trial of product. The goal for the promotions module is to engage the consumer at the time of purchase in an authentic manner that leaves them excited and involved with the Colorado Lottery. Our FY16 focus will be to select promotions that are more focused and provide greater return with the support of other marketing areas. ProgramPromotions ModuleDescriptionStatewide promotions through the use of the promotions module are a great way to support Jackpot games, new Jackpot products or product changes. Possible product support this year: Cash 5 & Lotto EZ MatchQ3/Q4Statewide promotionPossibly an Nth optionSupport should include paid media such as digital and/or radio in addition to earned and owned mediaWin for LifeQ4Lotto AwarenessQ4Special EventsTimingVariousBudget$80,000ResponsibilityProgram Area SupportMarie Valtakis, Jay Sisson, CactusCorporate Accounts, Sales, Interactive Communications, News Media RelationsProgramCorporate Accounts Promotions DescriptionCorporate Accounts promotions will also be a focus this year. Our focus will remain to do fewer promotions on the module so as to not have overlapping or back-to-back, do them bigger and better with additional support.Train Corporate Account Managers on the promotions module. Lottery to build a catalog of promotions for Corporate Account Managers to use when selling in promotions. Include examples of promotional support such as ESMM, clerk buttons, email blasts, social media postings, etc.Look at integrating promotions with chain loyalty and beverage programsRequirements are one promotion per top 10 chains.Can do the same promotion, same duration across five chains.Look at quantity of module and statewide promotions for balance.Work with chains to contribute for increased support.Work within six month lead to be included in chain promotion plan.TimingVariousBudget$100,000ResponsibilityProgram Area SupportMarie Valtakis, Jay Sisson, Corporate AccountsSales, Interactive Communications, News Media Relations, CactusProgramDescriptionTimingBudgetResponsibilityProgram Area SupportPop-up PromotionsPop-up promotions provide an opportunistic platform to take advantage of last moment promotions for such items as high jackpots, Scratch ticket launches and special retailer requests. Generally these will be done with less than two weeks lead time utilizing resources already on hand, e.g. Dream Machine, premium items, mascots, etc. Flash remotes/pre-approved retail locations for trigger Jackpot remotes. Align with paid media partners for live radio remotes at Jackpot trigger amount. Pop-up promotions for product support. Work with Scratch Product Manager to secure merchandise or promotional premiums from product vendors or develop our own support materials. Utilize our sponsorship partner assets where applicable. VariesTBDMarie Valtakis, CSG, Todd GrecoCorporate Accounts, Sales, Interactive Communications, News Media RelationsPLANNED PROGRAMS: STRATEGY 8 Increase and amplify awareness of all Colorado Lottery winners.NEWS MEDIA, EVENTS, AND OTHER COMMUNICATIONIn the past year, the Lottery has increased our aggressiveness in promoting winners, primarily leveraging our news media, website, and social media channels to drive broader awareness of winners throughout the state. Specific goals for FY16 are as follows: ProgramWinner AwarenessDescriptionIn FY16, the Lottery will make winner awareness a top priority. We will use external news media, our own social channels, MyLottery, and the website to spread the message about winners.Work with sales team to create local winners posters for store events.Update winner’s photos on social media, the website, and in the Denver claims office.Get news releases out to media members in a timely manner when there is a large jackpot winner, a winning trend, etc.Create “Prize Surprise Throwback Thursday” posts to remind players of past winning experiences.Share stories of clerks who sold winning tickets.TimingYearlongBudget$4,000ResponsibilityKelly Tabor, CactusProgram Area SupportInteractive Communications, Community Relations, Events & Sponsorships, Promotions, Sales ProgramPress ReleasesDescriptionGenerate awareness of winners, high jackpots, proceeds numbers and projects, and unclaimed prizes. Distribute to regional markets, the whole Colorado market, and specialty publications (outdoor, gaming, travel, etc.)TimingYearlongBudgetN/AResponsibilityKelly Tabor, CactusProgram Area SupportInteractive Communications, Community Relations ProgramJackpot Product AwarenessDescriptionSupport EZ Match, with a possible “EZ Match Happy Hour.”Drive jackpot awareness by executing spontaneous promotional events, ticket giveaways, etc.Promote product launches with planned media events.Openly invite news media to interview, film b-roll, etc. when jackpots are high.TimingYearlongBudget$5,000ResponsibilityKelly Tabor, CactusProgram Area SupportInteractive Communications, Events & Sponsorships, Promotions, SalesProgramScratch Product AwarenessDescriptionPromote new games the day they are released.Support Makin’ Bacon with live promotions like a Food Truck partnership, the State Fair, etc.Support Atari Scratch with promotions at 1-Up, store in Elbert, and Oskar Blues Brewery, with possible Atari competitions.Help promote Robotic Riches, Holiday Scratch, and Words With Friends tickets with creative posts, events and contests.TimingYearlongBudget$5,000ResponsibilityKelly Tabor, CactusProgram Area SupportInteractive Communications, Events & Sponsorships, Promotions, SalesProgramExpect The UnexpectedDescriptionGenerate awareness of “Expect The Unexpected” tagline, creating affinity for the Lottery brand.Encourage event-attendees to tag us in their event photos on social media, and use the hash-tag #ExpectTheUnexpecte.Help promote “Unexpected” happenings at events, such as VIP fan experiences at Rockies games, etc.Reward good behavior with Scratch or Jackpot tickets, film it via iPhone, and make public.TimingYearlongBudget$5,000ResponsibilityKelly Tabor, CactusProgram Area SupportInteractive Communications, Community Relations, Events & Sponsorships, Promotions ProgramPrize Surprises DescriptionWinning experiences will be captured on video via surprise Second-Chance Drawing visits. Short video segments will be created for public distribution on social media channels, the website, and news media outlets.Create a “Prize Surprise” highlight reel for YouTube. Put all of our energy into every Prize Surprise.TimingCorrespond with Second-Chance Drawings Budget$6,000ResponsibilityKelly Tabor, Cactus, All-Terrain VideoProgram Area SupportInteractive Communications, Community RelationsPLANNED PROGRAMS: STRATEGY 9Drive awareness of the Colorado Lottery’s benefits to the state in order to engender goodwill amongst all Coloradans.ProgramStatewide Proceeds CampaignDescriptionThe objective of this project is to increase the awareness of where the money goes and the positive effects associated with those funds. We will communicate/educate the benefits of Lottery proceeds in a relevant manner to the people of Colorado. Tactics will span paid, earned and owned media. Determine tier level for FY16/17 Campaign – as needed, update assets.TimingQ1 & Q4BudgetQ4 Media: $500,000Q4 Production: $20,000Q1 $140,000 (paid media in Q1)ResponsibilityDawna Callahan, Brooke Christopher, Kelly Tabor, Alan Hoffman, CactusProgram Area SupportAdvertising, Interactive Communications, News Media Relations, Sales, Events & SponsorshipsProgramIncrease Proceeds Awareness at RetailDescriptionIn an effort to continue to educate both retailers and players on where Lottery proceeds go.Create “Proceeds Scorecard” per county for both retailers and players that highlights the Lottery, “Funding the Ways CO Plays.” These Scorecards will note key proceeds messages and can be utilized by sales, events, communications and executive teams to increase proceeds awareness. Sales Reps can distribute to retailers to share with players. Include proceeds spotlight in Retailer News and Rep Rap.Highlight proceeds by county per ESMM utilization. Attend Retailer Forum for proceeds discussion.Provide proceeds messaging for Executive Road Trips.Provide proceeds certificates and press releases localized by county.In addition to certificates, distribute proceeds checks to retailers to display in their window highlighting the proceeds amount the store is responsible for generating. When appropriate, integrate proceeds into sales events (ie., grand openings, ribbon cuttings).Invite Sales Staff to proceeds events (ribbon cuttings, Starburst Awards) whenever possible.TimingYearlongBudget$7,500ResponsibilityDawna Callahan, CactusProgram Area SupportSales, Executive, News Media Relations, Interactive CommunicationsProgramProceeds Awareness at EventsDescriptionThe Lottery will leverage their presence at events and sponsorship to maximize proceeds awareness at community and statewide events:Provide proceeds signage at events.Procure proceeds prizes to add component on spin wheel – localize when possible, daily and annual park passes.Continue to evaluate and leverage partner event sponsorship opportunities that are proceeds focused such as; Colorado State Fair, Bike to Work Day, Greenway Foundation RiverFest and First Day Hikes.Explore opportunities to increase awareness at county stairs. .TimingYearlongBudget$17,000ResponsibilityDawna Callahan, Cactus, Marie Valtakis, CSGProgram Area SupportNews Media Relations, Interactive Communications, Executive, Sales, Events & SponsorshipsProgramProceeds Awareness on the WebDescriptionThe Lottery Giving Back section of the website offers a wealth of information about Lottery proceeds. Maintain and update Statewide Campaign resources for proceeds partners to utilize.Develop Editorial Calendar to highlight proceeds each month on the website via website marquee.Reserve June as ‘Proceeds Month’ on the website.TimingYearlongBudgetN/AResponsibilityDawna Callahan, Cactus, Eliza TyndallProgram Area SupportNews Media Relations, Interactive CommunicationsProgramProceeds Awareness through PRDescriptionGenerate awareness of proceeds through press releases and a media tour in the Fall timeframe. Work with Media Relations Specialist to place specialized press releases and proceeds-related articles relevant to Proceeds Beneficiaries; in larger magazines, publications (like Outside Magazine).Execute aggressive media tour(s) highlighting both Starburst Awards and overall Lottery-funded areas/projects. Host local media at Lottery-funded locations to promote proceeds awareness.Develop Editorial Calendar to highlight proceeds projects each month and create an integrated communication plan for outreach with new releases, social media platforms, website, ESMM, sales newsletters. Generate awareness through press releases sent to local markets throughout the state signifying how much has been generated through retailers by county, and samples of proceeds projects driven by Lottery funds by county – see proceeds certificates under Retail. Proactively pitch story ideas to special interest groups (i.e. bike, hike, rock climbing groups).Actively participate in special media opportunities like press conferences about large grants allocated to projects around the state (i.e. $1M Youth Corps and $5M Flood Relief). Coordinate with Media Relations Specialist the development of a proceeds-specific media list. Evaluate Media Center section on website and possibly add option to receive proceeds-related informationPitch proceeds story (similar to Mesa County story) to news stations around the state.Evaluate opportunities for following proceeds beneficiaries on social media.Produce ‘Lottery flags’ for people to use in pictures/posts when they are recreating at Lottery-funded locations.TimingYearlongBudget$2,500ResponsibilityDawna Callahan, Brooke Christopher, Kelly TaborProgram Area SupportNews Media Relations, Interactive Communications, SalesProgramStarburst AwardsDescriptionThe Starburst Award is the recognition of excellence in the use of Lottery funds. Develop awards, posters and brochures.Generate a proceeds ad to place in local newspapers congratulating the winning community and project. Awards will be presented publicly and featured on .Distribution of press releases.Social media posts about Starburst Award winners.Incorporate ‘Expect the Unexpected’ into the award. Recognize award recipients at professional conferences (COSA, CPRA).TimingQ1 & Q2Budget$8,500ResponsibilityDawna Callahan, CactusProgram Area SupportNews Media Relations, Interactive Communications, ESMM, SalesProgramOutdoor Video SegmentsDescriptionWe’ll continue to utilize current channels and resources while we look for opportunities for widespread distribution and reach within the outlined budget. Rename ‘Proceeds Segments’ so they’re not limited to just outdoor projects.TimingYearlongBudget$20,000ResponsibilityDawna Callahan, Brooke Christopher, CactusProgram Area SupportNews Media Relations, Interactive Communications, ESMM ProgramProceeds Print AdsDescriptionIn FY16, the Lottery will continue to partner with communities to help promote their events by providing partners with a professionally designed ad in exchange for an in-kind event sponsorship. Update the program application to simplify process while also highlighting the value of the benefit each partner is receiving.With noted program updates would like to get placement in smaller more local publications where the ads will stand out. TimingYearlongBudget$30,000ResponsibilityDawna Callahan, CactusProgram Area SupportNews Media RelationsProgramSpeaker’s BureauDescriptionSpeaker’s bureaus have remained an important way to get in front of local community officials and members to tell the Lottery’s story. Refresh the presentation deck to include a stronger brand relevance message.Attend proceeds partner conferences (CPRA, CML, COSA).Explore opportunities and take a more strategic, proactive approach to scheduling Speaker’s Bureaus. Aim for a stronger presence – such as CML’s RUN (Resources U Need) session.TimingYearlongBudget$2,500ResponsibilityDawna Callahan, CactusProgram Area SupportNews Media RelationsProgramLottery/GOCO SignageDescriptionStrengthen Lottery/GOCO signage program to incorporate Lottery messaging across the state. Work with GOCO Marketing team to coordinate plan for distributing signage to Lottery/GOCO-funded projects. TimingYearlongBudgetN/AResponsibilityDawna Callahan, Brooke ChristopherProgram Area SupportExecutiveProgramEmployee Relations ProgramsDescriptionContinue to improve overall morale through internal employee communications and programs. Communicate products, programs, promotions and more to all Lottery employees to maximize internal awareness and support. Programs will include:Lottery and DOR Intranet Content?Update the existing intranet landing page with key messages and updated documents. Create a more interactive, user-friendly site.Include employee resources like the manual, procedures document, etc.Employee Outings and Events – find best places/ways for Lottery employees to interact and bond with one another.Continue to develop and execute internal “Ticket” newsletter on a quarterly basis and the “Lottery Enquirer” newsletter on a bi-weekly basis. Both communicate internal news about employees (and their families), promotions, product-related news, sales numbers, messages from the Director, etc. TimingYearlongBudget$1,000ResponsibilityProgram Area SupportBrooke ChristopherN/AProgramCommunity, Government and Partner RelationsDescriptionThe Lottery takes its role in Colorado seriously, and believes it has an ongoing commitment to the citizens of our state – especially players – to provide support and protection of both the community and the environment. This initiative is critical to making the Lottery a more likeable government state agency and increasing awareness and overall education about the Lottery’s corporate programs. Maintain Commission Hub and ensure content is updated and relevant. Annual Review (printed and digital).Continuation of Protect Your Prize Campaign ($8,000) – choose month to push awareness and education to help protect our players from fraud and scams. May is Protect Your Prize month. Continuation of Problem Gambling Awareness ($15,000) – The Colorado Lottery promotes responsible gaming and operates with the highest degree of integrity, trust, accuracy and responsibility. March is Problem Gambling Awareness Month. TimingYearlongBudget$23,000 (Problem Gambling Awareness $15,000, Protect Your Prize Campaign $8,000)ResponsibilityProgram Area SupportKelly Tabor, Brooke Christopher, Dawna CallahanCactus PLANNED PROGRAMS: STRATEGY 10Utilize analytics tools to better measure, understand and communicate ROI in order to optimize future programs.ProgramImage StudyDescriptionThe Image Study is conducted every other year and allows the Lottery to track favorability on a detailed level. We also use this study to help determine proceeds awareness of where Lottery funds go. TimingQ4Budget$21,700 (funded from Research budget)ResponsibilityProgram Area SupportTodd Greco, Eliza TyndallN/AProgramTracking StudyDescriptionThe Lottery plans to continue fielding a tracking study in FY16, which provides data on game and advertising awareness, playership, favorability and other standard metrics, as well as the ability to ask custom questions in each installment that will aid current marketing decisions. We will conduct this research approximately four-six times during the fiscal year.TimingOngoingBudgetAllocated through the Scientific Games Contract, $25,000 per wave estimate maximum of 4 wavesResponsibilityProgram Area SupportEliza Tyndall, Todd GrecoCactusProgramDigital Habits StudyDescriptionWith the high penetration of digital usage in the state of Colorado, it is essential for the Lottery to understand digital behavior of players and infrequent/lapsed players in order to identify opportunities to reach them in a manner that is comfortable for them. This will be the first study of its kind, with an intent to conduct digital studies every 2-3 years. TimingQ2Budget$70,000ResponsibilityProgram Area SupportEliza TyndallCactusProgramRetailer Focus GroupsDescriptionContinuing from FY15, analysis will be done on the results of focus groups conducted with grocery decision makers, grocery store managers and clerks, convenience store decision makers, convenience store managers and clerks, and independent store owners/managers and clerks in order to provide the Lottery’s sales team with a holistic view of the retail environment. Findings from the study will identify key areas where we can improve the support that we provide to these key distribution channels. TimingQ2BudgetAllocated through the Scientific Games ContractResponsibilityProgram Area SupportEliza TyndallSales, CactusProgramConsumer InterceptsDescriptionContinuing with the objective to provide sales with an overall holistic approach to the sales channel, the Lottery will be conducting consumer intercepts to better understand the customer perspective about purchasing and playing Lottery games. The findings from the study will allow us to identify issues/successes and resolve or capitalize on them to make the Lottery buying experience better. TimingQ1BudgetAllocated through the Scientific Games Contract ResponsibilityProgram Area SupportEliza TyndallSales, Cactus ................
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