La Fleur’s 2017 Global Lottery Forum was held June 27-29, 2017 at Dalhousie University in Halifax, Nova Scotia. The theme of the conference was “Lean Lottery: How Lotteries Can Turbocharge Their Innovation.”Expert Lean Startup speakers showed how entire industries are being disrupted by new market entrants who defy the rules and offer amazing customer experiences through the use of state-of-the-art technology. Organizations are rapidly deploying innovation programs which seek to innovate at the speed of startups and defend their market stronghold.
La Fleur’s Magazine would like to thank the following: Atlantic Lottery (Forum Co-Host & Sponsor) as well as our Educational Program Partner (NOVOMATIC Lottery Solutions), our Silver Sponsor (Epson Canada), our Hospitality Event Sponsors (IGT and Market Gravity) and our Social Media Sponsor (Bulletproof).
Brent Scrimshaw, President & CEO, Atlantic Lottery, delivered the Welcome Address. ALC’s mission is building a stronger Atlantic Canada, one player experience at a time. He said there are two kinds of companies—those that work to try hard to change more and those that work to charge less. “We will be the second,” said Scrimshaw. He then discussed ALC’s Outpost Lab, which is staffed by innovation catalysts.
Keynote: David Usher
Keynote speaker David Usher, Juno Award winning musician, author and creativity expert, spoke about unleashing your creativity.
Usher is a creative tour de force. As the front man of the internationally acclaimed rock band Moist, and as a solo artist, Usher has sold more than 1.4 million albums and has had #1 singles singing in English, French and Thai. He has won countless awards—including five Junos—and performed at sold out venues around the world. He lives in Montreal with his family.
Believing that creativity and creative success is a learnable skill that anyone can master, Usher’s unique and dynamic presentation employed music and video to show Forum attendees the steps they could take to stimulate the creative process at home and at work.
One of the best parts of his hour-long presentation involved Usher coming off the stage to break the “fourth wall” between performer and audience. He went up the steps to talk to attendees. He even pulled an Atlantic Lottery employee (Shana Noel) on-stage. Using an instrument to monitor her heartbeat, Usher and his guitar player Jonathan Gallivan composed music on-stage. It was electrifying.
When Usher is not making music, he is equally passionate about his other life, as a Geek. He is the founding director of Humanize AI, a company focused on building the interface between artificial intelligence and the human experience.
He is also the founder and creative director of the Human Impact Lab at Concordia University. The Lab works at the intersection of Art Technology and Data engaging artists, designers and game developers to work on big data social impact issues such as climate change, artificial intelligence and the Second Machine Age.
Usher has worked as a project leader, consultant, and/or presenter for companies such as Autodesk, Cirque du Soleil, Cisco and the Royal Bank of Canada and as a keynote speaker has shared the stage with acclaimed thought leaders including Seth Godin, Biz Stone (Twitter), Guy Kawasaki (Apple) and astronaut Colonel Chris Hadfield. His book on creativity and the creative process, Let the Elephants Run: Unlock Your Creativity and Change Everything, was published in March 2015.
Lean Lottery Agenda
Morning presentations on Day 1 and Day 2 of the Forum featured outside experts discussing Lean Lottery principles.
Dan Toma, Innovation Consultant, The Corporate Startup, presented “Innovation Ecosystem.” He said innovation is a company’s life insurance. Innovation is about the ecosystem you build.
“The lean startup mythology has proved its worth in the startup/entrepreneurial contexts around the world but in corporate settings it still has to show results before it can be adopted at scale,” said Toma. “Most of the shortcomings of the mythology in corporate settings has to do with how are the corporations organized and run. Large organizations are not startups and they should not be treated as such. Changes in the corporate structure, KPI system and processes will allow for the shorter innovation cycles and a lower cost of learning.”
Kerry Rheinstein, VP, Global Growth, Foresight Factory, presented Emerging Technologies: Impact on Consumers & Their Relationships with Brands.”
She reviewed emerging technology advances and how they impact consumer lives and their relationships with brands. Lotteries must orient themselves to match consumers’ rising expectations in an ever more complex commercial landscape. The consumer trend is immersion. They want augmented and virtual reality. There is a desire for richer and more customized experiences.
“What’s next? Emotional data is the foundation of smart engagement. Artificial intelligence (AI) can support the staff and humanize the digital. Betware of bombarding the consumer: Give them control,” she said.
David Coletto, CEO, Abacus Data Inc., discussed “GENERATION Yikes: The Consumer Revolution Disrupting Everything, Including Lotteries.” He discussed three things regarding Generation Y.
“Clearly there is a major impact by the millennial market,” said Coletto. He said this generation has been shaped by the baby boomer generation “who raised us and clearly had an impact.” He said lotteries and gaming are not alone. “Every sector is faced with this imperative.”
Millennials represent 28.7% of the U.S. population (91.6 million) and 27.5% in Canada. He said this generation is impacting purchase decisions and changing behavior of their parents.
Cameron Maxwell, Partner, Two Igloos Inc., presented “Insights & Consumer Immersion—Why Insights Are the George Harrison on Innovation.” Breakthrough innovations begin with a great consumer insight. But there are two challenges. It’s harder to understand people’s lives and you need the insights to help you solve the problems. Marketers have moved by warp speed from focus groups to real world.
He cited research that 62% of young non-players said nothing could motivate them to play lottery. “The next step is dig a little deeper with casual lottery players,” said Maxwell.
Lean Startup Panel
Lean Lottery experts on this panel were first asked about why lotteries should embrace Lean Startup and the chief challenges faced as a government entity. All three panelists chose mainstream companies to illustrate how mature companies can take risks.
“One industry that has similar problems to lottery is golf,” said Coletto from Abacus Data. “How does golf get that next generation of player? I know I don’t play. The research shows that a lot of people do not want to spend four or five hours at the golf course. They will have to re-write the game—even the notion of a club membership. It costs $5,000 a year. That is a $100 for 50 rounds. I don’t do anything 50 times a year.”
He cited McDonalds as a brand that does a great job of continuous improvement. “They recognized that they were losing market share and people like good coffee. They reinvented their coffee and got the people back in the door to the point where they are successfully competing against Tim Horton here in Canada,” said Coletto.
Another example is the skateboard industry. “It has “It has died and resurrected itself three times now,” said Two Igloos’ Maxwell. “It was popular in the 1960s and that went away. It came back with the whole Tony Hawk Skull and Crossbones and that went away. Now these young skateboarders are real influencers. Look at guys like Ryan Sheckler and how he uses social media. It reaches youth in an authentic way. It’ll be in the Olympics next year and a billion dollar business.
“There is an idea that sports connect millennials, but people aren’t watching sports the way they used to, so I’m not sure that is as true anymore. Viewership under 30 is nonexistent. It is not just these older people things that have to change. It is everything,” he added.
And then there is Big Blue. “IBM is a company that continually re-invents itself,” explained Toma from The Corporate Startup. “You don’t want to hire really intelligent people and then tell them what to do. The role of leadership is like the role of a referee in sports: you are there to follow the rules, not tell the person how to play the game. I have consulted with companies where the people said you will never be able to transform the leadership style. It is too hiercherial from the ‘80s. I researched military structure and Napoleon gave up on command and control structure in the 19th century. He used management by objective back then.”
The goal of innovation should be achieving small breakthroughs with great consumer insights. “It is cliché to say fail small but maybe it is just one retailer, under the radar that you can try out a bunch of caterpillars to figure out which one will be the butterfly,” said Maxwell. “I don’t think innovation has to be all or nothing or sequential. Look at Google. They have billion dollar ideas but they also have tweaks to Gmail.”
Lotteries also must nurture an innovation ecosystem that involves the regulators. “Coping with failure is a mix of accountability versus the need to innovate,” stressed Coletto. “I think it starts with communication to the regulators that change involves risk. Government is the last place you are seeing the idea being embraced but you are starting to see it. Social media increases the risk of the exposure of failure, but it also lessens the staying power of risk. I am a social scientist, so I look at failure as an outcome. You have a hypothesis. You test it and you get an outcome. That means the experiment successfully tested the hypothesis.”
Making small mistakes along the way will prevent a big fail at the end. “If you do not have an iterative process, you are going to have a failure at the end,” explained Toma. “Second, measure everything. What did the fail cost? Everybody has studied the New Coke failure of all time. After Old Coke was introduced, sales increased. If you look at New Coke as an experiment, it succeeded. That was the mandate. We use this expression of ‘A Moon Shoot,’ meaning we are going to put everything into one try but really the mission to get to the moon was highly iterative. First, they orbited the earth. Then they did a spacewalk. After that they orbited the moon but did not land. Every time they learned.”
Global Lottery Case Studies
Jarmo Kumpulainen, VP, Veikkaus focused on reforming the Finnish gaming system. In January 2017, the Finnish state merged the three operators—Fintoto, Finland’s slot machine association (RAY), and Veikkaus merged into a single gaming company owned by the Finnish State.
“The Finnish system is based on the exclusive right principle and thus Veikkaus holds the exclusive right to operate all the gambling that is offered in mainland Finland,” said Kumpulainen. “Veikkaus has app. 7,000 POS. Veikkaus.fi is Finland’s largest webstore. Overall, new Veikkaus has 2 million loyal customers. Annual gross gaming revenue is over €1.8 billion and Veikkaus generates over €1.2 billion a year for the common good and lottery tax. The gaming revenue is used to offer people chances for better lives.”
Marc Frederix, Chief Players & Markets Officer, Nationale Loterij delivered “Connecting with Tomorrow’s Players.” The challenge for lotteries worldwide is to bring the right message to the right target in the right moment and in the right context in order to activate existing and recruit new players within their consumer journey.
Frederix demonstrated how innovation in sponsorship exploitation, connecting via your own digital eco-system and using big data to engage and be “in the moment” with lottery players is key to success.
“Put the player first, not the product,” said Frederix. He said lotteries must make permanent connection with real time campaigning. “Do not act too much as marketers. Act as communicators/engagers. Building bridges=communication.”
Remi Theys, Business Developer, Francaise des Jeux (FDJ), presented “SaferGame.” It is FDJ’s responsibility to protect players, retailers and society. “Regulators expect actions from lotteries against money laundering,” stressed Theys. As example, he cited the EU’s fourth directive against money laundering and financing of terrorism with a specific clause for game operators.
FDJ teamed up with IBM for a co-innovation project that resulted in 25% of new money laundering cases detected as well as 30% reduction of retailers’ bad debt. Our challenge is to work from massive data generated at thousands of retailers by millions of anonymous players,” he said.
Aric Nesbitt, Commissioner, Michigan Lottery, focused on “iLottery Player Retention.” The Michigan Lottery boasts a 18% click through rate for interactive emails to players. It has a 18% increase in return depositors with its bonus offers. “We work with a different ad agency to promote our iLottery business,” said Nesbitt.
Offering frequent new content is stressed: games are released two times a month. The lottery provides flexible communications; customer service is offered with live chat. “We use real people and man 24/7,” he said.
Michigan Lottery has 560,000 registered players, $425 million in overall online sales and $50 million in expected net to school aid.
Chris Rogers, Director, Products & Marketing, Arizona Lottery, spotlighted “Small Changes, Big Impact.”
He showcased a series of mini case studies with results that are breathing new life into traditional agency endeavors. Examples cited included the Windfall Willie mascot, $30 scratcher and iHeart Radio campaign.
Rogers said the Arizona Lottery is “improving upon popular tickets, engaging players with meaningful rich content strategies, getting more out of long-term partnerships, increasing earned media valuation, reviving beloved marketing campaigns through non-traditional efforts and operating more efficiently in a cross-functional workplace where information is shared openly and effectively to support the mission of the organization.
Andrew Leeper, Brand Strategy Coordinator, Texas Lottery, presented “Turn Your Music Marketing Up to Eleven.” The Texas Lottery is teaming up with visionary partners to host the Texas Lottery Plaza at the new Music Factory in Dallas-Fort Worth. It will present live music—all day, every day. It will host on-site lottery sales.
“Music is the #1 most important medium in people’s lives,” stressed Leeper. “As lottery organizations look to leverage music as a marketing tool, standing out in a crowded marketplace can be a real challenge. These days, brands must boldly innovate to create their own unique music platforms.”
Lean Lottery: Day 2
Shawn King, Partner, Chief Creative Officer, Arrivals + Departures, discussed “Ideation: See the World Differently.”
“Ideas are messy. They show up unannounced, have no rules and inspiration is random,” said King, who talked about the philosophy of ideation, the science behind the process of creativity and some techniques for thinking differently. “And no matter what business you are in, having an idea is only as good as your ability to implement them.”
King then shared some thoughts on how to receive ideas and working to make them happen. He said there are only two ways to react to ideas—emotionally and rationally. The best way is to react as a human being and don’t over-analyze. The best way to improve your idea success rate is to generate many ideas.
Peter Sayburn, CEO, and Iain Montgomery, Principal Consultant, at Market Gravity discussed rapid prototyping, which is doing something very quickly and producing rough versions of an idea to show how (or prove that) it could work. Lotteries must learn to be customer-centric, not customer-led. “Think. Make. Test. Learn,” he stressed.
Sayburn took the audience through multiple examples of risky assumptions and how to de-risk them.
“Provoke a response from customers to different brand options,” said Sayburn. The goal is to build the smallest thing possible to test the concept. “A prototype is anything which helps you learn something about what you’re making.”
Craig Haney, Director, Corporate Innovation, Communitech, focused on Consumer Validation and Scaling Your Innovation.” For many corporations that are involved in innovative activities, many of these activities tend to be at the top end of the funnel—using a number of tools to generate and capture many ideas, using some tools to prototype these ideas, and spreading these around the company. “The reality is, there is a massive moat to cross to go from that prototype and excitement to real, scalable products that provide net new revenue for the organization,” stressed Hainey. “By using very specific processes to validate a customer’s willingness to pay, and understanding what needs to be done to scale it, companies can go beyond the excitement of innovation, and build a long-term, profitable innovation strategy.”
Marc Bolick, Partner, DesignThinkers Group, presented “Embedding a Culture of Innovation Within Your Lottery.” Using multiple examples, such as Coke and USAID, he showed the path to innovation through leadership. This includes adopting and adapting a model, teaching teams and building tools.
Bolick said building a lottery’s “own” DT [DesignThinkers] helps adapt to the current culture and start the change movement. Examples included organizational “safe spaces,” inspirational moments, learn by doing and using challenges and sprints.
To build a human-centered culture of innovation, an organization must tell stories—successes and failures, create the right incentives and exterminate (bad) cultural antibodies,” said Bolick. “Create fun.”
The Lean Lottery segment ended with a second panel with Lean Startup expert panel. The first question for lotteries is what is the purpose. “What purpose does the organization serve at the moment? That needs to evolve for the digital age. You’re in the business of getting people together. It is the experience integration,” said Market Gravity’s Sayburn. “It is not just about jackpots and changing lives. It can be as simple as getting young people together for a fun experience.”
Embracing the dream lifestyle is part of lotteries’ promise to consumers. “You’re in the business of giving people money and that should be more fun. I think lottery is entertainment. I think the lottery brand is lifestyle. Why can’t the lottery be the voice of the best villas to use?” stated King.
Bolick from DesignThinkers Group said that “the lottery is the business of giving people a moment of hope. That is the value exchange. It depends on whether you have a hope or disappointment mindset. There are lots of opportunities to disrupt a business that disappoints.”
Communitech’s Haney countered that “I think you are in the business of disappointing a lot more people than you give hope to.”
On the topic of whether lotteries can afford to create innovation teams, Haney was explicit: “You really don’t have a choice of whether or not to innovate,” said. “The customers are going to do what the customers are going to do. The manager’s job is to figure out how to get in front of it. The learnings here are a wonderful way of seeing the opportunities. You have to stop doing dumb things and start doing smarter things. We have less money and these things are not cheap. That makes people uncomfortable because the transformation changes peoples’ jobs. If you move the needle, it is going to hurt. Let’s get to that difficult conversation.”
Panelists agreed that things are changing really fast. “Your customers and competitors are not standing still. You are threatened by new entrants who are going to do things you cannot predict. You have to find a way to address that,” said Bolick.
Regulators must be brought into the innovation process. “Every regulated industry thinks it’s unique. It is unique in a common way. Figure out your unfair advantage and play to that,” said Sayburn.
Lotteries must take chances which is the nature of their business. “The point of the space is to reduce failure, increase success and do that with less money,” said King. “We can forget that this is about people. Getting back to and engaging that way is the key.”
For lotteries starting to sell online, Haney said launch a separate department with new employees. “What you have to do when starting a new channel like online is bring in completely new people who know nothing about your industry,” he said. “Set those people up to compete against your traditional business unit. Use your current business to build new businesses that are not hampered by legacy thinking. You give them the unfair advantage of accessing all of the data. You can’t give the new channel the thinking that is not working or in decline.”
Lottery Innovation Execs
The Canadian Lotteries’ Innovation Executive Panel discussed the creation of the innovation executive network and how it works with the Interprovincial Lottery Corporation (ILC).
“This is a fairly new network across the ILC,” explained Adam Caughill, Director, Lottery Business Development, OLG. “The marketing committees across the country have met together for a long time. They would come back and say ‘Did you know BCLC was doing this and ALC was doing that?’ It identified a need to exchange information. We are using more technology like Skype to meet more often.”
“The benefit is the relationships it has fostered by sharing resources that help us develop minimum viable products,” seconded Jennifer LaPlante, Director, Knowledge & Insights, ALC. “ALC has developed our innovation outpost program. We create MVPs and our own client relations program. We look for ways to have the program work across all jurisdictions—that can be as simple as adding a data point that somebody else needs. We continue to evolve innovation. The innovation outpost gives your customer a chance for feedback. It also gives the opportunity to fix problems early before it becomes part of the product.”
“There was a lot of cooperation for national products for years,” explained Nathalie Rajotte, Corporate Director–Strategy, Innovation & Business Intelligence, Loto-Québec. “But we never knew who the innovation officers were. It gives us a stage for trend watching. In the early days, everything we touched would turn to gold. We would launch a product and it would succeed. If we ever did launch a product that was less than successful, it did not show. We would not do a post mortem. There was less risk. That is not the case today. We need lean startup to mitigate the risks. Trial and error is no longer an option.”
“Sharing is caring,” suggested Michael Lackmanec, VP, Planning & Innovation, WCLC. “It is about on ramps and off ramps. Having good communications fosters a feeling for when it might be a good time to abandon a project. Based on Loto-Québec’s experience, we are questioning the concept of what we offer. Is it entertainment? Is that the business we are in? What is the addressable market?”
Collaboration is key. “We are learning as we go,” explained Simone Dive, Senior Manager, Content Innovation, BCLC. “The reality is that it adds a level of complexity in working with one another. It can be a struggle. It is about divide and conquer—especially if one group does not have the bandwidth to handle an initiative. There are many ideas we have developed with our buddies at ALC. We realized we were both working on the idea of ‘win your purchase’ so we collaborated on that. We both had data and we had the technology in place to try it. Another example is the innovation catalyst program. ALC offered to come out to help us kickstart that program. We had a board brainstorming session. From that, we came up with four concepts that we all share. One is ‘win your purchase.’ Another is innovation in the purchase experience with an easy button. Another is the crossover between finance and savings. This gives the player a chance to pool interest for everyone’s savings accounts. The last one is the pathfinder idea. We don’t see the disrupters as bringing us down with one big thing. The threat is a lot of little things internally and externally.”
Yves Doucet, CEO of Dovico, presented the luncheon keynote “Company Culture as a Competitive Differentiator.” Doucet’s career path started off as an engineer; he is now CEO of a timesheet software company with a life-long goal of becoming a better human. Doucet believes that relationships are more important than money, being energized more important than power, and positiveness is more important than titles.
“Leadership has never been so important and yet so difficult to define,” stated Doucet. “In a world that is more competitive now than ever; how can leaders differentiate themselves from the rest? Instead of focusing on building better products, we need to build better teams, better characters, and better habits. These are the essential pillars of a high-performance company culture.”
Innovation Case Studies
The final segment of the Forum featured the five Canadian lotteries presenting innovation case studies.
Julie LeBlanc Steeves, Shift Disturber, Innovation, Atlantic Lottery, presented “Are We There Yet? Atlantic Lottery’s Innovation Catalyst Journey.”
“When you change internal thinking, you change a company. A year and a half ago, Jean Marc Landry, Director of Customer Innovation, borrowed a couple of employees to build a team. One of them was a high-energy HR Advisor, Julie, seconded to develop employee training in innovation. Welcome to Catalyst—a program that created a culture shift. It is a multi-faceted ‘learn by doing’ gamified program, gaining momentum throughout the company.”
Michael Lackmanec, VP, Planning & Innovation, WCLC focused on the “Foundations of Successful Innovation.”
Pulling from 25 years of innovation practice from different industries and work experiences in Canada, Japan and the U.S., Lackmanec shared the foundations for successful innovation, approaches to consider, and most importantly—potential killers of innovation.
“Make an innovation shopping list,” said Lackmanec. “Determine the core competencies and hire in-house experience. Analyze non-core, non cost-effective products, services and skills. Rent, lease or pay royalty. The plan will need a process—within a system—derived from a strategy. Remember, the creation of value doesn’t have to be new to the world. It’s just has to be new to your organization.”
Simone Dive, Senior Manager, Content Innovation, B.C. Lottery Corp. (BCLC) focused on how to exploit existing customers and existing content as well as explore new customers and new content. With a goal of engaging non-traditional partners, BCLC involved itself in Vancouver Startup Week. The lottery attracted startups to participate in a “Let The Games Begin!” competition.
Nathalie Rajotte, Corporate Dir.-Strategy, Innovation & Business Intelligence, Loto-Québec, presented “Out-of-the-Box Innovation.”
“As signals of convergence between entertainment and gaming become stronger, we need to use this trend to reach new clientele,” said Rajotte. “Today’s millennials gather together in communities based on shared interests and passions. Here’s a way to explore, understand and truly integrate your business into those communities in order to reach an advantageous and stable standpoint.”
Loto-Quebec adopted an innovation strategy that can become a tool to accelerate the shift from a product-centric to a client-centric approach, contribute to a new corporate culture and encourage collaboration. The lottery reached out to Quebec’s video gaming community to understand how and why they play and forged a partnership.
Adam Caughill, Director, Lottery Business Development, OLG, presented OLG Case Study: Quicktickets. In June, OLG launched a revolutionary new way for customers to purchase Lotto 6/49 and Lotto Max tickets in-lane at grocery stores in Ontario. QUICKTICKETS are pre-printed lotto tickets that customers grab from a merchandiser in-store and activate through the retailers in-lane point of sale system.
“Made possible by OLG’s gift card partnership with Blackhawk Networks, lotteries can take advantage of existing POS integrations with major multilane retailers to access more players, more often,” said Caughill. He discussed how QUICKTICKETS work, how the concept was hatched, and how lotteries can collaborate with their technology partners to innovate how and where they sell lottery products.
The Forum concluded with the “North American Lottery Panel: What Are the Big Takeaways?” Panelists’ remarks follow below:
o Brent Scrimshaw, President & CEO, ALC: “There is a question about the lottery industry will be disrupted. We see that it already is in the process. One of the speakers pointed out the relevance gap we have with our millennial players. A game like Chase the Aces has created a new value proposition where they can see the benefits of where the money goes back to their communities. One thread that has run through the conference is that innovation is hard. It takes the full commitment of the organization. We are in the process of re-engineering our company. We look at it from an innovation stand point. It has affected every corner of our organization. A lot of the learnings today goes well beyond the team tasked with innovation.”
o Kevin Gass, VP, Lottery Gaming, BCLC: “The leadership of an organization is where the focus on innovation has to come from. Leadership defines risk appetite. There is risk in innovation. Leadership directs resources for innovation. It is a long-term focus. In is a multi-year commitment. David Usher talked about the importance of structure. If ideas don’t have structure, they just float. It is hard work.”
o Wendy Montgomery, SVP, Lottery & iGaming, OLG: “Someone brought up the issue of space. We need to get out of our physical space. We spend too much time in our blocks of offices. We need time with our customers. The other thing is time. We need time.”
o Gary Grief, Executive Director, Texas Lottery: “I want to talk about internal takeaways and a couple of external take aways,” said. “Internally I am coming away with jealousy and self-pity. My external is I go back to David Usher. That guy is a legitimate rock star. We know living the rock star life is hard on the body. David is 51 and doesn’t look a day over 35. He said the key to innovation is 95% hard work and 5% divine intervention. That is profound. David Usher also said that companies say that want to be innovators but they don’t put the time or money behind it. He also said to force your body outside of your normal routine and your mind will follow. On the internal side, it took 17 years in Texas to get to $3 billion in sales. It took four years to go from $4 billion to $5 billion. We have superstars [at Texas Lottery]—Andrew Leeper being one. We have many others. We have made a living on innovation. My takeaway is that we still have the enthusiasm and optimism of the people of the Canadian lotteries. I greatly admire the Canadian lotteries as a whole. We in Texas have to look to Canada for new ways to think about our business.”