Impact and satisfaction

In the first 10 years of The National Lottery, £2.4 billion was paid in commission to retailers, creating jobs for an estimated 6,100 employees (full-time equivalents).

According to our player satisfaction study, 16% of all shoppers cite buying lottery tickets as their primary reason for visiting a store and 73% of National Lottery players bought something else at the same time as their ticket. Retailers agreed - 77% said "The lottery brings in customers who wouldn't come to my store otherwise." See It takes two.

Most respondents appreciate the importance of The National Lottery to their business. For the smaller independents, revenue generation is key; while for the larger multiples it is more about providing a service that their customers expect.

As many as 78% of all retailers said that The National Lottery was "invaluable" or "very valuable" to their business, with a further 20% saying that it was "fairly valuable". Many reported that "footfall" (the number of customers in the shop) rises in Rollover weeks, which can result in higher sales of other products. 77% of retailers agreed that "the lottery brings in customers who wouldn't come to my store otherwise". 47% agreed that "the lottery is just another product for me to sell".

 

9% agree

 
that “having the lottery is more trouble than its worth”

77% agree


that “the lottery brings in customers who wouldn’t come to my store otherwise”

76% agree


that “the lottery gives us a competitive edge over other stores nearby”

24% agree


that “if you took the lottery away it wouldn’t affect our store’s business”
 

The 2004/05 satisfaction survey revealed high levels of retailer satisfaction - 94% of respondents were satisfied with Camelot's approach to the relationship and 38% said that the relationship had improved in the previous 12 months. Only 6% felt that it had got worse. But levels of satisfaction did vary across retail segments. The survey also pinpointed some key service priorities.

According to our survey, the majority of retailers also felt that Camelot's account management had improved during 2004/05, that it was more in tune with commercial needs, increasingly flexible and open to negotiation, and that communications were good.

At a number of points, the survey highlighted the retail community's hunger for more information. When prompted to identify the single most important thing that Camelot could do to improve the relationship, 25% said that they would value more face-to-face contact (42% could not think of anything).

In 2002 we began measuring customer satisfaction in the head offices of multiple retailers to understand the drivers of retail disengagement. Our 2004 head office survey indicates we've made real progress in improving our retail customer satisfaction measures. The diagram bellows shows how retailers increasingly see us as a partner rather than supplier. It also highlights the kind of relationship we are aiming for.

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