BuSiNeSS PlAN - California Lottery

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4.2 Benchmarking theCalifornia LotteryIndividual state lottery performance can be benchmarked against theperformance of other state lotteries. Presented below is a comparisonof the CSL’s performance as gauged against other state lotteries in termsof the most common performance benchmarks in the lottery industry.Figure 4.3 – Sales and Net Transfers to BeneficiariesPer Capita, 4.3 Sales FY and 05–06 Net Transfers to Beneficiaries per Capita, FY 05–06$400$350$300Sales per CapitaNet Transfers toBeneficiaries per Capita$250$200$150$100$500NY NJ GA PA MI FL OH IL TX CASource: La Fleur’s 2007 World Lottery AlmanacCalifornia has the lowest per capita sales and per capita net transfersto beneficiaries amongst the ten most populous lottery states.– 44 –California Lottery 2007–2010 Business Plan
Figure 4.4 – Overall PRIZE PAYOUTS and Scratchers GamePrize PayoutS as a Percentage of SalesFiscal Year 2005–06 4.4 Prize Comparison Payout as a of Percentage Ten Most of Populous Sales, FY States 05–0675%70%Scratchers GamesOverall Prize Payout65%60%55%50%45%40%GA PA NY OH TX MI NJ IL FL CASource: LaFleur’s 2007 World Lottery Almanac, TLF Publications, Inc.Fiscal Year ends June 30 except New York (March 31), Texas (August 31), and Michigan (September 30)Data represents only revenue from traditional lottery games (e.g. VLT sales are not included)Prize payouts do not include VLT prizes paidAs shown in Figure 4.4 California has the lowest prize payout percentageamongst the ten most populous states, in terms of both total prize payoutsand Scratchers prize payouts.California Lottery 2007–2010 Business Plan – 45 –
Page 3: CommissionersJOHN MASS, of Los Ange
Page 6 and 7: Introduction
Page 8 and 9: IntroductionIn order to fulfill the
Page 10: focus on huge jackpots and more foc
Page 14 and 15: Figure 1.2 - 2004-05 K-12 Percent o
Page 16 and 17: 1.1% General Operating ExpensesGene
Page 18 and 19: SupermarketsAlthough supermarkets h
Page 20 and 21: handles all Spanish language advert
Page 22 and 23: Fantasy 5Value Proposition: The bet
Page 24 and 25: 1.6 Organizational Structureof the
Page 26 and 27: ITSD consists of four offices and t
Page 30 and 31: Integrity,Security,Honesty,and Fair
Page 32: The CSL not only employsinternal au
Page 35 and 36: Since its inception, the CSL has wo
Page 37 and 38: Last year, the California Problem G
Page 39 and 40: Marketanalysis
Page 41 and 42: EthnicityThe following charts show
Page 43 and 44: GenderThe household incomeof past m
Page 45 and 46: 3.2 Consumer ProductSales Compariso
Page 47 and 48: Technology TrendsAll of these techn
Page 49 and 50: are large, to maintain sales in lot
Page 51 and 52: IntroductionIn FY 05/06, the CSL re
Page 53: Figure 4.2 is a list of some of the
Page 57 and 58: Figure 4.5 shows that in terms of p
Page 59 and 60: Raffle GamesRaffle-style games are
Page 61 and 62: Pursuant to section 8880.64 of the
Page 63 and 64: Fig. 5.12 CSL Scratchers Game Growt
Page 65 and 66: As shown in Figure 5.13, the lotter
Page 67 and 68: Fig. 5.15 Sales per RetailerFigure
Page 69 and 70: etailers with special “Check-a-Ti
Page 71 and 72: Gaming System ComplexityThe CSL’s
Page 73 and 74: Fig. 5.19 Budgeted Per Capita Adver
Page 75 and 76: There is an opportunity to reverse
Page 77: Public Relations and OutreachOur fr
Page 80 and 81: Ticket Dispenser RestrictionsThe re
Page 82 and 83: IntroductionA careful analysis of o
Page 84 and 85: Unfortunately, increasing jackpot s
Page 86 and 87: Key StrategicInitiatives
Page 88 and 89: Shift the Jackpot ParadigmOur strat
Page 90 and 91: 12. Recruit Non-traditional Retaile
Page 92: www.calottery.com600 North 10th Str

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