BuSiNeSS PlAN - California Lottery

12. Recruit Non-traditional Retailer Trade StylesAssess opportunities for recruiting retailers in non-traditional trade stylesby focusing on growing retail markets and consumer shopping trends.January 2008.......................Assessment completed13. Improve District Office Operations and ServicesDetermine if the Lottery’s nine District Offices are the optimal numberto serve the entire state.August 2007.........................Recommendations completed14. Optimize the Sales ForceReassess all sales force job classifications and staffing levels.December 2007...................Reassessment completed15. Use On-site Marketing TeamsAssemble teams of people to be stationed in retail locations that havelottery self-service ticket dispensers to teach consumers how to usethese devices.September 2007..................Plan developedOctober 2007......................Vendor identifiedDecember 2007...................Teams available to be deployed16. Fully Leverage the Lottery’s WebsiteImplement an infrastructure that allows the Lottery to take advantage ofthis underutilized asset to improve communications and marketing efforts.September 2007..................Web usability study and redesignplan completedDecember 2007...................New infrastructure in placeMarch 2008..........................Website redesign completed17. Implement a Law Enforcement Staff Succession PlanMore adequately prepare law enforcement staff for supervisoryand management level positions in light of a large number ofanticipated retirements.July 2007 ..............................Develop planAugust 2008 ........................Develop new classificationsMarch 2008 .........................Recruit new staff and initiatenew training program– 78 –California Lottery 2007–2010 Business Plan