Lotteries

The Lottery Corporation (TLC) half year results for the period ending 31 December 2025 reveal a business model that is becoming increasingly sophisticated in its use of digital integration and pricing levers. While the company reports good underlying performance, lottery retailers should look beyond the numbers to understand how TLC’s shifting priorities may impact them.

The digital shift

The most critical trend I see for physical storefronts is the continued migration of business to digital channels. Digital, direct to consumer, is clearly the preferred model for TLC.

Digital share of Lotteries turnover has risen to 41.2 percent, an 80 basis point increase despite a low jackpot environment.

TLC’s stated priority for 2026 is to accelerate its evolution as a digital entertainment company.

Retailers should be wary that as TLC embeds digital across the enterprise, the role of the physical store may shift in the company’s strategic hierarchy. That’s what some might say. I think the evidence is there in the results. Retailers are there today to support TLC in its direct top consumer model. In other words, what was an in-store first model is clearly an online first model, supported by in-store branding and service (when needed).

The company is focusing on creating seamless and contemporary experiences for customers, which prioritises the convenience of online platforms.

The jackpot performance gap

The reports confirm that this half was the least favourable half for jackpot outcomes since the demerger.

Powerball and Oz Lotto volumes were heavily impacted by a 14.2 percent drop in cumulative jackpot value compared to the prior corresponding period.

The results report that active customer reductions are skewed toward lower-spending patrons who are sensitive to large jackpot offers. This impacts lottery efficiency for you.

Concerns

Watch for potential customer fatigue; while retention has been high so far, there is a risk that repeated price hikes across the portfolio may eventually alienate price-sensitive local segments.

The shift is how payouts may be handled strengthens the connection with direct to consumer at possible cost to the retail relationship you have.

Brand architecture review: TLC plans to review its brand architecture and positioning. This often leads to requirements for retailers to update in-store signage or point of sale materials to remain compliant with new corporate identities.

Organisation simplification: The goal to simplify and better align the organisation structure may change how retailers interact with corporate support or territory managers.

Opinion – advice.

Don’t rely on lottery revenue to keep your business afloat. Be sure to nurture other valuable reasons for people to visit your shop. Do what you must to keep TLC happy while you do more for your own business and its own, local, identity.

TLC does not serve you, nor do they need you. You should not need them.

…
Mark Fletcher founded newsagency software company Tower Systems and is the CEO of newsXpress, a marketing group serving innovative newsagents who continuously evolve their businesses to be enjoyable, relevant and successful. You can reach him on mark@newsxpress.com.au or 0418 321 338.

For context, this post is for newsagents outside of WA with lotteries since the WA situation is very different, more beneficial for retailers.

The Lottery Corporation is moving through a significant period of transformation. Its latest financial reports show more growth digital sales, which now account for 41.8 per cent of total turnover. For the company, the benefit is financial. Digital transactions offer a variable contribution margin of roughly 26.9 per cent, significantly higher than the margins produced through physical stores.

This digital expansion is not just about a website or an app. It is a strategy to capture a younger demographic. Statistics show that over 60 per cent of new customers are under the age of 45. These players value the convenience of mobile play and the ability to set personal spend limits, a feature recently mandated for Keno players to improve long-term sustainability.

For retailers with lottery, lottery products are often a key driver of foot traffic. However, the retail experience is becoming more expensive to maintain.

Retailers currently face rising merchant fees and card payment costs. Retailers pay interchange rates significantly higher than larger corporations. This pressure is compounded by the “store-within-a-store” branding requirements that The Lottery Corporation mandates, which can limit how newsagents use their floor space for other profitable goods.

What retailers need to understand is the financial metrics for TLC.  For every $100 spent, TLC earns roughly $15 EBITDA online compared to $5 in-store. This $10 difference is largely because the company retains the commissions that would otherwise go to a newsagent.

While I get that lottery products are important for retailers, I don’t see upside. Customers are migrating online. The increase in in-store operating costs is not adequately covered by price increases or traffic growth.

I think retailers need to be careful when considering capital investment in lotteries. Don’t get sidetracked by big numbers. It’s important you understand the full cost of the agency business.

In my own situation, I’ve not had lotteries in my newsagencies since 2013. I have more control over my retail space and have more control over my business as a whole. My mental health is better as a result, for sure.

While there’s a lot to love about Lotterywest for retailers and the community, their tech is too often behind The Lott. They are catching up, thankfully. Here’s what they sent retailers yesterday:

From Wednesday 22 October, a new internationally recognised EAN13 Price Embedded Barcode will replace the existing price barcodes on Lotto tickets and receipts. Retailers using TOWER and POS Browser systems will now be able to scan Lotto tickets directly into their POS terminal.

What are the benefits?

More than just easier scanning, the new barcode also allows you to scan payouts, cancellations, and other receipts. Scan individual tickets to view game-level sales or use the summary ticket for a quick snapshot of store performance. There is no change to activating Scratch’n’Win tickets, however Scratch’n’Win payouts can now be scanned. In addition, enhanced transaction history is now available on the Photon screen, giving you greater sales visibility and making reconciliation more efficient.

The move will streamline lottery ticket selling for WA retailers.

Tower Systems is grateful to offer WA newsagents access to the Lotterywest integration. If you’re in WA and are a Tower Systems customer, click here for the advice on being ready for the launch by Lotterywest on October 22. Lotterywest sent an email to WA newsagents today. This brings WA newsagents closer to what other stated and territories have had for a while now. Tower has funded this work on behalf of newsagents.

Also in the Tower newsagency software are awesome integrated AI tools that are helping newsagents make big changes including cutting labour costs and making better quality decisions faster. These are the most advanced AI tools in newsagency software right now.

If you’re not currently a Tower customer, talk with Justin Randall on 0434 465 789. Justin grew up in newsagencies and then managed one of my own newsagencies in Victoria before moving into software sales role at Tower. His email is justin@towersystems.com.au

The Lottery Corporation released its full year results this morning. Digital continues to play an important role for the performance of the business. The digital share of Lotteries turnover grew to 41.8% in FY25, up from 40.9% in the previous year.  Here are a couple of quotes from their results documentation:

Note: higher margin in this second quote. This slide from their deck speaks to the value of digital for their business.

Lotteries remains a vital offering for many newsagents. If you have it in your shop, ensure you are not reliant on it to remain open – attract shoppers for other product categories. Just as TLC appreciated better margin from its growing online sales, you should chase better GP from products far away from lotteries.

I wish TLC would ease its requirements on retailers for prime position into which no other products can be promoted. While I get their focus on store within a store  format to provide identity under The Lott brand”, their approach is, in my opinion, unfair on small business retailers in my opinion – especially considering their focus on driving digital.

This is good news to see our of Queensland:

Minister for Health and Ambulance Services
The Honourable Tim Nicholls

Now if only The Lottery Corporation was similarly engaged.

Here’s my transaction at Walmart a couple of days ago.

Fast. Easy. You can buy any prodct from the number games through to scratchies. No age checking.

Retailers selling lottery products, especially outside Western Australia, should read the latest results released by The Lottery Corporation. The investor presentation desk along with the ASX release contain useful information, including this from the CEO:

“We grew our active registered customer numbers and digital share on the pcp and, pleasingly, held onto most of the gains we made during the large jackpots in 2H24.

“This was delivered against a backdrop of 14 per cent lower Division 1 prize offerings across our three most popular games, and economic pressures that saw consumers increasingly seek value and purchase less frequently. The below-model jackpot outcomes are part of the variation in jackpots that can impact volumes in the short term, but naturally smooth out over time.

“We have been pleased with the success of the new Weekday Windfall lottery game, which is resonating strongly with customers. Our next game refresh will be to Saturday Lotto – our second-largest game – which includes increasing the Division 1 prize from $5m to $6m.

“The lotteries market continues to be attractive, delivering uninterrupted, long-term growth, generally ahead of combined population growth and inflation. This, together with the strong fundamentals of our business, underpins our ability to generate strong returns for shareholders through the economic cycle.”

Elsewhere in their published materials they call out digital for its value to their business:

Digital share growth vs pcp, driven by own-digital turnover, benefited margins

Digital is sitting at 40.4% of turnover. Two years ago TLC was reporting digital sitting at 38.4%.

A challenge for retailers remain unchanged: restrictions on use of retail space, especially in city and suburban locations that are more regularly and easily visited for compliance checks.

The Lottery Corporation has recently written to its retail network with an updated position on the sale of tobacco:

The recent media attention given to the illicit sales (i.e. sales not permitted by law) of vapes and tobacco products has resulted in some adverse publicity and brand risk for retailers who sell lottery products in addition to tobacco products.

While we acknowledge that the vast majority of retailers do not engage in these activities, this heightened scrutiny is a reminder that retailers must always adhere to the law and act with integrity, fair dealing, and ethical conduct under the Business Operational Requirements outlined in Clause 4.2 of the Franchise Agreement.

The Lott will now ask whether retailers sell tobacco products, and where a licence or registration is required confirm that retailers are licensed or registered, as part of the Site Survey program commencing from Cycle 3 FY2025 on Monday 6 January 2024.

This new process will involve our Site Survey partners confirming you have a valid tobacco licence or registration, taking a photo of it and noting the expiration date.

The associated Outlet Procedures Manual update notification will be available on Retailers Web from Tuesday 17 December 2024.

Any lotteries retailer found to be engaging in the illicit sale of vapes and tobacco products will be in breach of their Franchise Agreement and risk termination.

This is a good move given inaction by federal and state authorities in relation to the sale of illegal tobacco and vape products. It will be interesting to see the extent to which The Lottery Corporation backs up their note with action.

This is a big issue for The Lottery Corporation since they proudly promote values that one could argue are not aligned with the sale of tobacco and vape products at all.

We believe in building a better tomorrow, which for us means making real change for our customers, small businesses, our charity and industry partners and government stakeholders.

I wonder, too, how their support, even if it is indirect, is viewed by the health and community groups with which they are aligned.

Some retailers promote tobacco as they know it leverages well off the lottery traffic. Since the The Lottery Corporation retail network is franchise network, The Lottery Corporation has a significant role to play.

It will be interesting to see how this issue plays out in 2025.

The Lottery Corporation (TLC) published their full year results this morning in which they reported that for the full year, 40.9% of lottery revenue came from online, for which they note: Nearly half of the growth in digital share came from digital sales on which commissions are retained.

On the $200M Powerball jackpot, they note on page 16: Turnover of $320m; equivalent of 1 in 2 Australian adults purchased an entry; digital sales 47%.

On page 16 of their deck they note: Elevated personalised marketing through digital channels.

Digital features in their plans:

At least one analyst has noted today that in the second half of the financial year, digital sales hit 42% of revenue.

What all of this means for lottery retailers is: focus on attracting shoppers to your business for products beyond lotteries while serving lottery customers the best you can.

Lottery shoppers are migrating to digital purchase. I think in-store purchase will decline except for big jackpots. Act now to make your business attractive for non lottery purchases so that the migration does not negatively impact the value you derive from your business today and when you choose to exit. Lobby to limit capital investment in representing TLC in your business and push to open the currently quarantined TLC required space so you can pitch other products, like some of your competitors are allowed today.

Also, if I had lotteries in my businesses, I would be actively pitching syndicates through TheLott app to capture business outside of my shop. What TLC has enabled here in the last year in this space is terrific for retailers I think.

Click here to access all the ASX announcements from TLC.

Now, if you are still with me and reading this, thank you by the way, here is what TLC should do to better connect with and support the retailers who do currently account for the majority of their business:

1. Open the TLC dedicated space and allow retailers to reasonably place other products to maximise the lottery shopper visit.
2. Work with retailers on seasonal collab opportunities.
3. Make it easier for people using the TLC website or app to find nearby retailers.
4. Pull back on some breach criteria as the stress caused for local small business retailers does hot match some infringements.

I don’t think any of these moves would harm or damage business prospects for TLC. In fact, I suspect they would improve thanks to retailer happiness.

On the issue of suppliers to retailers also selling direct to consumers, this is a road suppliers need to navigate thoughtfully and with respect to the retailers they supply. TLC makes it clear in the presentation that selling direct is more profitable for them. As a public company, driving shareholder value is their top obligation. However, lumbering retailers with obligations that hold back the retailers is, in my opinion, unfair, socially irresponsible. TLC needs to address this.

I read recently a news article claiming that around 30% of lottery sales were online. That number is wrong when you consider the FY2022/23 Annual Report from The Lott:

The Lottery Corporation’s digital reach

The Lottery Corporation continues to successfully grow its digital presence through the release of regular website and app enhancements, data-led personalisation, and dedicated marketing focus to maximise visibility and traffic. Our business adjusted for the return of pre-COVID purchasing behaviours which, as expected, had a greater impact on our Keno business than our Lotteries business (being more closely associated with in-venue play in pubs and clubs which were closed during COVID). Our digital channel is a growing and significant part of our business, accounting for 38.4% of Lotteries turnover and 13.9% of Keno turnover in FY23.

Their half year results released in February this year saw this grow.

1H24 also saw digital share growth resume (up 120bps to 39.6%) following a period of consolidation of COVID era gains. 

It stands to reason that the number will be higher in the soon to be released FY2023/24 Annual Report.

A newsagency business in Australia is closing next week and the lottery part of the business is moving to a local real estate agency.

This move is another example of The Lottery Corporation significantly relaxing its approach to what makes a good retail fit for its products. I expect there are plenty of existing lottery retailers keen for similar relaxing of the rules that apply to their offering of lottery products – like space allocation and use.

As I wrote here on May 3, the tech implementation by The Lott for the new game has been selfish and poor.

Despite strong protests from me to senior management at The Lott, they, in their infinite wisdom (bless them), plan to reuse a product code for the new game. This  code is currently linked to a payout department.

In our opinion, this is a seriously stupid and dangerous move by The Lott. They should have used a completely new product code.

Failure to adhere to the steps outlined in our knowledge base advice will result in all sales for the new Weekday Windfall game being treated as payouts or lotto wins. This risks you disbursing funds to customers by mistake.

Have you taken steps with your newsagency software to be ready? If you haven’t, and a mistake at the sales counter is made, it could be expensive.

When I was in Perth on Tuesday morning this week I opened TheLott app on my iPhone and purchased a ticket. Lotterywest and Lotterywest retailers should be concerned about this.

Here’s the latest ad from TheLott on TikTok. This is 100% focussed on driving direct digital purchase with no mention of in-store.

While TheLott needs to do what it can to drive sales, and therefore shareholder value, the company places selfish, onerous and restrictive demands on its retailers, denying them the opportunity to maximise opportunities for their retail businesses.

I’d like to see TheLott ease demands and restrictions on its retailers, to allow them to make more profitable use of their retail space. This latest TikTok ad campaign opens an opportunity for this discussion since it is 100% about TheLott’s digital sales.

For those unaware, TheLott imposes tight restrictions on its retailers as to how space is used at, near and leading to the lottery sales counter. These restrictions deny retailers revenue opportunities. One could argue that the rules and restrictions placed on retailers by TheLott are all about branding that, in time, will have played a role in digital migration.

I think TheLott has invested in this TikTok ad because it knows there are shoppers in the TikTok viewer pool they can attract. The restrictions they place on retailers deny them maximising the same opportunity for their businesses.

Lottery purchases will continue to migrate online. It’s convenient for purchase, ticket checking and prize redemption. I am not saying it is over for in-store purchases. Rather, there is more growth opportunity from online I think.

Powerball jackpotting last night and setting up a $150M first prize draw for Thursday next week will be a distraction in plenty of shops over the next week, unfortunately.

While many will cheer the sales and commission boost, sustained value for retailers is a challenge given many who will visit a shop for the first time to buy a lottery ticket will not look around, get acquainted with the business and plan to return. That’s not the fault of the retailer. rather, it’s what happens with huge jackpots like this.

Given the selfish and tough rules from The Lott as to how the space they control can be used, retailers have few options to leverage greater value from the lottery jackpot shopper.

A chunk of hours allocated for the next week on back to school, Valentine’s Day and other better margin and more sustained opportunities will take a back seat in labour challenged shops.

The jackpot is good for most retailers for sure. I suspect, however, it will be of even more benefit for online sales.

If you have lotteries in your newsagency, I hope the week is huge and profitable for you.

Several lottery retailers have contacted me to discuss this. The thing is, we won’t know until the day.

Boxing Day sales are bigger in some states than others.

In locations where it is a big sales event, lottery customers may impact store traffic and this could dampen sales results.

In locations there Boxing Day sales are not a thing, the jackpot presents an opportunity.

If I had lotteries and was running a Boxing Day sale I’d prepare the shop layout and register placement such that any lottery traffic bounce did not hurt hoped-for Boxing Day sales.

I’d also try and leverage each opportunity for the other.

Lottery jackpots are a terrific boost sales, but unwelcome when they hinder better margin business.

A Boxing Day sale has more opportunity for return business that a lottery jackpot I think.

I saw The Lottery Office being promoted on a huge billboard at Essendon Fields in Melbourne a few days ago, promoting huge jackpots. Going to their website they are pitching prices bigger than current Australian lottery jackpots.

I recall politicians saying they would ask on overseas lotteries being promoted in Australia yet here is The Lottery Office as big as ever, representing their global ownership.

While Lottoland may have retreated from this ‘betting’ space, The Lottery Office has not. Theirs is not a betting pitch like Lottoland.

When a player purchases a lotto ticket online in one of The Lottery Office’s official Government licensed lotteries, The Lottery Office purchases a matching ticket with the same numbers in an overseas draw. In the event of a win, The Lottery Office collects the prize amount*, and then pays the winner the exact same amount collected, guaranteed!

If I was a lottery retailer with The Lott, and gee I am glad I am not, I’d be angry at what The Lottery Office is doing since it is expensive to be a franchisee for The Lott.

I am grateful for the opportunity to attend the 90th birthday celebration of Lotterywest in Perth last week. It was a terrific night celebrating this much-loved organisation.

It was wonderful hearing stories of how grants from Lotterywest to community groups and others had helped so many locally. From local schools to health organisations to environment projects, funds from Lotterywest make a positive impact in Western Australia.

It was equally wonderful hearing genuine appreciation expressed for the retail network, which is primarily made up of newsagents. The Premier, Lotterywest Chair and others all commented on the importance of the retail network and the true partnership between them and the Lotterywest organisation.

You only have to see the recent commission increase, recall the generous financial support through Covid and understand their process for new outlets to see the practical and mutually valued nature of the relationship.

The Premier in his speech made note that Lottery was unique, the only state owned lottery business in Australia. This ownership position is key to the practical value Lotterywest is able to deliver for local communities as well as between supplier and retail partner.

Newsagents at the event were appreciative of Lotterywest. I think key to that is the trust and respect for the Lotterywest brand in the community. Selling Lotterywest products is like selling support for the local community.

Happy birthday Lotterywest and may there be many many more understate ownership.

The latest Annual Report of The Lottery Corporation, released this week, is worth reading if you’re a lottery retailer. as it provides a good roadmap on their plans. It also includes insights on digital (online) revenue versus in-store.

A continual focus on digital innovation, combined with leveraging data to personalise marketing and optimise customer experiences, saw the digital share of Lotteries turnover grow to 38.4%, driving margin improvement. Customer analytics and personalised communication continues to deliver commercial uplift, increasing the efficiency and effectiveness of our advertising.

Digital was 18% 5 years ago. While it has grown over time, the growth in recent times is modest.

For context, further in the document (pg 17):

In terms of distribution channels, digital turnover increased by 0.4% and retail turnover decreased 2.7% – a solid result considering overall Division 1 prize money on offer, which drives store traffic, was down. Digital turnover accounted for 38.4% of all Lotteries turnover. The introduction of Store Syndicates Online added to digital performance, and active registered Lotteries customers grew by approximately 132k in the year to 4.2 million. Across our two distribution channels, we’re investing in accelerating convergence and in enhanced personalisation of digital experiences.

I think this is a key note (pg 20):

We invest in a digital program that aims to align with the way customers consume media and engage with our product.

And this is interesting (pg 20):

We continue to strengthen and diversify our physical retail footprint to meet our customers’ evolving preferences.

From a lottery retailer’s perspective the report reads well. It certainly notes the value of introducing store level syndicates to the digital offering. Retailers tell me they certainly like this. Customers I have spoken with like it too.

I’d like to see TLC relax in-store space and location requirements so as to enable retailers to more easily leverage lottery traffic and drive lottery traffic. I wonder if that will happen as they further diversify their retail mix.

I’d also like to better understand the apparent shift I retailer focus. It feels like they are approving more tobacco outlets, which if true, would be at odds with words from the company about community and health. I mean, what good comes from tobacco products. Also, reports this year show that retail channel to be loaded with challenges.

The Lottery Corporation has issued an update to the manual that documents rules for retailers selling their products. The rule update bans the use of Buy Now Pay Later (BNPL) payment methods for the purchasing of lottery tickets.

While this is a matter for The Lottery Corporation to determine, operationally in retail there are implications as I covered in correspondence from my newsagency software company, Tower Systems, to senior management at The Lottery Corporation.

I have just seen the rule changes in relation to buy now pay later.

The problem is that this rule will be very difficult for retailers to enforce given that AfterPay gives customers now a virtual card on their phone and it presents across the counter as a credit card payment.

We have looked at whether we can automatically block the payment from within the POS software. With tech today, it’s the banking organisation that manages types of payments.

We could do something along the lines of what we have done with the Indue, cashless welfare card, work, check what’s in the basket and manage restrictions. But that would cost a chunk of money and it would involve tech changes from many parties.

What POS companies like Tower could do, but it would have a cost, is interrupt a transaction with lottery products in the basket where card payment is presented and require the retail staffer visually check the type of card being used before allowing it to proceed or not.

The challenge here is that your company has issued the new rules without thinking through real world implications.

I can see situations where retailers unwittingly accept AfterPay as a method of payment, costing the retailer valuable margin dollars and putting them in breach of the rules that govern their sale of lottery tickets.

With the way BNPL payments are handled across the counter today, it is only with a visual check of the virtual card being used that the retail associate can have the information required to know what type of card has been used.

In high traffic settings the time disruption for such a check will be challenging to deal with. There are also shoppers who will not want to show their phone to show the method of payment.

An integrated tech solution is better for all concerned. But, doing this properly would be expensive.

The less there is a requirement for human engagement on checking the better for all concerned.

While BNPL providers have their own rules, I think The Lottery Corporation is more likely to enforce the rules than the BNPL providers.

Hopefully, a workable solution can be found.