MAGAZINE OF THE EUROPEAN LOTTERIES, 2011, SEPTEMBER ...
MAGAZINE OF THE EUROPEAN LOTTERIES, 2011, SEPTEMBER ...
MAGAZINE OF THE EUROPEAN LOTTERIES, 2011, SEPTEMBER ...
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CASE STUDY<br />
tions and the place for engagement with our brands.<br />
- YouTube is a management centre for our image, servicing<br />
Social Media and Search platforms. When players<br />
talk about us or our campaigns, their search might not<br />
bring them to our videos if we do not have an official<br />
presence on YouTube, but to those made about similar<br />
products by amateurs or foreign Lotteries and when<br />
this contact has not been considered, it becomes a lost<br />
opportunity.<br />
- Twitter is a new link in media influence that requires,<br />
at the very least, a daily monitoring. While its audience<br />
is more confidential than Facebook, its public is nonetheless<br />
extremely critical with an equally important<br />
potential impact (politicians, geeks, journalists, entrepreneurs).<br />
- Foursquare, Gowalla, Facebook Places, etc.: Digital<br />
tools servicing‘Real Life’ interests (events, points of sale<br />
and more).<br />
CREATING PLAYERS’ COMMUNITIES: KEY<br />
STEPS<br />
Our starting point: a Facebook corporate page created in<br />
the summer of 2010, linked to a campaign for the instant<br />
scratch-card game, Win For Life. By giving away tickets<br />
for music festivals via simple contests, the page attracts<br />
more than 5,000 fans.<br />
In December 2010, this presence is structured, and most<br />
of all animated in a lasting manner. Besides a campaign,<br />
with a regular involvement on the Facebook page (a regular<br />
communication is key to ensure the page visibility<br />
among the newsfeed for its fans), activities dedicated to<br />
its fans are created in a regular manner (a tab for contests,<br />
polls, applications with various themes, etc.), supported<br />
by targeted campaigns within Facebook (acquisition of<br />
new fans and reminders for others). Finally, the creation<br />
of a YouTube channel allows the centralization and reinforcement<br />
of the visibility of all video assets of the National<br />
Lottery. In these footsteps, the Facebook corporate<br />
page is experiencing a quick expansion going from 5,000<br />
fans to almost 20,000 in just one year.<br />
Even though the page recruits a lot of fans, its potential<br />
for engagement is limited to the National Lottery brand,<br />
more serious than entertaining – but also an institution<br />
that we enjoy to call to account. It is not a brand fans<br />
would mostly use to define their digital identity, unlike<br />
the game brands that are strongly anchored in the daily<br />
life of our players. Since May <strong>2011</strong>, emblematic brands<br />
have been working progressively on building their players’<br />
communities, with their own objectives, visual identity<br />
and content tone, that are managed on a daily basis<br />
by an external Community Manager. Everything is being<br />
thought out to achieve maximum synergy with the audiovisual<br />
productions, our sites, our newsletters and campaigns,<br />
the various media, the different departments as<br />
well as the events.<br />
It’s a success: more than 9,000 fans for the Euro Millions<br />
after three months, near 13,000 fans for Win For Life after<br />
one month… A total of almost 40,000 fans for the National<br />
Lottery and its brands after one year of presence and 8<br />
months of active management, largely surpassing the initial<br />
objectives. That result should get even better with the<br />
impending arrival of the Lotto brand and has positioned<br />
the National Lottery among the most active brands on<br />
Social Media in Belgium.<br />
LOTTERY & TECHNOLOGY<br />
1 YEAR. 40,000 FANS. ADDED VALUE AND<br />
KEY LEARNINGS?<br />
Establishing a dialogue space on Social Media means that<br />
you accept to be challenged and pushed around by your<br />
most attentive audience on all the changes in progress,<br />
the dreams they have and that do not yet exist, the problems<br />
too and most of all our timeliness. Social Media<br />
rhyme with extreme reactivity: It’s a dialogue in real time<br />
that never stops, including evenings and Sundays. A true<br />
challenge that requires us to get organised. But accepting<br />
such a challenge means that we have to question our<br />
interests and priorities in order to reposition even more<br />
consumers’ expectations in the centre of our dynamics. It<br />
also incurs to accept moving faster, even if it means pushing<br />
aside some of the processes. To question oneself, be<br />
flexible and adopt a new rhythm will no doubt be a warrant<br />
for modernity.<br />
Also it is about bringing along a new dimension to the<br />
brands, the same ones that provide the most loyal players<br />
with information and exclusive privileges, that will gain<br />
from their advice and initiate a regular dialogue between<br />
players and will see the emergence among them of the<br />
most loyal players – their ambassadors. This will also en-<br />
14 NEWS 37 <strong>SEPTEMBER</strong> <strong>2011</strong>