When we partnered with Camelot in 2012 it was facing a paradoxical challenge. The National Lottery, which Camelot runs, was one of the largest consumer brands in the UK, raising £6.5bn that year, but it wasn’t enjoying the benefits of its success.
With a strong focus on prize money over the social causes it enabled, it felt one dimensional and archaic. The gaming world had changed a great deal, and people had little connection with the stalwart brand.
Adding ‘we’ to ‘me’
We started with an insight: if The National Lottery was more closely connected with the projects it funded, it would be relevant to a new generation of players. Nobody knew it, but while other brands talked about social causes, The National Lottery actually gave them £33M a week.
To become relevant again The National Lottery needed to be clear about what it stood for. We worked with the CEO, Andy Duncan, and the Marketing and Consumer Director, Sally Cowdry, to uncover the reason The National Lottery exists.
We proposed The National Lottery could ‘mean more, play more, change more lives’. We built a leadership story around the idea of ‘life changing’, an idea originally thought up by AMV DDBO. We loved how the idea linked individual prizes and social projects together to appeal to a new audience of players.
The visual identity needed to make a splash, communicating ‘life changing’ and reflecting contemporary Britain. People associated the hand symbol with The National Lottery so we kept that part, making it more contemporary and digitally-focussed. The hand became the common element, while a new world of colours, shapes and animations gave each its own feel.
The National Lottery had a proliferation of games, which although gave players lots of choice, risked overwhelming them. We helped Camelot hone experience, creating its home for digital games – GameStore – and developing new instant win designs.
Working with Camelot in new ways helped us achieve more together. Their design team moved into our studio to help build the visual system and brand guidelines in a cost effective way.
Three years later our partnership continued with a number of internal projects. We helped write new values, using digital tools to involve all 800 employees in the process, and we’re working with leadership to set a vision for Camelot’s next chapter.