This document provides an overview and analysis of Tabcorp and Tatts Group, two major companies in the Australian wagering, games and lotteries industry. It summarizes key financial metrics for both companies for FY2016, including revenue, profit, growth rates, and breakdown by business segment. It also examines the competitive landscape, technology trends impacting the industry, IT spending patterns, and proposed merger between Tabcorp and Tatts Group. An analysis of Tabcorp's brand portfolio, corporate strategy, SWOT, and potential areas for realizing future value is also included.

1. 1
Wagering, Lotto & Games
Tabcorp & Tatts
Point of View
Prepared By: Vishal, Nov 4, 2016

2. 2
Match
Mismatch
Mismatch
Match
Source: HBR What is the Right Supply Chain For You
Functional
Products
Innovative
Products
Responsive
SupplyChain
Efficient
SupplyChain
Functional Innovative
Primary
Purpose
Supply Predictable Demand
efficiently at the lowest
possible cost
Response quickly to unpredictable
demand in order to minimise
stockouts and obsolete inventory
Inventory
Strategy
Generate high turns and
minimise inventory through
out the chain
Deploy significant buffer stocks of
parts or finished goods
Lead Time
Shorten Lead time as long as it
doesn’t increase the cost
Invest aggressively in ways to
reduce lead time
Choosing
Suppliers
Primarily for Cost and Quality
Primarily for Speed, Flexibility and
Quality
Product
Design
Maximize performance &
minimise cost
Use Modular design in order to
postpone product differentiation for
as long as possible
Wagering, Games, Lotteries
Industry Evolution

3. 3
Source: Gartner, What is the Right Supply Chain For You
Industry Evolution
Services
replace
Products
Localised but
Networked
(network of
networks)
Latency
reduction
becomes a
Differentiator
Redefining
Business
Models
Customer,
Collaborators
&
Competitors
are one.
B2B and B2C
boundaries
are not
relevant Customer
outcome
replaces
Services
Wagering, Games, Lotteries

4. 4 Source: Gartner
• Through 2017, digital commerce will account for less than 20% of overall revenue for multichannel retailers.
• M-commerce continues to account for a small percentage of overall revenue, but it is fast becoming the customer's main
gateway into the customer experience and engagement.
• E-commerce remains the largest digital channel in terms of revenue, but it's growth rate continues to slow.
• Customers are creating new business models and value in retail through having easy access to the converged power of the
digital technologies supporting cloud, mobile, social and big data.
• Customer collaboration for innovation is a key competence that is required to operate a successful retail digital business.
• Even as the transition to digital business models occurs, survival will depend on how well businesses execute on the
multichannel customer basics, particularly in-store.
• Disintermediation will heighten levels of competition for customer spend as the customer's perception of a retailer's pricing
strategy will be increasingly influenced by individual items and transactions.
• The unified price, promotion and markdown optimization technology market will codify around three to five leaders that can
execute optimization of personalized, multichannel pricing strategies.
• A future pricing process supporting digital business will depend on a combination of strategy, knowledge and speed to win
the sale.
Industry Trends
Wagering, Games, Lotteries

5. 5
Technology Trends
Source: Gartner
• Underpinning Digitalisation With the Internet of Things and the
Nexus of Forces
• Prioritising the Role of Multichannel Master Data and Multichannel
Master Content Management in Digitalisation
• Deploying Distributed Order Management to Execute Multichannel
Fulfilment Strategies
• Evaluating Smart Machines to Improve Productivity
• Investing in Data and Content Management Solutions to Improve
the Mobile Experience
• Focusing on In-Store Technology to Execute the Basics in the Digital
Store
• Prioritising Data Security to Protect the Brand
Cost Revenue
Fulfillment
Demand
Side
Generation
IT
Transformation
(Traditional IT)
Digital
Transformation
Economics
Wagering, Games, Lotteries

6. 6
Competitive Landscape
Source: BMI and IBIS Industry Report Q3 2016
5.60
11.40 14.60 49.80 18.60
Racing &
Wagering
Market
Share
Racing & Wagering WA Paddy Power Others Tabcorp Tatts
15.50 13.00 9.00 62.50
Lotteries
Market
Share
Others Lotteries Commision WA Tabcorp Tatts Grp
• Racing & Wagering: A high level of competition and
technological change characterises the industry.
Globalisation is low.
• Technology has improved fixed odds, multiple bets and
parimutuel betting. Faster internet speeds, smartphone
developments, greater accessibility and functionality of
online platforms, and interactive television is changing the
consumer behaviour and demanding a better customer
experience.
• Lotteries: A low level of globalisation characterises the
industry. Lottery services are only provided domestically
(no engagement in international trade). Minimal internal
competition between operators due to the industry’s single
state-based licences for lotteries. Rising popularity of
convenient and accessible online betting platforms such as
Sportsbet, Betfair, William Hill and Luxbet has resulted in a
greater level of external competition over the past five year
• A high level of technological change is impacting industry
and players are forced to introduce new technology. Tatts
Group has implemented new technology in the form of
swipe cards.
Wagering, Games, Lotteries

7. 7
IT Spending by Departments
Source: Gartner
58 22 20
IT Spend Share
Funded by IT Budget Funded by Other Dept. Funded by Mktg & Comms.
67% 33%
Funded by IT
Non Cloud Cloud
• 42% of IT spend is outside IT
• 33% of IT spend is on Cloud
Wagering, Games, Lotteries

8. 8
7 West Media
Crown
Resorts
Southern
Cross
Tatts Group
Tabcorp
Star Ent.
0.0
1.0
2.0
3.0
4.0
5.0
6.0
0.0 6.0 12.0 18.0 24.0
Wagering & Lotteries
Comparative Industry - Status Check
Source: Google Finance, Nov 2016
Dogs
Falling Stars Rising Stars
Recovering Firms
LowP/BHigh
Low P/E High
• Wagering, Lotteries & Games industry is going through
a transformation and convergence and are struggling to
maintain their Margins and Revenue from their
traditional Biz Model.
• A structural shift is underway for industry as
digitisation of assets is moving the traditional retail and
Silo based model to Digital platform and Horizontal
model. Tabcorp and Tatts Group are still lagging in this
transformation.

9. 9
Demerger
Tabcorp
Background
Source: ASX, IBIS
• Tabcorp Holdings Limited is a Public Company that is
ranked number 191 out of the top 2000 companies in
Australia.
• The Company operates through three segments: Wagering
and Media, Keno and Gaming Services.
• The company generates the majority of its income from the
Gambling Activities. In FY 2016 the company generated total
revenue of $2,188.7 Mn including sales and other revenue.
Market Cap is on upside but is still below what its used to be
before 2012.
• Tabcorp's brands include TAB.com.au , Luxbet, Sky Racing,
Sky Sports Radio, Keno in Victoria, Tabcorp Gaming
Solutions
• 2008 Share Price Drop - Announcement to End duopoly (in
2012) of Tatts and Tab in April 2008 impacted its share price.
• 2012 Share Price Drop – Demerger approval - to split its
casino operations (Star Entertainment Group), and its
wagering, gaming and keno businesses into two separately
listed companies
Tabcorp
Portfolio - $2.1 Bn.
Wagering
& Media
$1.88 Bn.
Gaming
$0.107Bn.+
Keno
$0.208Bn.
GFC
Market Cap
End of duopoly

10. 10
Tabcorp
FY2016 - Analysis
Wagering &
Media
86%
Gaming
Services
4.90%
Keno
9%
Revenue % by Business Segment - FY2016
Source: IBIS TABCORP, Nov 2016
Wagering & Media
13.5%
Gaming Services 38.2%
Keno 24.3%
Wagering & Media
Gaming Services
Keno
0.0% 20.0% 40.0%
Profit % of Rev by Business Segment - FY2016
• Tabcorps Wagering & Media business has grown by 0.9% as compared to FY15, Gaming
business has grown by 7.6% & Keno has grown by 4.8. Keno had best EBIT performance.
• In terms of Capex – Gaming services had maximum (50% of business revenue).
• Over the past 5 years, Tabcorp has faced strong competition from online bookmakers.
Company is slowly moving to digital platform with continued investment in digital platform
and integration of digital, including mobile apps into retail experience and media assets for
Wagering & Media. Profit margins have been strong in Gaming and Keno.

11. 11
Tabcorp
Ops View
Attributes (FY 2016) Tabcorp Tatts Industry
Revenue in Bn. 2.1887 2.928
Profit in Bn. (NPAT) 0.169 0.263
EBIT in Bn. 0.337 0.420
Growth (CAGR% 2013-2016) 0.9% 3.3%
Source: IBIS Industry Report
High
LowRevenueVolatilityHigh
Hazardous Rollercoaster
Blue ChipStagnant
Low 5 Year Annualised Growth
Tabcorp
• Tabcorp's annualised revenue growth is - 0.9% over 4 years.
• Tabcorp is on recovery after the demerger of casino business in 2012.
Recovery is slow as it is facing competition from change in consumer
behaviour and rapid penetration of online and digital first players.
• Tabcorp has announced merger of Tatts group. This appears to be a
good move as horizontal integration and consolidation would result in
better ROIC for Tabcorp. Tatts Digital assets in lotteries and wagering
has started reaping benefits and could be leveraged by Tabcorp. It
appears to be no brainer to acquire as combined entity compliments
Wagering and Lotteries segment.
Tatts
Group
TABCORP
TATTS
Star Ent Grp

12. 12
Source:BrandRelationshipSpectrumbyDavidAaker&ErichJoachimsthaler
Tabcorp
Brand Spectrum
Subbrands
Endorsed
Brands
House
of
Brands
Corporate ProductProduct CorporateProduct
Branded Housed
Corporate
Ease of Operation
Role of Corporate Brand
Telstra IBM
Same
Identity
Different
IdentityNo
Connect
Shadow
Endorser
Co
Drivers
Master
Brand as
Driver
Tab
Luxbet
Sky
Racing
Keno
• Tabcorp leverages House of Brands with no connection with parent company as a
Brand Strategy.
• This is an expensive strategy but is more flexible in ensuring that overall brand equity
of the group is not impacted with a change in brand equity across portfolio.
NestleTGS

13. 13
Business
Strategy
Tabcorp
Corporate Strategy Spectrum
Investment
Strategy
Corporate
Strategy
Sharing of
Activities
Transfer
of Skills
Manage Uncertainties
Low Cost, Low Value
Exploit Uncertainties
High Cost, High Value
Restructuring
Portfolio
Management
Source: Google Search, Creating Corporate Advantage , David J. Collis & Cynthia A. Montgomery
• Corporate Strategy – TABCORP leverages Sharing of Activities as its corporate strategy to grow its portfolio of
brands.
• Scope of business - Narrow, predominant (95%) focus on Gambling Industry
• Nature of Resources - Specialised instead of general
• Control – Operating control (primarily) with some financial control being applied to exploit uncertainties
• Corporate Office Size – Large instead of small
• Integration – This is primarily horizontally integrated with bit of vertical integration in Wagering Business.
• Online, Digital and Mobility – Leveraging economies of scale to reach and respond to changing customer
behavior and needs, online, digital and mobility enablement is required or being actioned upon.
TABCORP
Wesfarmers
• Corp Strategy spectrum is vital to understand how business operates and is controlled.
• This insight provides a good starting point in designing and executing sales strategy.

14. 14
Tabcorp
SWOT - Static View 2016
StrengthOpportunities
WeaknessThreats
• SWOT provides a static view of Tabcorp
• Dynamic (VRIO or Capability based) view is not required at this stage.

15. 15
Tabcorp
Business Buyers
Source: Gartner
MD, LOBCFOCOO,CAOCEOCDO ProcurementCMORole
Buyer
Role
Focus
Key
Vendor
Message/
Themes
Impact on
Decision
Decision
Maker
Influencer
Decision
Maker
Influencer
Decision
Maker
Decision
Maker
Influencer
Digital
Strategy
Strategy Business
Cost and
Capacity
Business
Marketing,
Sales
Ops Eff.,
Risk
Focus on IT
& Business
Alignment.
Advisor to
CEO/COO
IT as a force
to enable
strategy,
product,
gain
different.
and ops
efficiency
Functionality
, speed of
implementat
ion, TCO, fit
with existing
landscape
Demonstrate
cost
discipline,
OPEX vs
CAPEX
Revenue vs
Cost,
Functionality
, Ease of use,
speed of
implementat
ion
Focus on big
data,
analytics and
technology
that can
improve
customer
centricity
Vendor, risk,
cost,
contracts
High Medium High Medium High Medium Low
• Leveraging Business Buyers Role a Focused Sales approach can be targeted at Tabcorp.

16. 16
Tabcorp
IT Capability – Today
IT Maturity
Business Silos
Standardised
Technology
Optimised
Core
Business
ModularityPercentageOfInvestment(0–100%)
HighFlexibilityLowFlexibility
Global
Flexibility
Local
Flexibility
Source:2005MITSloanCenterForInformationSystemsResearch
• Leveraging this to get a view of current IT capability maturity.
• This could be used to identify to missing gaps in IT maturity of TABCORP and Tatts
Group and hence areas to explore for growth initiatives
TABCORP
Tatts Group

17. 17
Tabcorp
Value Realisation Today
Operational
Lever
Technology
Lever
Financial
Lever
Free Cash Flow
Improvement in
Operational Efficiency
Increase
in Revenue
Productivity
Cycle
Time
Scalability Performance
Delivered
Defects
Reduction in Time to
Market
Increase in No of
Transactions
Processed
Maintainability
Application
Portfolio
Complexity
Business
Process
Re-engineering
Technology
Solution
Performance
Engineering
Portfolio
Optimisation
Reuse
& Automation
Test
Optimisation
Improvement in
SLA Adherence
Reduction in
Application
Support Cost
Reduction in
Testing Cost
Improvement
Customer Satisfaction
Cost
Savings
• Tabcorp Account team needs to do a value realisation modelling to capture
what levers can be applied for targeting sales effort for future growth.
• Today its not using any Social Value linkage for better messaging and taping
new areas for growth and leveraging sections of CSR to CSV.
• This requires input from Account team - PENDING

18. 18
Tabcorp
Shared Value Measurement in Business Strategy
Redefining
Productivity in
the Value chain
Reducing Cluster
Development
(How changing social
conditions outside
unleashes new growth)
Reconceiving
product and
markets
Level of
Shared Value
Business
Outcome
Social
Outcome
• Shared Value measurement is to unlock value driven by linking social and business
outcomes. This needs to be part of the business strategy measure.
• IBM from Computer and Technology to Smarter Planet, Pearson from Textbook Publishing
to Improving Educational Outcomes.
• Increased Revenue
• Increased Market Share
• Increased Market Growth
• Improved Profitability
• Improved Patient Care
• Reduced Carbon footprint
• Improved Nutrition
• Improved Education
• Improved Productivity
• Reduce Logistical and Operating costs
• Secured Supply
• Improved Quality
• Reduced Energy use
• Reduce Water Use
• Improved Raw Materials
• Improved Job Skills
• Improved Employee Income
• Reduced Cost
• Reduce Logistical and Operating costs
• Improved Distribution Infrastructure
• Improved Workforce Assets
• Improved Profitability
• Improved Education
• Increased Job Creation
• Improved Health
• Improved Incomes
Source: HBR

19. 19
Tatts Group
Background
Source: ASX, IBIS
• Tatts Group Limited is a Public Company that is ranked
number 451 out of the top 2000 companies in Australia.
• The Company operates through three segments: Lotteries,
Wagering and Gaming Services.
• The company generates the majority of its income from the
Lottery. In FY 2016 the company generated total revenue of
$2.928 Bn including sales and other revenue.
• Market Cap is on upside.
• Tatts brands include The Lott (lotteries), UBET (wagering) ,
MAX (gaming).
• More to come here ……………………..
Tatts Group
Portfolio - $2.93 Bn.
Lotteries
$2.13Bn.
Gaming
$0.210Bn.+
Wagering
$0.6098Bn.
GFC

20. 20
Tatts Group
FY2016 - Analysis
Lotteries
72%
Gaming
Services
7.12%
Wagering
21%
Revenue % by Business Segment - FY2016
Lotteries 65.4%
Gaming
10.9%
Wagering 23.7%
Lotteries
Gaming Services
Wagering
0.0% 20.0% 40.0% 60.0%
Profit % of Rev by Business Segment - FY2016
• Tatts Lotteries business has grown by 8.2% as compared to FY15, Gaming business
has shrunk by 3.6% & Wagering business shrunk by 4.6%. Lotteries had best EBIT
performance.
• Tatts groups annualised revenue growth over 4 years is 3.3% and reach $2.93 Bn.
• Tatts Group’s lotteries business has done well primarily due to investment in digital
initiatives, comprising 13.5% of digital sales of lotteries and 30.5% digital sales in
wagering.
Source: IBIS Tatts, Nov 2016

21. 21
Source:BrandRelationshipSpectrumbyDavidAaker&ErichJoachimsthaler
Tatts Group
Brand Spectrum
Subbrands
Endorsed
Brands
House
of
Brands
Corporate ProductProduct CorporateProduct
Branded Housed
Corporate
Ease of Operation
Role of Corporate Brand
Telstra IBM
Same
Identity
Different
IdentityNo
Connect
Shadow
Endorser
Co
Drivers
Master
Brand as
Driver
MAXLOT
• Tatts Group leverages House of Brands with no connection with parent company as a
Brand Strategy.
• This is an expensive strategy but is more flexible in ensuring that overall brand equity
of the group is not impacted with a change in brand equity across portfolio.
NestleUBET

22. 22
Business
Strategy
Tatts Group
Corporate Strategy Spectrum
Investment
Strategy
Corporate
Strategy
Sharing of
Activities
Transfer
of Skills
Manage Uncertainties
Low Cost, Low Value
Exploit Uncertainties
High Cost, High Value
Restructuring
Portfolio
Management
Source: Google Search, Creating Corporate Advantage , David J. Collis & Cynthia A. Montgomery
• Corporate Strategy – Tatts Group leverages Sharing of Activities as its corporate strategy to grow its portfolio of
brands.
• Scope of business - Narrow, predominant (90%) focus on Lottery
• Nature of Resources - Specialised instead of general
• Control – Operating control (primarily) with some financial control being applied to exploit uncertainties
• Corporate Office Size – Large instead of small
• Integration – It appears this is horizontally integrated.
• Online, Digital and Mobility – Leveraging economies of scale to reach and respond to changing customer
behavior and needs, online, digital and mobility enablement is required or being actioned upon.
TABCORP
Wesfarmers
Tatts Group
• Corp Strategy spectrum is vital to understand how business operates and is controlled.
• This insight provides a good starting point in designing and executing sales strategy.

23. 23
Tatts Group
SWOT - Static View 2016
StrengthOpportunities
WeaknessThreats
• SWOT provides a static view of Tatts Group
• Dynamic (VRIO or Capability based) view is not required at this stage.

24. 24
Tatts Group
Business Buyers
Source: Gartner
MD, LOBCFOCOO,CAOCEOCDO ProcurementCMORole
Buyer
Role
Focus
Key
Vendor
Message/
Themes
Impact on
Decision
Decision
Maker
Influencer
Decision
Maker
Influencer
Decision
Maker
Decision
Maker
Influencer
Digital
Strategy
Strategy Business
Cost and
Capacity
Business
Marketing,
Sales
Ops Eff.,
Risk
Focus on IT
& Business
Alignment.
Advisor to
CEO/COO
IT as a force
to enable
strategy,
product,
gain
different.
and ops
efficiency
Functionality
, speed of
implementat
ion, TCO, fit
with existing
landscape
Demonstrate
cost
discipline,
OPEX vs
CAPEX
Revenue vs
Cost,
Functionality
, Ease of use,
speed of
implementat
ion
Focus on big
data,
analytics and
technology
that can
improve
customer
centricity
Vendor, risk,
cost,
contracts
High Medium High Medium High Medium Low
• Leveraging Business Buyers Role a Focused Sales approach can be targeted at Tatts Group.

25. 25
Thank you
Contact
For further information, please contact:
Name: Vishal
Title: Client Solutions Manager
Address: Telstra Client Services Unit
Melbourne, VIC 3000 Australia
LAN: (03) 9209 – 4514
Mobile: 0455 073 384
Email: vishal.vishal@team.telstra.com