In recent years, Brazil’s lottery and betting sector has faced a phenomenon that goes beyond regulation and operations: a generational shift in consumption.
The challenge now is not only to develop products within the modalities established by Law 14.790/2023, but to understand who consumes, how they consume, and why they consume — in a country where generations with completely different worldviews coexist in the same market.
Generations and their consumption patterns
According to Philip Kotler, in Marketing 5.0, consumer behavior is shaped by the values and experiences of each generation. In Brazil, the audience eligible to consume lottery products is distributed as follows:
- Baby Boomers (1946–1964) — Value stability, tradition, and trustworthy brands. They prefer in-person experiences and tangible products.
- Generation X (1965–1980) — Adopted technology pragmatically. They bridge analog and digital and still respond strongly to physical products and direct communication.
- Generation Y / Millennials (1981–1996) — Seek purpose, experiences, and inclusion. They favor brands with values and causes and prefer personalized digital interactions.
- Generation Z (1997–2009) — Digital natives who expect immediacy, connection, and social relevance. For them, the product is an extension of identity.
- Generation Alpha (born from 2010 onward) — Grew up with AI and augmented reality. By 2028, they will begin consuming lottery and entertainment products, demanding interactivity, transparency, and positive social impact.
This generational shift completely redefines the role of lotteries. The same product that evokes nostalgia in a Baby Boomer may be irrelevant to a Gen Z player.
A polarized market and the new role of companies
Kotler warns that we live in an era of economic polarization and social fragmentation, in which inequality reshapes consumption expectations. In this context, brands are pressured to take on social and environmental responsibilities — not as a differentiator, but as a moral and strategic obligation.
He calls this phenomenon “corporate activism,” driven by three key factors: 1)The imperative of sustainable growth; 2)The new “hygiene factor” (companies must act ethically before they compete), and 3) The internal drive for purpose.
This creates a paradox in the lottery market: while other industries embed sustainability, inclusion, and purpose into their products, official lotteries still communicate almost exclusively through prizes and odds — neglecting the transformative social role that is inherent to their mission.
The gap between product and new generations
Most Brazilian lottery operations remain product-centered, not consumer-centered. Campaigns focus on jackpot amounts, odds, or tradition, but rarely connect with what drives new generations: experience, cause, belonging, and purpose.
Many operators don’t even define a target market — promoting their products to “the entire state” or “the entire country,” with no segmentation, positioning, or brand narrative. This undirected approach makes communication generic and, therefore, inaudible to a young, hyperconnected, and critical audience.
Opportunities and paths forward
Opportunities lie in two main fronts: Humanizing the product, and Digitalizing the experience — even when the product itself is physical.
A paper lottery ticket can still exist, but its story, purpose, and symbolic value must be translated into digital formats and narratives that engage and create belonging.
Another essential element is the social role of official lotteries: they have the power to promote inclusion and sustainability by channeling funds to social, educational, and environmental projects. However, this role must be clearly and consistently communicated — the public needs to know where the money goes, who it helps, and what impact it generates.
This mission can only be achieved through real integration between product, marketing, and regulatory leaders, ensuring coherence between operation, purpose, and communication.
The risk of nostalgia
Today’s consumer market is dominated by Generations Y and Z, and will soon be complemented by Generation Alpha.
If lottery products fail to keep pace with cultural and technological change, they risk becoming mere nostalgic relics from an era when “playing” was synonymous with luck — not with experience.
Meanwhile, immersive entertainment — from social networks to video games — continues to capture the attention and loyalty of younger generations.
Final reflection
Product and marketing executives in the Gametech sector must understand that the future of gaming is not just about probability — it’s about purpose and belonging. The difference between a product that ages and one that evolves lies in who it chooses to represent.
The future of lotteries will not depend solely on technological innovation, but on the human ability to understand what truly moves people — and generations — to believe in luck.
MVG – Management, Value and Growth
MVG is a boutique consulting firm specializing in transforming competitive intelligence, strategic vision, and practical experience into solutions for companies operating in regulated and highly dynamic markets.
