(AsiaGameHub) - Super Group’s departure from the U.S. in 2025 put an end to its bold expansion plans, yet for CEO Neal Menashe, it also highlighted the areas where the company maintains its competitive advantage.
Africa contributes roughly 40% of Super Group’s revenue and has been its biggest regional market for five straight quarters—underscoring its critical role in the company’s broader strategy.
The firm is also experiencing positive traction in emerging markets such as Botswana, where it launched in early 2025 and has already seen “strong growth” and new customer sign-ups.
Expansion efforts are ongoing: Namibia is next on the agenda, thanks to its closeness to the two previously mentioned nations, and several more markets are in the works over the coming two years.
Menashe cited key growth drivers like population growth, rising smartphone usage, and the expansion of mobile money—with the continent’s iGaming sector expected to double from $11 billion in 2025 to $22 billion by 2030.
South Africa, which Menashe described as one of the most established markets, continues to be the foundation of this growth.
“We’re the leading operator in South Africa. It’s a well-regulated market, we saw record casino volumes in our latest quarter, and our Jackpot City brand keeps gaining steam,” he noted.
That said, not every market has yielded instant results. Nigeria, despite its large size, has turned out to be more difficult, leading the company to reassess its approach there.
“Nigeria is one market where we haven’t performed as well,” Menashe admitted. “We’re revising our strategy for Nigeria, which is completely distinct from our approach elsewhere in Africa. We see significant potential there—it’s a huge market, and since we prioritize mobile, we’re refining our product to better fit the market.”
American Lessons
Having invested “hundreds of millions of dollars” in an attempt to compete in a market led by DraftKings and FanDuel, Super Group eventually determined there was no obvious route to making a profit in the U.S.
But the venture wasn’t a total loss. It helped the company narrow its focus to markets where it already has size and operational strengths—especially Africa, where Menashe thinks Super Group has a presence comparable to the leading players in the U.S. market.
In a recent episode of iGaming Daily, Menashe commented: “We picked up many valuable lessons. To compete, you have to be among the very best.”
What will the 2026 World Cup offer?
Given that many of the markets where Super Group operates are represented in the tournament, the upcoming FIFA World Cup 2026—hosted by the U.S., Canada, and Mexico—presents a major chance for the company to boost user engagement.
“Sport is all about content,” Menashe explained, noting that the tournament acts as an extension of the football season, offering “an extra six weeks” of high-level user interaction.
Per the company, 88% of its revenue comes from nations that are part of the World Cup. Past tournaments have always led to surges in user activity, and Menashe anticipates the same pattern for 2026.
Instead of pouring money into costly official tournament sponsorships, Super Group plans to focus on digital marketing campaigns and use its existing football partnerships—specifically naming Arsenal and Manchester City.
On the operational side, the main focus will be maintaining platform stability and smooth payouts during periods of high demand, especially since daily user counts can hit the millions.
The World Cup also aligns with the company’s business model. Although Betway is positioned as a sports-focused brand, casino operations are the main source of revenue, making up roughly 80% of the group’s total income.
“Sports bring in user interaction, and then the casino is where they can win large sums,” he said. “We’re a casino company at our core, but with this incredible sports brand and product, it’s all about delivering engaging content.”
Balancing tax and growth
With recent increases in gambling taxes in the UK and other markets where Super Group operates, it’s no surprise the subject was discussed.
Menashe expressed his opinion that the ideal tax rate for iGaming operators is between 15% and 25%, cautioning that overly high taxes could push consumers to use unregulated platforms.
“If you tax an industry so heavily that no one can turn a profit, countries end up losing all the tax revenue they would have otherwise gained,” he explained, pointing out the danger of illegal operators stepping in to fill the void.
In the UK, where new tax increases are set to come into force, Super Group anticipates a financial impact but is confident it can manage the effects through improved efficiency and less competition as smaller operators leave the market.
The company has already been optimizing its operations—cutting staff numbers and directing investments towards markets where it can achieve long-term profitability, like Canada.
As taxes and competition both increase, Menashe wrapped up by sharing insights into the company’s strategy: focusing on markets where it can succeed and staying disciplined in others.
“You can’t be present in every market,” he stated. “It’s not just a matter of launching a website—this is about being the absolute best.”
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