Botswana gives a boost to Super Group as Africa remains the cornerstone of its success

(AsiaGameHub) –   While Super Group‘s departure from the US market in 2025 marked the end of a major expansion effort, CEO Neal Menashe noted that it also clarified the source of the company’s competitive strength.

Accounting for approximately 40% of its revenue and serving as its top-performing region for five straight quarters, Africa’s significance to the firm’s overarching strategy is undeniable.

Positive traction is also being observed in newer markets such as Botswana. Since its launch there in early 2025, the company has reported “great growth” and a successful increase in its customer base.

The expansion strategy continues, with Namibia identified as the next target due to its geographical closeness to Botswana and South Africa. Several other markets are also planned for launch within the next two years.

Menashe highlighted key growth drivers like population expansion, rising smartphone usage, and the proliferation of mobile money. He cited projections showing Africa’s iGaming market is expected to double from $11bn in 2025 to $22bn by 2030.

South Africa, described by Menashe as a highly mature market, continues to be the foundation of this expansion.

“We are the top operator there. It’s well regulated, record casino volumes in our recent quarter and continued momentum with our Jackpot City brand,” he said.

Nevertheless, success has not been instant in every market. Nigeria, despite its potential, has presented greater difficulties, leading to a strategic reassessment.

“One that we’re not doing so well in is Nigeria,” Menashe stated. “We are redefining our strategy in Nigeria, which is totally different to the rest of Africa. We do see lots of upside and it’s obviously a large market and we are mobile first, so we’re honing our product there.”

American Lessons

Having invested “hundreds of millions of dollars” in a market led by DraftKings and FanDuel, Super Group determined that a profitable future in America was not achievable.

Despite this outcome, the experience was valuable. It sharpened the company’s concentration on regions where it already possesses scale and operational benefits, especially Africa, where Menashe feels Super Group holds a position comparable to the leaders in the US.

During an appearance on the latest iGaming Daily podcast, Menashe commented: “We learned lots of lessons. It’s all about being the best of the best in order to compete.”

What will the 2026 World Cup offer?

The 2026 FIFA World Cup, to be hosted by the US, Canada, and Mexico, presents a major engagement opportunity for Super Group, as many of its operational countries are involved.

“Sport is about content,” Menashe remarked, characterizing the event as an extension of the football season that offers “another six weeks” of intense user interaction.

The company reports that 88% of its revenue originates from nations competing in the tournament. Past World Cups have reliably caused surges in user activity, a pattern Menashe anticipates will repeat.

Instead of costly official sponsorships, the group will concentrate on digital marketing campaigns and utilize its current football alliances, name-checking Arsenal and Manchester City.

From an operational standpoint, the key focus will be on maintaining platform reliability and ensuring swift payouts during periods of high traffic, when daily users can number in the millions.

The event also complements the company’s business model. Although Betway is promoted as a sports-focused brand, casino games are the main revenue generator, making up about 80% of group income.

“The sports gives us interaction and then the casino is where they can win big amounts,” he said. We are casino at heart, but with this unbelievable sports brand and sports product it’s all about content.”

Balancing tax and growth

With recent increases to gambling taxes in the UK and other operational areas, it was natural for the subject to be discussed.

Menashe expressed his belief that the ideal tax rate for iGaming companies falls between 15% and 25%, cautioning that rates set too high could push customers into unlicensed markets.

“When you over-tax an industry so no one can make any money, countries end up losing all the taxes they would have collected,” he said, pointing out the danger of illicit operators taking over.

In the UK, where new tax rates are imminent, Super Group anticipates a negative financial impact but believes it can manage the situation by improving efficiency and benefiting from less competition as smaller players leave.

The company has already taken steps to streamline, including workforce reductions and directing investments toward sustainably profitable markets like Canada.

With the dual pressures of higher taxes and competition, Menashe finished by outlining the company’s approach of refining its efforts in winnable markets while exercising restraint elsewhere.

“You can’t be everywhere,” he said. “It’s not just about putting a website up… this is about being the best of the best.”