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SunBet’s Roadmap: How the South African Operator Plans to Double Its Online Market Share

By jili tutorial · October 2, 2026

SunBet’s Roadmap: How the South African Operator Plans to Double Its Online Market Share

Introduction: A Bold Ambition in a Competitive Market

In early 2024, Sun International’s Capital Markets Day sparked considerable attention when CEO Ulrik Bengtsson announced an aggressive target: to double SunBet’s share of South Africa’s online gambling market from its current 4.5% within five years. The goal was widely seen as ambitious, given that the market is dominated by two well-entrenched incumbents—Betway (part of Super Group) and Hollywoodbets—which together command the vast majority of online betting revenue.

Since that announcement, SunBet has taken concrete steps. In September 2024, Sun International reported that SunBet’s revenue surged 35.5% year-on-year during the first half of its 2026 fiscal year (the company’s fiscal reporting uses a different calendar). The operator also launched in Namibia, expanding its African footprint beyond South Africa and Botswana. But the core question remains: can a relatively small player with a 3–5% online market share truly challenge the leaders?

SunBet CEO Simon Gregory acknowledges the difficulty. “It’s super ambitious,” he says. “I don’t have any problem with setting out big targets and big ambitions. And if you can get some way towards that you’ll have done nicely. It’s a journey, not a target, right?”

This article examines SunBet’s strategy in detail, drawing on Gregory’s recent interview with iGB and the company’s public statements. We break down the areas where investment is focused, the challenges ahead, and the operator’s cautious approach to expansion beyond its home market.

The South African Online Market: Landscape and Context

Before diving into SunBet’s plans, it’s important to understand the market structure:

“We are probably third or fourth in the market right now. The two incumbents have got massive market share… so there is opportunity to take market share from them.” – Simon Gregory

SunBet’s heritage is rooted in land-based casinos (Sun International operates properties like Sun City, The Maslow, and others). This has shaped its online business: approximately 90% of SunBet’s revenue comes from casino games, with only 10% from sports betting. That imbalance is a key area the company wants to address.

Technology and Product: The Pillars of Growth

Why Technical Excellence Is Non-Negotiable

At Sun International’s Capital Markets Day, Bengtsson said the company planned to be “more aggressive” through investment in technology and product. Gregory echoes this: “Product is going to be key. Having an outstanding product, which is technically efficient and easy to use and fully available and scalable, is going to be paramount to winning in any of these markets.”

He adds a memorable distinction: “Someone said to me, there’s a difference between being good and being popular, right? But we need to be both. So first, we need to get good, and then we need to get popular.”

Investment Priorities: Upgrading the Tech Stack

SunBet’s investment will centre on upgrading its technology stack and bringing more development in-house. Gregory explains the rationale:

“We need to be fully scalable, efficient, have an outstanding UI, UX, have a great range of products, have features and functionality. It’s everywhere.”

By moving more of its tech in-house, SunBet aims to:

Example: The company is currently rolling out a series of upgrades to its sportsbook, including integrating StatScore products (which provide real-time data visualizations and statistics) and overhauling the UI/UX over a six-week period. By early December 2024, customers should see a “new look and feel” to the sports product.

What “World-Class” Technology Means in Practice

For an online betting platform, world-class technology typically includes:

SunBet’s focus on these areas is not unique, but the intensity of investment and the stated goal to become “world-class” signal a serious commitment.

Sports Betting: Closing the Gap

SunBet’s biggest underperformance is in sports. With only 10% of revenue from sports betting, the operator is heavily reliant on its casino heritage. Gregory acknowledges this: “We’re certainly under-indexed on sport, and that’s probably due to the growth in our casino business, coming from our casino heritage. But we are certainly putting a lot of effort into reimagining our sportsbook to see if we can grow that number.”

The Sportsbook Transformation Plan

SunBet’s sportsbook investment is already underway:

  1. Software upgrades: Integration of StatScore products to enhance live data displays and in-play betting.
  2. UI/UX redesign: A six-week programme to revamp the look, feel, and navigation of the sports product.
  3. Features and functionality: Adding tools that make the betting experience more compelling, such as bet builders, enhanced odds, and better mobile responsiveness.

The timeline is aggressive: by early December 2024, customers should see the changes. The goal is to make the sportsbook more attractive to both existing casino players and new sports-focused customers.

The Challenge of Competing with Betway and Hollywoodbets

Both Betway and Hollywoodbets have strong sports betting offerings, extensive marketing budgets, and established brand recognition. SunBet cannot outspend them overnight. Instead, Gregory’s strategy relies on product differentiation—offering a technically superior, more user-friendly experience—and leveraging Sun International’s physical casino network for cross-promotion and brand trust.

Expansion Strategy: Cautious, Focused, and Selective

SunBet currently operates in three markets: South Africa, Botswana, and Namibia (the latter launched after the Capital Markets Day). It also holds licences in Ghana, Zambia, and Kenya, but has not yet launched operations there.

Why the Cautious Approach?

Gregory is wary of the mistakes made by many European operators who rushed into Africa.

“We’re cautious about other greenfield African expansions. I think you’ve seen a lot of European guys come in, spend a lot of money in Africa, not get much traction and leave.”

Africa presents unique challenges: varying regulatory environments, low internet penetration in some areas, reliance on mobile money, and different wagering habits. SunBet wants to ensure that any new market entry is backed by solid data and a clear path to profitability.

Criteria for New Markets

Before expanding, SunBet evaluates:

For now, the focus is on growing in Namibia and consolidating its position in South Africa. Other licences remain on hold.

M&A as a Pathway

While organic expansion is slow, SunBet is open to inorganic opportunities. Bengtsson previously mentioned “plenty of inorganic opportunities” both inside and outside South Africa, but with a “very high bar” for what qualifies.

Gregory elaborates: “We’ve been pretty clear in our public statements that we would be interested in high-quality M&A, where it would provide us with critical mass in certain geographies. So a top three player in certain African jurisdictions that have got a strong customer base and strong brand and perhaps some strong technology, then that would be interesting for us.”

Key criteria for M&A targets:

This approach mirrors that of many global operators: rather than building from scratch, acquire a proven player and then scale.

Balancing Domestic Growth with Expansion

Can SunBet pursue both doubling its South African market share and expanding into new territories? Gregory says yes: “We can do well in both. It’s just a matter of resourcing.” The two objectives are not mutually exclusive, but they do require careful allocation of capital and talent. Given Sun International’s overall resources, the company can likely support both tracks—provided the domestic strategy remains the priority.

Key Takeaways: What to Watch for in SunBet’s Journey

  1. Product-first approach: Investment in technology and in-house development will be the primary driver of market share gains.
  2. Sportsbook transformation: The upcoming UI/UX overhaul and StatScore integration by December 2024 will be a test of whether SunBet can attract more sports bettors.
  3. Cautious expansion: SunBet will not rush into new markets unless the data supports a viable path to profitability. Namibia is the current focus.
  4. M&A appetite: The company is ready to acquire top-tier operators in selective African jurisdictions, but only those that meet a high bar.
  5. Long-term mindset: Gregory views the 5-year target as a journey, not a finish line. Even partial progress (e.g., moving from 4.5% to 7–8%) would represent a significant achievement.

Conclusion

SunBet’s ambition to double its online market share in South Africa is undeniably bold, but the company has a clear roadmap: invest heavily in technology and product, rebalance its sportsbook, and selectively expand into neighbouring markets through a mix of organic growth and high-quality M&A. The early results—35.5% revenue growth and a successful Namibia launch—show momentum. Yet the real test will be whether SunBet can chip away at the dominance of Betway and Hollywoodbets over the next five years.

As Gregory says, “It’s a journey, not a target.” For SunBet, that journey starts with getting the product right.