Superbet’s winning cultural bet

Faced with the cultural diversity of Central and Eastern Europe, Superbet has leveraged its in-depth knowledge of local markets to build a winning model. Adam Lamentowicz spoke to SBCNews.

In an interview with SBCNews, Adam Lamentowicz, Chief Commercial Officer of Superbet CEE, discussed the group’s strategy. With a strategy focused on culture, technology and local autonomy, the operator is asserting its leadership against the giants of the sector.

Understanding cultures to win markets

In the highly competitive world of gambling, few operators are able to exploit cultural differences as a strategic advantage. Superbet, the parent company of Napoleon Games and a leader in the sector in Central and Eastern Europe (CEE), is a shining example of this. 

‘We know what our customers want and how to connect with them.’

With a strong foothold in markets with distinct identities such as Romania, Poland and Serbia, the group has developed a localised approach that breaks with the standardised methods of international giants. While many apply a single model to all their markets, Superbet favours a decentralised strategy, allowing each local team to adapt its offering to the cultural and social expectations of its users.

A local strategy in the face of globalisation

Superbet’s strength lies in a paradox: thinking locally to win globally. This strategic choice has been evident since the company’s inception in Romania, where it established itself as a leader in retail and then digital. Building on this experience, the group has expanded its footprint to Poland, Belgium and, more recently, Serbia, applying a simple principle: each country is unique.

Adam Lamentowicz explains: 

‘We want to be perceived as a local operator in each market, not as a foreign group that is simply operating there.’

This stance gives Superbet a rare agility, allowing it to build a relationship of trust with players and establish a lasting foothold in the cultural landscape.

Proprietary technology and customer-centric DNA

If culture is a pillar, technology is the lever. Superbet invests heavily in innovation through internally developed solutions. Thanks to its proprietary technology, the company can adapt its product to local trends without waiting for centralised validation.

This technological focus is not an end in itself. It aims to offer fluid, intuitive and engaging digital experiences in line with the habits of local communities. 

‘We are a truly customer-focused company. Our entire operating model is designed to exceed their expectations,’ emphasises Lamentowicz.

The company does not just offer competitive odds. It also develops exclusive content, statistical tools and even social features to extend the user experience beyond simple betting.

Integration into local culture

Another major differentiator is Superbet’s integration into local sports cultures. Through partnerships with iconic clubs, integrated marketing campaigns and collaborations with artists and influencers, the brand is becoming a central player in sports entertainment.

In 2025, one major trend observed by Lamentowicz is the emergence of cross-vertical experiences combining sport, music and urban culture. In Europe, this convergence is creating new forms of engagement that go far beyond the gaming product itself. 

‘We are witnessing the birth of real communities around sports betting brands.’

Responsible positioning

But Superbet’s success is not based solely on marketing. The group also stands out for its commitment to responsible gaming and healthy competition. Faced with the rise of illegal operators in the CEE, who are taking advantage of advertising restrictions to attack markets more aggressively, Superbet is taking a proactive stance.

The company is actively involved in local professional federations, such as FedBet in Romania and PIGBRiB in Poland, and engages in dialogue with regulators. It has also been a member of the EGBA since the end of 2024 and published its first sustainability report in 2025. Its goal is to promote common standards at the European level and to effectively combat the black market.

Market saturation? Not for Superbet

Contrary to some alarmist talk about market saturation, Superbet sees it as an opportunity for innovation. 

According to Lamentowicz:

‘Saturation only occurs when operators stop innovating.’ 

By diversifying its offering, from sports to editorial content, statistics to social media, Superbet intends to continue expanding its user base.

This dynamic is made possible by the increasing sophistication of consumers in Central and Eastern Europe. As multinationals eye up Central European markets, Superbet continues to stand out thanks to its mastery of the terrain. Where others bring resources, the Romanian group offers an intimate knowledge of customs and cultures.