Far from adopting a uniform strategy, Superbet adapts its growth levers according to region. While Central and Eastern Europe relies on maturity, cultural roots and innovation, emerging markets such as Brazil impose different rules of the game. In his interview with SBC News, Adam Lamentowicz explains these choices.
Variable growth
In his interview with SBC News, Adam Lamentowicz, Chief Commercial Officer of Superbet CEE, explained the counter-current strategy used by Superbet in different markets. According to him, uniformity is a common trap for large gambling operators. Superbet stands out with a strong conviction: each market requires a distinct strategy.
In Central and Eastern European (CEE) countries, where the group has a strong foothold, the approach is based on local roots, proprietary technology and product innovation.
However, in emerging markets such as Brazil, conquering the market requires a more cautious approach, marked by extreme competition and changing regulations.
This ability to vary growth levers according to the regional context has become a trademark for Superbet. It allows the group to move forward without strategic disruption, while maximising the opportunities specific to each territory.
CEE: the historical field of excellence
Founded in Romania, Superbet built its initial success by capitalising on a keen understanding of local cultural expectations. In this region, the operator does not behave like a traditional multinational, but as a deeply rooted player, recognised for its community involvement and respect for national specificities.
Far from being a peripheral area, Central Europe is seen by Superbet as a pool of mature and demanding users, in which innovation is not only expected but decisive.
Superbet’s CEE model is based on:
- autonomous local teams,
- tailor-made products,
- a strong physical and digital presence,
- cultural roots through sport and entertainment.
Brazil: a highly competitive environment
In contrast to this controlled and stable strategy, Brazil presents a completely different challenge. Recently regulated, this Latin American market attracts the biggest names in the industry, creating fierce competition in terms of pricing, marketing and innovation.
Alex Fonseca, CEO of Superbet Brazil, warns:
‘Competition is intense and will increase with regulation. We need to learn quickly and be flexible.’
In this context, the CEE experience cannot simply be replicated. It must be adapted to the specificities of the Brazilian market, where the gaming culture, digital habits and channeling issues are fundamentally different.
Superbet is therefore adopting a more experimental approach, testing hybrid models while relying on local partnerships and strong compliance to differentiate itself in a still unstable market.
Two models, one vision: adaptability
Whether in historical markets or recent expansions, Superbet applies a consistent approach: listening to consumer behaviour and adapting products. Where many operators impose a global model on local territories, Superbet prefers to co-develop its offerings with its local teams.
This flexibility allows it to remain competitive in environments with differing approaches:
- In the EEC: regulation is mature, competition is stable, and product innovation makes the difference.
- In Brazil: regulation is recent, players are fighting for market share, and brand awareness often takes precedence over product depth.
Whereas Central Europe values customer loyalty and user experience, Brazil demands commercial aggressiveness, speed of execution and continuous adaptation to changing rules.
The question of long-term profitability
This difference in maturity also impacts the structure of investments. In CEE, Superbet benefits from a solid foundation, generating regular revenue. The objective is optimisation, product diversification and enrichment of the customer experience (statistical content, social networks, tracking tools, etc.).
Conversely, in Brazil, the priority remains the acquisition of market share. This implies constant pressure on acquisition costs, promotions and customer service. This is a medium/long-term gamble, where profitability depends on changes in the regulatory framework and the company’s ability to retain its customer base once the market has stabilised.
A clear strategy
Faced with this dual reality, Superbet has adopted a ‘glocal’ strategy: global in vision, local in execution. This model is based on decentralised decision-making centres, flexible internal technology and a customer-centric corporate culture, regardless of the market.
‘We want to be perceived as a local operator, regardless of the country. That’s our greatest strength when competing with international giants,’ says Lamentowicz.
For Superbet, customer loyalty cannot be bought with bonuses. It is built on cultural relevance, transparency and responsibility.
While other operators seek to replicate a single model across multiple continents, Superbet is taking a more demanding but potentially more sustainable path. By differentiating its approaches according to market, the group maximises its chances of avoiding the boomerang effects of ‘one-size-fits-all’ strategies.