Africa’s gaming market is moving from brick-and-mortar to omnichannel models where land-based venues, online platforms, mobile betting, and retail networks converge. In this evolving landscape, Sun International stands out as a leading example. Speaking to SiGMA News, CEO Ulrik Bengtsson explains the factors shaping the group’s growth, outlining the opportunities of operating across multiple channels while building a cohesive customer experience.
Merging global experience into a regional powerhouse
Bengtsson’s move to Sun International follows leadership roles at major operators. Bringing a very European, digital-first perspective to a traditionally land-based operator in South Africa, Bengtsson explains how the clash of two worlds has worked in his favour as he leads Sun International.
“I don’t think it has clashed actually. I think many people were maybe thinking it would. Still, we are investing heavily in our land-based and digital businesses, and we’re also investing in tying them together, whether it’s through loyalty or technology. So they really genuinely go hand in hand,” he stated.
Omnichannel emerges as a strong growth driver
At the core of businesses such as Sun International is the integration of physical and digital gaming experiences. “Omnichannel is a very, very clear opportunity. We have these amazing properties and a very well-established, thriving online business. Customers want some flexibility in how and when to interact, and a well-sorted-out omnichannel experience will offer them features that many, if not most, other operators can’t. So we think it’s a really big opportunity for us,” Bengtsson points out.
Regulation and predictable growth environment
A fundamental theme that stands out in Sun International’s omnichannel strategy is regulatory clarity, which Bengtsson identifies as essential for long-term investment. He stresses that clarity and simplicity in regulation are vital elements in building market confidence.
South Africa’s licensing framework requires operators to balance compliance across multiple jurisdictions while still pursuing scalable digital growth.
Bengtsson points out that implementing an effective omnichannel strategy requires fusing the physical gambling experience with seamless digital interactions that hinge on loyalty and engagement.
Sun International is a good example of the omnichannel approach because it enhances each of its verticals independently, then brings them together through shared systems for payments, rewards, and customer data. The described strategy provides the foundation for its market-leading omnichannel gambling venture.
What an omnichannel approach can achieve
With last year’s ZAR 6.19 billion ($353 million) revenue to back it, Sun International’s strategy reflects a broader evolution in the iGaming industry, where convergence is replacing channel-to-channel competition.
Additionally, having the right team to advance a company’s goals is a factor Bengtsson acknowledged. “It’s all about the people. We have to have the right capabilities for what needs to be done going forward, and really set up a team that knows what good looks like,” he noted.
While integration remains complex, Bengtsson’s approach suggests that alignment, rather than conflict, can define the relationship between legacy and innovation.
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