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SunBet’s growth was supported by a 32.3% rise in active player days, while first-time depositors also increased 17.5%.
It has also been backed by the rollout of proprietary in-house technology within the SunBet tech stack, prompting the launch of a new user interface in South Africa and Botswana.
Bengtsson described the growth and early signs of success across the platform as “encouraging”.
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Since returning its prediction market to the US, Polymarket has regularly engaged in nonconforming advertising. Painting a water tower in the company’s blue and branding the structure with its logo is the firm’s latest marketing ploy.
In March, Polymarket opened The Situation Room, a pop-up “newsbar” in Washington, DC. The bar and lounge’s televisions played various content related to prediction markets, like Bloomberg Terminals, cable news, and live social media feeds that were “dedicated to monitoring the situation.”
A month earlier, Polymarket opened a free grocery store in New York City. The promotion ran Feb. 12-16, with shoppers allowed to gather up to $50 per person in free groceries.
How to play Diamond Strike
Robinson takes a more expansive view, however, arguing that the acquisition could mark the beginning of a broader shift in GiG’s strategy. “I’d read it as the start of something, not a one-off,” he says. “GiG’s survival as an independent business depends on consolidating in emerging markets where it can own the P&L, not just supply the technology.
“It’s worth remembering this isn’t foreign ground. GiG ran Rizk, Guts, Kaboo and Thrills until it sold them to Betsson in 2020 to pay down a bond. A previous regime decided B2C and B2B didn’t mix. The current one clearly thinks otherwise.”
Ultimately, Ahlberg sees the acquisition as opening two possible paths for GiG, with the balance between B2B and B2C likely to depend on how each business performs. “I definitely think this business will become a larger part of GiG,” he concludes.