There’s a major player in South Africa’s e-commerce market called Takealot. Fifteen years after its founding, and after burning through vast amounts of capital, it finally turned a profit in fiscal year 2026. The financial report released by its parent company, Naspers, caught the attention of countless sellers focused on the African market.

Annual revenue surpassed $1 billion for the first time, adjusted operating profit turned positive, and logistics revenue surged by 93.5%. More importantly, Takealot is transitioning from a ”South African version of JD.com” to an open ecosystem. What does this mean for Chinese sellers?

01

Fiscal Year 2026 Key Figures at a Glance

For fiscal year 2026, ending March 31, 2026, Takealot Group delivered a landmark set of results.

The Group's total revenue was 17.7 billion South African rand, equivalent to approximately $1 billion, representing a year-over-year increase of 18%.This marks the first time Takealot has surpassed the $1 billion mark in its nearly 15-year history. The group’s adjusted operating profit (aEBIT) was 171 million rand, equivalent to approximately $11 million, compared with a loss of 213 million rand in the same period last year. Over the course of a year, the company achieved a turnaround of more than 384 million rand.

The Group’s GMV reached 34.6 billion rand, equivalent to approximately $2 billion, representing a year-over-year increase of 14%. The company processed more than 60 million orders throughout the year and served 6.2 million active users. Notably, Takealot.com’s marketplace model contributed 60% of the platform’s GMV, with the number of active sellers growing to 15,000 and more than 105 million items sold.

Customer satisfaction is also on the rise. The platform’s Net Promoter Score (NPS) reached 72 points, which is considered high for the African e-commerce market.

02

A Breakdown of the Three Major Growth Engines

Takealot's profitability wasn't achieved by cutting costs, but rather through the combined efforts of its three business lines.

First, the core e-commerce site, Takealot.com.Revenue increased by 17% year-over-year, and GMV grew by 15%. The key driver behind this growth is the maturation of the marketplace model—the share of GMV contributed by third-party sellers has risen from 30% a few years ago to 60% today. This indicates that Takealot is shifting from a primarily self-operated model to a platform-based model, resulting in a leaner asset structure and higher profit margins.

Second, Mr. D, an on-demand delivery service.Revenue grew by 11.5%, and GMV increased by 12.6%. Grocery order volume surged by 38%, and the number of local partner stores grew by 52%. Newly introduced anchor tenants include brands such as Toy Kingdom, Nespresso, and Absolute Pets. Mr. D’s profitability proves one thing: there is a genuine demand for on-demand delivery in the South African market, and consumers are willing to pay for the convenience.

Third, the Logistics Fulfillment System (TFS).This is the fastest-growing business segment—revenue increased by 93.51% year-over-year. TFS not only provides fulfillment services for Takealot.com and Mr D, but also offers its services to external companies. Currently, more than 3,300 marketplace sellers directly use TFS’s B2B express delivery services, and even some large JSE-listed retail companies rely on TFS for their e-commerce fulfillment.

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03

Members and AI: A New Moat

Takealot's profitability owes a great deal to two unsung heroes.

TakealotMORE Loyalty Program.Just two years after its launch, members have contributed 27% of the Group’s total GMV. The number of active members increased by 74% year-over-year, and the volume of member orders surged by 263%. Members have saved South African consumers approximately 700 million rand (equivalent to $70 million) in transaction and shipping fees. This model demonstrates South African consumers’ acceptance of subscription-based loyalty programs and has significantly increased both repeat purchase rates and average order value.

Deployment of AI Agents.Takealot has deployed more than 2,500 active AI agents across its ecosystem to optimize inventory management, customer service responses, logistics scheduling, and other processes. It also operates Africa’s largest commercial electric vehicle fleet—280 EVs—spanning 8 distribution centers and 300,000 square meters of warehouse space.

These investments are not just for show; they represent tangible improvements in efficiency. CFO Tessa Ackermann put it bluntly: ”Achieving profitability for the full year is the result of years of disciplined investment and operational leverage; we have established a structurally sound financial foundation that supports sustained margin growth.”

04

Where Are the Opportunities for Chinese Sellers?

Takealot is now profitable, and the most immediate implication for Chinese sellers is that this platform isn’t going to suddenly go under.

In the past, many people worried that Takealot’s persistent losses might lead to its being driven out of business by Amazon South Africa. However, data from fiscal year 2026 shows that, despite Amazon’s official entry into the South African market in 2024, Takealot has maintained its leading position in the local e-commerce sector, with GMV, order volume, and user engagement all on the rise.

Even more noteworthy is TFS’s openness initiative. In fiscal year 2027, Takealot plans to fully open its logistics infrastructure to third-party sellers in South Africa, offering integrated services including warehousing, order picking, packing, and last-mile delivery. For Chinese cross-border sellers, this means you can ship your goods to Takealot’s overseas warehouses and have them handle last-mile delivery, without having to build your own local logistics network in South Africa.

In addition, Takealot Group Advertising (retail media advertising) also saw year-over-year growth of 35%, with average spending per advertiser increasing by 82%. This indicates that the platform’s advertising monetization capabilities are strengthening, and for sellers, the effectiveness and precision of their ad campaigns may be better than in the early stages.

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