During the 2026 FIFA World Cup, while the South African national team was playing, South Africans turned the tournament into a national celebration. According to new spending data published by Visa, South Africans did not just watch the matches but actively participated in them, visiting restaurants and making every match day a special event.
The report is based on payment data collected between June 11 and July 4 and demonstrates how major sporting events influence purchasing behavior. These findings help businesses understand how such large-scale events change spending patterns and affect sales.
The energy of watching matches surrounded by thousands of fans in fan parks proved extremely popular. Before the decisive match in the 32-match round against Canada, demand for tickets and live broadcasts rose sharply by 76% as viewers sought the atmosphere of a big screen. In the first weekend of the tournament, spending at sports resorts and leisure activities also saw a 72% increase.
Match days contributed to increased demand for good food and drinks. During the Sunday evening Round of 32 match, spending at full-service restaurants increased by 76% compared to a regular Sunday evening. This positive trend continued throughout the final group stage, with restaurant activity noticeably increasing in major cities. Johannesburg showed the largest surge with a 30% increase in table service spending, followed by Pretoria and Durban with a 20% rise, and Cape Town demonstrated an increase of 10%.
Those who preferred to watch at home actively used streaming services. Spending on cable television and streaming platforms grew by 29% as fans subscribed to not miss a second of the action. Furthermore, official sports merchandise saw an influx of buyers: purchases at official sports apparel stores increased by 16% before the last weekend of the group stage, highlighting the dedication of South African fans.
Sandi Saaman, Head of Consulting and Analytics for Sub-Saharan Africa at Visa, noted: 'Global sporting moments like the World Cup create a powerful domino effect beyond the pitch, uniting people and stimulating significant activity for local businesses.'
The Ministry of Sport, Arts and Culture spent nearly 31 million rand on a program to support South Africa's participation in the FIFA World Cup. These funds were allocated to various aspects, including international fan events, official travel, and hospitality suites and match tickets.
The total amount of government investment, according to the department's latest expenditure reconciliation, amounted to R30,954,370. The program was designed to support South Africa's participation in the tournament while simultaneously promoting the country as a tourist destination, as well as its culture, creative industries, and investment opportunities to an international audience.
However, the department acknowledged that it cannot yet specify any particular investment agreement or trade deal concluded solely due to this program. It was stated that potential business contacts and investment opportunities gained through international activations are still being consolidated with program partners and will be included in the final report after verification.
The largest portion of the funding, amounting to R10 million, was allocated to public activations of South Africa in the cities of Mexico City, Atlanta, and Monterrey. These funds covered the conceptualization, design, construction, and operation of international exhibition venues, including branding, stage design, audiovisual production, venue setup, decorations, technical equipment, logistics, and subsequent infrastructure dismantling.
These activations took place over several days and weeks in different locations. They served as platforms for South African musicians and performers, chefs showcasing local cuisine, and exhibitors selling local art, craft, and cultural products. The department emphasized that these activations were a central part of its cultural diplomacy and national branding program, aimed at promoting South Africa as a destination for tourism and investment.
Expenditures on official travel and delegations totaled R7,865,134.97. This sum covered international and domestic flights, accommodation, ground transportation, daily allowances, travel insurance, and other operational costs associated with the department's program in the host cities. The official delegation included the minister, authorized executive staff, the CEO, departmental officials overseeing the management and implementation of the program, as well as staff responsible for logistics, communications, protocol, and operational coordination.
Travel expenses also included approved South African artists and cultural representatives participating in the cultural diplomacy and national branding program. Furthermore, an additional R6,706,925 was spent on the 'South Africa 2010 Legends' exhibition match and related heritage events. These funds covered the participation of former South African footballers in approved exhibition matches, as well as operational needs related to the football diplomacy and heritage program.
Hospitality suites in Atlanta and Monterrey cost taxpayers R3,361,845.18. According to the department, these facilities were used as official platforms for meetings between government representatives, sponsors, investors, strategic partners, international colleagues, football stakeholders, and invited guests. The purpose of these suites was to facilitate meetings, business networking, investment promotion, and the showcasing of South Africa's sporting, cultural, and tourism offerings.
An additional R3,011,465 was spent on 294 tickets for three matches attended by participants in Mexico City, Atlanta, and Monterrey. The tickets included Category 1, Category 2, and Category 3 seats, which had different prices within the FIFA ticketing system.
The program was financed through approved departmental allocations for the development of sport, arts and culture, heritage, international relations, strategic partnership, and executive support. Private sponsors separately provided participation for 'Lucky Fans', journalists, podcasters, influencers, and other fan mobilization events, which helped reduce the burden on the state.
Artists and cultural representatives were selected based on the requirements of the cultural program, including their significance to the host city's audience, ability to present a compelling South African offering, availability, and compliance with technical, visa, and transport requirements. Journalists, podcasters, influencers, and content creators were considered as a separate media group and selected based on audience reach, credibility, and the ability to create real-time content about football and lifestyle. 'Lucky Fans' were selected separately through a public video competition and evaluation process.
The department explained that it intentionally separated reporting among officials, artists, media participants, sponsored fans, and implementing partner personnel to avoid a distorted view of how the program was funded and executed. Expected outcomes of the program included international media coverage, tourism inquiries, stakeholder introductions, cultural exchange, audience attendance, digital engagement, and meetings with football federations, sponsors, embassies, and potential investors. The department clarified that projected media coverage would not be counted as a return of funds to the treasury.
Instead, it would be assessed whether the program managed to ensure sustainable coverage, valuable business contacts, interest in tourism, formal partnerships, and subsequent opportunities. Partnerships were established or strengthened with Brand South Africa, Coca-Cola, HONOR, Betway, Cell C, Old School, The Sports Trust, the South African Football Association, and South African diplomatic missions. These organizations assisted with fan travel, media participation, fan park experience, communications, and program execution.
The department also noted that expenditures remain under the control of the Public Finance Management Act, Treasury regulations, National Treasury cost containment measures, and its own financial and procurement policies. Safeguard measures included prior budget approval, separate accounting of public and private expenditures, account verification, tracking of tickets and hospitality suites, and reconciliation of travel, accommodation, and program expenses. A consolidated report after the tournament will only be published after reconciling all accounts, travel claims, sponsor contributions, and implementing partner invoices. The department preferred to publish a report that withstands audit rather than presenting figures that might require correction.
The financial behavior of the young Generation Z in South Africa shows significant diversity, despite the perception of this group as a monolith. These young individuals enter the credit market with varied habits and under different pressures.
Differences in financial behavior are highly significant, as noted in the Sanlam Credit Confidence Index for 2026. This index is based on an analysis of the credit behavior of 1.1 million users of the Sanlam Credit Solutions platform and illustrates how South Africans manage their credit.
A comparison of Gen Z user profiles from early 2025 to April 2026 revealed a 37% decrease in high-risk individuals, which was the sharpest decline across all generations on the platform. While progress is observed among younger users, they are also facing financial pressure earlier than previous generations.
Financial behavior manifests differently depending on 'financial personality models.' Among young South Africans entering the credit market, three main models stand out.
Approximately three months after starting work, the 'Ready Protector' chooses not a credit card as their first credit product. Like many new credit service users in South Africa, they begin with a clothing purchase account, managing it carefully. They make small, planned purchases, always pay bills on time, and use this account to build credit history rather than increase spending.
This type regularly checks their credit report to know what information it contains but does not do so frequently enough to cause stress. Discipline is the 'Ready Protector's' strength and is reflected in their approach to credit. The index confirms this: the number of Gen Z user logins increased from 5.65% to 8.53% during this period, with credit report guidance being one of the most frequent reasons for young users interacting with the system.
Most of the 'Spontaneous Buyer's' credit is related to placing orders within applications. This could be buying a pair of sneakers spread over three payments, or a spontaneous purchase that seems manageable due to the small size of monthly installments. Buy Now, Pay Later options are rapidly gaining popularity in South Africa, attracting youth due to their speed, convenience, and flexibility.
However, this very flexibility carries risk. The 'Spontaneous Buyer' does not always realize how the accumulation of several small obligations can grow. Three or four small installment plans running simultaneously can quickly cease to seem insignificant. Since they are not always perceived as traditional debt, they are easily overlooked. Therefore, a crucial skill for the 'Spontaneous Buyer' is consolidating disparate obligations into one clear overview, highlighting the importance of actively checking and understanding one's credit profile.
This model earns a stable salary, but their resources are distributed not only for personal needs. They help parents, contribute to a younger sibling's education, and intervene in family emergencies. The instinct to help is the 'Generous Steward's' strength, upon which their family can rely. Nevertheless, the Sanlam Credit Confidence Index for 2026 also points to the need to set boundaries for self-sacrifice.
'Generous Stewards' often prioritize the interests of others over their own financial needs. It is very common for young workers to carry the expectations of their families, which is a serious factor contributing to some members of this generation experiencing financial stress earlier. The Sanlam Index for 2026 also demonstrates what recovery can look like with structured support. Among users who sought debt counseling before January 2025, the proportion of very low-risk users increased by 18.5%, while the high-risk classification decreased by 32.73%. Choosing to protect their own financial well-being is not selfishness for the 'Generous Steward'; it can allow them to continue supporting those who depend on them.
The true distinction between financial personality models is determined less by income level and more by behavior. With access to more complete information, they can develop healthier credit habits and cope with financial pressure.
The Sanlam Index for 2026 suggests that some young users are beginning to view credit not just as a means for short-term spending, but also as a tool for achieving long-term goals. The growth in demand for mortgages among Gen Z on the Sanlam Credit Solutions platform reached 41.2%, indicating that this generation is starting to focus on building long-term capital. The goal of the Index is to help a 23-year-old understand what affects their credit score, how much a loan actually costs them, and how they can build a stronger foundation for their future. Understanding how a person manages money is the first step toward achieving credit confidence.
