Are Superapps the way to winning share in the digital economy?

Summary

Superapps have become a defining battleground in Asia's digital economy, as platforms like Grab, GoTo and Sea Limited race to expand beyond a single service into sprawling ecosystems spanning mobility, e-commerce, payments and entertainment. Telecom operators, banks and large conglomerates are watching closely, weighing whether building or partnering into a superapp model fits their own digital engagement strategy.

Drawing on an investment analyst's perspective from DBS, this session examines what is actually happening across ASEAN and India's digital economy and whether the superapp playbook that worked in China can realistically be replicated in more fragmented, competitive markets. It distinguishes between superapps and orchestrators, a distinction often blurred in industry conversation, and looks at how successful platforms typically sequence their expansion from one strong vertical into adjacent services.

For telcos specifically, superapp ambitions raise a sharper question: whether they make sense as a standalone revenue play or as a customer experience and retention strategy built on existing assets like subscriber bases, consumer data and balance sheet strength.

• Market forces behind superapp success in China versus ASEAN and India
• The difference between an orchestrator and a true superapp
• Where a financial services play alone falls short as a superapp strategy

Is building a superapp the right way for telcos, banks and conglomerates to win share in the digital economy?