Jumia Technologies AG · NYSE:JMIA
Jumia Technologies — Investor Presentation (March 2026)
48 slides from Jumia Technologies's investor presentation, March 2026
Slide 1: Investor Presentation
Investor Presentation March 2026
Slide 2: Disclaimer
Disclaimer IMPORTANT NOTICE The information set forth herein does not purport to be complete or to contain all of the information a prospective investor may require. The forward-looking statements contained in this presentation are made as of the date hereof. Except as required by law, we undertake
Slide 3: Our Mission
Our Mission Make E-commerce in Africa simple, affordable, and accessible 2
Slide 4: Africa's Digital Commerce Coming of Age
01 Africa’s Digital Commerce Coming of Age
Slide 5: Africa Is the Last Major Untapped E-Commerce Frontier
Africa Is the Last Major Untapped E-Commerce Frontier Africa Today E-Commerce Market1 Penetration Retail E-commerce sales as % of retail sales 29% North 24% America 11% $40bn 28% ~1.5 Asia 9% CAGR 2025-29E Pacific 21% 5% 17% Western Billion People $28bn Europe 15% 6% 14% Latam 10% $12bn 2% 3% Struct
Slide 6: Macro Tailwinds and Multi-Year E-Commerce Adoption Runway
Macro Tailwinds and Multi-Year E-Commerce Adoption Runway Why Now? – Growing Demand and Strong Macro Tailwinds Why Will it Stick? – Structural Enablers bn 2.5 +60% Africa Merchant Digitization & SME Enablement 2.0 Africa is set to experience the 1.5 +15% India fastest population growth, More SMEs se
Slide 7: Entering a Favourable Cycle. Marketplace Flywheel Supporting Supply Unlock
Entering a Favourable Cycle. Marketplace Flywheel Supporting Supply Unlock and Momentum Building Growing Consumer Demand Brands & Suppliers Engagement More categories shifting online, shifting consumer habits and repeat frequency Bran China sourcing scaling up, d ds multinationals targeting Africa a
Slide 8: Why Now: Proven Model × Improving Cycle × Massive Structural Runway
Why Now: Proven Model × Improving Cycle × Massive Structural Runway Proven Fit-For-Africa Model Cycle Tailwinds Structural Runway ✓ Scalable pan-African platform focused on Value- ✓ FX stabilization & weaker USD supporting ✓ Very low e-commerce penetration: a large for-Money for African Consum
Slide 9: Africa's Only Scaled and Listed E-Commerce Platform
Africa’s Only Scaled and Listed E-Commerce Platform Pan-African Leadership Position Unique Know-How Publicly Listed Present in 9 countries with Market Cap of ~$1.3bn1 Moats in place 13+ years of execution cross-category breadth Note: 1. As of 11 November 2025 8
Slide 10: Turning Africa's Challenges into Moats
Turning Africa’s Challenges into Moats Africa is Complex Here is How We Solved It Limited disposable income Focus on affordability / value-for-money for the lower-middle class Small fragmented markets Lean overheads / localized execution Lack of logistics ecosystem Strong logistics network
Slide 11: Jumia's Journey & Turnaround: From Growth-First Playbook to Disciplined Expansion
02 Jumia’s Journey & Turnaround: From Growth-First Playbook to Disciplined Expansion
Slide 12: Jumia: A Decade of Execution Across Africa
Jumia: A Decade of Execution Across Africa Today Late 2022 – H1 2025 2019 (Post IPO) – Late 2022 2012 – 2019 Apr-2019 Sustainable Growth IPO Business Refocus & Turnaround Growth As Primary Focus Growth Acceleration Foundation, Expansion Sustained acceleration of & Brand Building Strategic Refocus or
Slide 13: What Changed? A "Built to Last" Playbook Tailored for Africa
What Changed? A “Built to Last” Playbook Tailored for Africa Refocus on Rigorous Cost Rebuilding the Right E-Commerce (for PG1) Management Value Proposition ✓ Shut down unprofitable verticals ✓ Gross Margin: Disciplined promotions ✓ A Supply: Deeper supply & availability (e.g. food delivery, classif
Slide 14: The Right Value Proposition for Africa's Lower-Middle Class
IIIA The Right Value Proposition for Africa’s Lower-Middle Class Our Target Customers Represent the Our Target Customers’ Majority of Africa’s Population Characteristics Households with Limited Discretionary Income <$420 / Month Lower-Middle Class Nigeria 99% Egypt 86% Living in Both Capital & Secon
Slide 15: The Right Value Proposition for Africa's Lower-Middle Class
IIIA The Right Value Proposition for Africa’s Lower-Middle Class Four Proof Points of Value Proposition Fit We Serve Customers Beyond Capital Cities1 Increased Access to International Suppliers1 60.8% 6.1m 44.2% Our customers are value- 1.6m driven and often outside major cities Q3-22 Q4-25 Q3-23 Q4
Slide 16: Discipline at Work: Better Unit Economics, Lower Cash Burn
Discipline at Work: Better Unit Economics, Lower Cash Burn Units 2022 2023 2024 2025 Δ 22 vs 25 Take Rate % 12.7% 14.3% 13.8% 12.4% -25 bps Gross Profit per Order1 $ 5.4 6.2 5.5 4.5 (0.9) Per Order Tighter Operations, Fulfillment Expense per Order1 $ 3.5 2.6 2.3 2.0 (1.5) Richer Assortment, Smarter
Slide 17: Growth Is Back: Broad-Based Reacceleration Across Core Markets
Growth Is Back: Broad-Based Reacceleration Across Core Markets Ivory Coast Nigeria Kenya Egypt1 Ghana Other Markets3 Growth Momentum Continues Across All Markets2 +157% +110% +124% +50% +39%+43% +44% +38%+48% +65% +31% +31% +22% +20% +18%+18% Strong year-over-year increase, GMV3 +11% +7% +8% +4% +2%
Slide 18: The Sole Pan-African E-commerce & Tech Platform
03 The Sole Pan-African E-commerce & Tech Platform
Slide 19: One Platform Connecting Sellers & Customers Across Africa
One Platform Connecting Sellers & Customers Across Africa Marketplace Enabling Bridging Enabling E-commerce E-commerce Delivery The Supply & Demand Gap Cashless Payments Access to large Expanded product Local currencies Warehousing facilities consumer base variety supported & PUDO1 stations Localize
Slide 20: All Enabled by Proprietary Tech
Operations Tailored for Africa’s Realities 1 Offering & Supply 2 Marketing 3 Logistics 4 Payments Focus on Affordability, End-To-End (Online & Offline) Fix the Distribution Gap & Flexible Payments Availability & Value for Money Efficient Marketing Delivery Reliability at Low Cost to Increase Convers
Slide 21: We Are Creating Africa's Supply Engine
1 We Are Creating Africa’s Supply Engine – Combining Global Reach & Local Depth Deep Partnerships with ~19k International Merchants Why it Matters? Global Brands Cross-Border China Sellers Entry Prices Focused on Fashion, Assortment Depth Priority Access / Co-Marketing Opportunity Home & Electroni
Slide 22: China Supply Unlocks Choice, Price & Growth
1 China Supply Unlocks Choice, Price & Growth China Supply Flywheel in Motion Why It Matters? Enhanced Value Proposition for Consumers Broader assortment, products availability, lower price Margin & Monetization Uplift AOV2 drifting slightly down while take rates rise Shoes - $3 Hair Clipper - $
Slide 23: Local Merchants Unlock Relevance, Reach & Loyalty
1 Local Merchants Unlock Relevance, Reach & Loyalty How Jumia Empowers Local Merchants Monthly Local Active Sellers1 Reach & Scale Instant access to a national and pan-African customer base +9.9k 34.7k 33.1k Training & Support Structured onboarding, seller hub e-learning, seller support 26.3k 26
Slide 24: Our Fit-For-Africa Marketplace Assortment
1 Our Fit-For-Africa Marketplace Assortment TV - $63 Electric Mixer - $5 Wireless Mouse - $7 Blender - $16 Fan - $12 Men’s Sneakers - $7 Wide assortment tailored to local demand Note: USD amounts converted at spot FX rate as of 06-Nov-25 23
Slide 25: Marketing Channels Driving Growth – Online & Offline Coverage
2 Marketing Channels Driving Growth – Online & Offline Coverage Online Offline Enhanced Customer Experience Hyper Localized Acquisition Channels • Direct • JForce: ~10% of Owned Field & Retail Activation gross orders1 • CRM • Pick-up station • Free channels, SEO • Branding Organic & Paid Mass Media
Slide 26: How Jumia's Network Delivers Affordably at Scale
3 How Jumia’s Network Delivers Affordably at Scale We Harness We Optimize Delivery Proprietary Tools Embedded Supported by Efficient Local Entrepreneurs for Affordability Within our Network Warehouse Facilities ▪ Asset-light ecosystem of ▪ Focus on affordable/cheap ▪ Seamless integration with Jumia
Slide 27: A Unified Tech Platform
A Unified Tech Platform Technology Platform Seller Centered Tools Customer Centered Tools Operations & Finance Tools Multiple Payment Logistics Partner Seller Center Finance Tools Options Management Pricing Automation App & Website Hub Management Driver App Compliance and Risk Warehouse and Catalogu
Slide 28: Jumia's Formula for Winning in Africa
04 Jumia’s Formula for Winning in Africa
Slide 29: We Win vs Local Players with Scale, Tech, Density & CX
We Win vs Local Players with Scale, Tech, Density & CX Advanced Tech Stack Suppliers & Commercial Infrastructure Scaling faster across markets at lower unit cost Reliable assortment, proven processes, China team 1 2 4 Strong brand, easy returns, transparent tracking, and responsive 3 Purpose-built c
Slide 30: We Are Better Positioned to Outperform Global Entrants
We Are Better Positioned to Outperform Global Entrants with Fit-For-Africa Model & Trust – Illustrative Example Assortment Locally Relevant Assortment, Cross-border Small-parcel Focus, Exhaustivity of Product Range Direct China Sourcing Built Over Time Constrained by De Minimis Thresholds Narrow Geo
Slide 31: One of the Most Recognized & Trusted E-Commerce Platforms
One of the Most Recognized & Trusted E-Commerce Platforms – Illustrative Example in Nigeria Vs Nigeria 1 47% Top of Mind1 26% 2 1 Brand 97% Awareness 89% 2 Most Often 1 39% 20% 3 Used Brand “Jumia Proof Market” Repurchase 1 50% 30% 3 within 6 Months Jumia leads in awareness, usage, and recommendatio
Slide 32: Country-Level Lens
O05 Country-Level Lens JUMIAS
Slide 33: Scale & Penetration
Scale & Penetration Logistic Network Coverage Penetration Economic Relevance Population Covered1 # of Orders3 /1k Population4 GMV3 vs GDP5 0.20% ~65% 135 ~60% ~45% ~40% ~30% 57 0.07% 52 0.07% Jumia 0.06% Markets 37 0.05% 36 23 0.02% 0.03% 15 n.a. Other 2 Other 2 Other 2 Markets Markets Markets CI NG
Slide 34: Growth Heatmap
Growth Heatmap Quarterly Active Customer Orders GMV YoY Growth1 YoY Growth1 YoY Growth1 124% 82% 65% 50% 48% 50% 38% 32% 31% 33% 32% 38% Jumia 18% 26% 23% > 30% Markets excl. corp. 16% 15% 16% 13% sales 9% +2% Other Markets Other Other Other 2 2 2 Markets Markets Markets CI NG KE EG GH CI NG KE EG G
Slide 35: Operational Efficiency KPIs by Market
Operational Efficiency KPIs by Market Take Rate Fulfillment Expense / Order1 Marketing Expense / Order1 $2.0 $0.9 Jumia Markets 12.2% Other 2 Other 2 Other 2 Markets Markets Markets CI NG KE EG GH CI NG KE EG GH CI NG KE EG GH Countries where Jumia is Best-in-class Clear and measurable objective for
Slide 36: Strategy for Next-Phase of Growth & Financial Outlook
06 Strategy for Next-Phase of Growth & Financial Outlook
Slide 37: Jumia is Well-Positioned to Capture the Next Phase of Growth
Jumia is Well-Positioned to Capture the Next Phase of Growth Massively Underpenetrated Markets Structural Headroom for Growth Positions Jumia to Capture a Fit-for-Africa Value Proposition Built Around Larger Share of the Total Key Customer Needs + Proven Playbook Addressable Market Unique Positionin
Slide 38: Our Financial Objectives
Our Financial Objectives GMV Take Rate Adjusted Cash Target Expansion EBITDA Margin1 Burn? ~$2.5-3.0bn +2-2.5pp. +20% Self-Funded Improvement Growth Plan by 2030E by 2030E by 2030E ✓ Assortment + Availability: ✓ Increase marketplace ✓ Scale, operating-leverage ✓ FCF positive from 2027 scale China so
Slide 39: Committed to Driving >20% GMV CAGR Over the Next 5 Years
Committed to Driving >20% GMV CAGR Over the Next 5 Years Optionality Conversion 6 New-countries Improvements 3P Logistics 4 5 Services S&A Re-acceleration $2.5-3.0bn Guidance Enhanced 3 Coverage Value Proposition 2 Enhancement 1 Current Plan ~$0.8bn GMV GMV 2025E 2030E Clear strategic execution in m
Slide 40: Significant Opportunity Within Our Current Markets
Significant Opportunity Within Our Current Markets Annual Active Customers1 ~900k ~1,860k ~1,000k ~480k Population 32m 233m 56m 34m 100% 100% 100% 100% Significant Opportunity ~60% ~45% ~40% ~30% Current Coverage2 Ivory Coast Nigeria Kenya Ghana Our Countries are still massively underpenetrated prov
Slide 41: From Scale to Profit
From Scale to Profit Decreasing Fulfillment Expense Continuous Efficient Marketing Scale effects on logistics costs Result-Driven Spend Spare capacity in warehouses; Improving productivity Channel-Mix Optimization Fulfillment Expense per Order on a Sustained Better tech optimization across sup
Slide 42: Lean Core – Automated Scale
Lean Core – Automated Scale Lean G&A and Tech Efficiency Lean G&A AI for Tech Efficiency Security & Cybersecurity Maintain Lean & Scalable Structure SOC Automated Threat Detection & Security Response Software Development AI Lean Fixed Cost Base; Assistant Coding and Code Review Automation Structural
Slide 43: Concrete Execution Drivers to >20% Adjusted EBITDA Margin
Concrete Execution Drivers to >20% Adjusted EBITDA Margin Gross Margin / Take Fulfillment Marketing Efficiency / Fixed Costs Scale / Operational Rate Expansion Expense Savings Repeat Buyers Savings Leverage Path to Stable Profitability 2025 2030E GMV ~$819m ~$2.5-3.0bn Take Rate ~12.4% ~14.0-15.0% R
Slide 44: A New Stage of Operating Leverage
A New Stage of Operating Leverage $mn Q4 2024 Q4 2025 Growth YoY Operational improvements GMV 206.1 279.5 • Fulfillment productivity gains and economies of Gross Profit as % of GMV 11.6% 12.2% +60bps scale • Increased marketplace monetization Gross Profit 23.9 34.2 and revenue from Ad services Fulfi
Slide 45: Tenured Management Team
Tenured Management Team Francis Dufay Antoine Maillet-Mezeray Hisham El Gabry Ignatius Njoku Chief Executive Officer EVP Finance & Operations Chief Commercial Officer VP Group Head of Investor Relations Temidayo Ojo Renaud Glenisson Vinod Goel Marcelle Siayojie CEO Jumia Nigeria Regional CEO – West
Slide 46: Appendix
Appendix
Slide 47: Metrics Definition
STRICTLY PRIVATE & CONFIDENTIAL “Gross Merchandise Value”, or “GMV”, corresponds to the total value of orders for products and services including shipping fees, value-added tax, STRICTLY PRIVATE & CONFIDENTIAL and before deductions of any discounts or vouchers, irrespective of cancellations or retur
Slide 48: Non-IFRS Reconciliation
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL For the Twelve Months Ended USD millions As a % of Revenues December 31, 2025 Loss for the Period (61.5) (33%) Income Tax Benefit / 1.4 1% (Expense) Non-IFRS Net Finance Costs / (Income) (3.1) (2%) Reconciliation Depreciation and Amorti
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