processesing business.  And, I get excited about 
the opportunity to expand our transaction base with 
our mobile banking, bill payment and mobile operator
solutions.
The real value of our company is in our transaction 
processing. Because of the low incremental cost of 
connecting to a new customer, anytime we sign a new
contract most of the incremental revenue will now be
flowing to our bottom line. The infrastructure is in place
to leverage additional growth and bring us closer to
being EBITDA and cash flow positive in the near term.
What role will strategic alliances play in extending 
your reach into new markets?
Alliances are an important part of our strategic direc-
tion. Recently, we announced several partnerships that
help us expand sales channels and distribution of our
products and services. Our partners were looking for
wireless transaction solutions to complement their own
offerings, and they selected Euronet’s products, proving
that our solutions are rock solid.
Gemplus, the world’s number one provider of smart
card-based solutions, chose us as their global partner to
provide electronic recharge solutions to mobile opera-
tors. W e also have agreements with Sila Communications
to help us market our suite of mobile banking solutions
throughout Europe, the Middle East and Asia Pacific
and with Aether Systems which is offering our mobile
banking solutions in the United States.
Why did you change your corporate name to Euronet 
Worldwide last year?
W e became Euronet Worldwide to more
accurately reflect the company’s grow-
ing presence in the global marketplace.
W e are no longer focused solely on
Europe, and today, deliver comprehen-
sive solutions to more than 200 
customers in over 60 countries. 
What was your biggest 
challenge in 2000?
I think it was restructuring our software business late in
the year. When Euronet purchased Arkansas Systems,
Inc. over two years ago, the division was expected to
4
achieve high growth. As banks began moving to out-
sourcing rather than purchasing software to manage
their transactions, we realized that this high growth
would not materialize. W e’ve basically downsized to
reduce expenses to better correspond to revenue expec-
tations, so we
expect this division
to be an EBITDA
contributor from
this point forward.
The trend towards
outsourcing nega-
tively impacted our
software business,
but positively ben-
efits our network
services division.
It’s important to
point out that our
software is an asset
to our business of
selling transactions. For example, our software 
sales doubled in the Asia Pacific region over 1999.
Relationships with large financial institutions like
W estpac Banking Corporation have cemented our 
position in Asia Pacific as a leading supplier of 
transaction processing solutions.
Why is ATM outsourcing important?
Increasingly, financial institutions are choosing to 
outsource their ATM operations to free up resources 
and concentrate on their core banking
business. Some analysts predict that
outsourcing by the European banking
and finance sector will total $91 bil-
lion by 2003. W e are expanding our
outsourcing business with wireless
and Internet banking services.
Our outsourcing business is thriving.
Currently we provide ATM outsourc-
ing for some of the biggest banks in
the world – banks like Citibank, ABN
AMRO, Deutsche Bank, Millennium
and Raiffeisenbank – as they expand into emerging
markets. W e have contracts with Citibank in five coun-
tries, most recently in Greece and the Czech Republic.
USA
31%
Central Europe
25%
Central & South
America
16%
Asia
12%
M. East 
& Africa
9%
W.
Europe
7%
Customers by Region