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. 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. We 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. We became Euronet Worldwide to more accurately reflect the company’s grow- ing presence in the global marketplace. We are no longer focused solely on Europe, and today, deliver comprehen- sive solutions to more than 200  customers in over 60 countries.  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 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. We’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 Westpac Banking Corporation have cemented our  position in Asia Pacific as a leading supplier of  transaction processing solutions. 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. We 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. We have contracts with Citibank in five coun- tries, most recently in Greece and the Czech Republic. What role will strategic alliances play in extending  your reach into new markets? What was your biggest  challenge in 2000? Why is ATM outsourcing important? 4 USA 31% Central Europe 25% Central & South America 16% Asia 12% M. East  & Africa 9% W. Europe 7% Customers by Region Why did you change your corporate name to Euronet  Worldwide last year?