Our business strategy

We have a clear strategy that we believe will ensure that IPF continues to grow its profits and generate substantial shareholder value. Our strategy is simple: we intend to continue to improve the efficiency and effectiveness of our home credit business model and progressively enter and develop new emerging markets when the time is right. 

Our strategy

Established markets 
To optimise the profitability of our established markets in Poland, the Czech Republic, Slovakia and Hungary. 

Developing markets
Bring our developing Mexican and Romanian operations into profit, in 2009 and 2010 respectively, and optimise their long-term performance. 

New markets

Taking our business model to new, emerging markets remains a key element of our strategy and we will look to enter new markets when conditions are right. We do not plan to commence pilot operations in any new countries this year, but during 2010 we will progress our research on potential new markets with a view to possibly commencing a new market in 2011.

Manage our balance sheet
To manage our balance sheet effectively so that we are well financed to achieve our strategic objectives and efficiently use shareholders' funds. 

Each of our four strategic priorities is carefully monitored and our progress in meeting our long-term goals is measured against a wide range of Key Performance Indicators ('KPIs'). Performance of every business unit is reviewed formally each month. This process is supported by a detailed KPI pack which measures financial results, trends and performance compared to expectations against more than 100 measures. 

Standing alongside these we have an ongoing task to develop the people within the business as well as its governance, systems and processes to support a fast-growing international business that will become many times larger than it is today. We have clear actions to ensure this task is successfully achieved.