Our vision for EOS.
Where will EOS be ten years from now? The Group’s Board of Directors sets a clear course: New technologies, more investments and entrepreneurial spirit will ensure the future success of EOS.
Having a strategy is the main thing. That was the creed of many enterprises for decades. But the times when companies could work through ten-year plans item by item are long gone. Digitisation is changing the world way too quickly. Nevertheless, companies still need a goal they can work towards. Klaus Engberding is well aware of this. In recent months, the CEO of the EOS Group has worked with his four colleagues on the Board of Directors to develop a vision for the future of EOS: ‘We are a globally connected financial investor driven by technology and entrepreneurial spirit.’
‘The first question to answer was what constitutes the core of our business and what areas of growth can we occupy with the help of our digital technologies’, explains Mr Engberding. ‘In the past we were an analogue debt collection company. But new developments such as advanced analytics open up completely new opportunities for assessing receivables and portfolios and managing the way we process them.’
The Center of Analytics is a good example. ‘The self-learning platform we are developing can analyse large volumes of data very quickly to ascertain the most expedient next step in processing receivables. We call this the “best next action”’, explains Justus Hecking-Veltman, Member of the EOS Group’s Board of Directors and Chief Financial Officer. ‘Among other things, the platform represents the analytical basis for the “Best Next Inkasso” debt collection system which we are developing in Germany. With the aid of advanced analytics we will know in the future how and when we can best contact slow-payers to quickly find satisfactory solutions for all concerned’, says Andreas Kropp, Member of the EOS Group’s Board of Directors and responsible for the German market.
Digital technology will considerably improve the valuation of portfolios offered for sale. ‘This means that we can do more than just provide outstanding results for our clients. By coordinating and customising collection procedures for every late payer, we are opening up new pathways for them to achieve a debt-free life. We are therefore approaching our purpose “For a debt-free world”’, explains CEO Mr Engberding.
In the future we will further intensify our activities as a globally networked investor. We intend to grow primarily in the secured business. Justus Hecking-Veltman, Member of the EOS Group’s Board of Directors and Chief Financial Officer
Investments in all asset classes.
EOS sees a great deal of potential in debt purchases. ‘In the future we will further intensify our activities as a globally networked investor. We intend to grow primarily in the secured business’, says Mr Hecking-Veltman. The EOS Group already has plenty of experience in this field. ‘In the last two years we purchased a large number of secured portfolios in Eastern Europe. We want to increase the present level further in future’, explains Marwin Ramcke, Member of the EOS Group’s Board of Directors and responsible for the Eastern European region.
Until now EOS has concentrated on unsecured transactions in the Western European market. But here too the Group is focusing more on secured portfolios. ‘From now on, we also aim to purchase carefully chosen secured receivables packages in Spain as we currently do in France. In future we can see ourselves purchasing portfolios in countries where we are not represented by our own company. We have already implemented this successfully in Portugal by working with a partner’, says Dr Andreas Witzig, Member of the EOS Group’s Board of Directors and responsible for the Western European region.
We are a globally connected financial investor driven by technology and entrepreneurial spirit. CEO Klaus Engberding
EOS will invest in further asset classes in future. For example, EOS has been acquiring property portfolios for some time. ‘Lastly, as a result of the acquisition of secured portfolios, we have ample experience in the valuation and sale of real estate’, says Mr Engberding. ‘Until now, we have acquired mostly defaulted receivables. For the future I can certainly envisage purchasing assets in danger of default and regularly serviced receivables. In all these changes I am relying on the entrepreneurial spirit of our employees. With the courage to change and trust in our strengths, we can work together to transform our vision into reality. This is how we will secure the success of the Group over the long term’, says the CEO.