Presentation of The Western Union Company

2008 Investor’s Meeting

June 20, 2008

Exhibit 99.2

Gary Kohn

Vice President Investor Relations

Safe Harbor

This presentation contains certain statements that are forward-looking within the meaning of the Private Securities Litigation Reform

Act of 1995. These statements are not guarantees of future performance and involve certain risks, uncertainties and assumptions

that are difficult to predict. Actual outcomes and results may differ materially from those expressed in, or implied by, our forward-

looking statements. Words such as “expects,”

“intends,”

“anticipates,”

“believes,”

“estimates,”

“guides,”

“provides guidance”

and

other

similar

expressions

future

conditional

verbs

such

“will,”

“should,”

“would”

and

“could”

are

intended

identify

such

forward-looking

statements.

Readers

this

presentation

The

Western

Union

Company

(the

“Company,”

“Western

Union,”

“we,”

“our”

or “us”) should not rely solely on the forward-looking statements and should consider all uncertainties and risks discussed

under “Risk Factors”

included within the Annual Report on Form 10-K for the year ended December 31, 2007. The statements are

only

the

date

they

are

made,

and

the

Company

undertakes

obligation

update

any

forward-looking statement.

Possible events or factors that could cause results or performance to differ materially from those expressed in our forward-looking

statements include the following: changes in general economic conditions and economic conditions in the geographic regions and

industries in which we operate; changes in immigration laws, patterns and other factors related to immigrants; technological

changes, particularly with respect to e-commerce; the failure by us, our agents or subagents to comply with our business and

technology standards and contract requirements or applicable laws and regulations, especially laws designed to prevent money

laundering and terrorist financing; our ability to attract and retain qualified key employees and to successfully manage our workforce;

changes in foreign exchange rates, including the impact of the regulation of foreign exchange spreads on money transfers; adverse

movements and volatility in debt and equity capital markets; political conditions and related actions by the United States and abroad

which may adversely affect our businesses and economic conditions as a whole; failure to maintain sufficient amount or types of

regulatory capital to meet the changing requirements of our various regulators worldwide; continued growth in the money transfer

market and other markets in which we operate at rates approximating recent levels; implementation of agent contracts according to

schedule; our ability to maintain our agent network and biller relationships under terms consistent or improved with those currently in

place; interruptions of United States government relations with countries in which we have or are implementing material agent

contracts;

deterioration

consumers’

and

clients’

confidence

our

business,

money

transfer

providers

generally;

successfully

managing credit and fraud risks presented by our agents and consumers; adverse rating actions by credit rating agencies; liabilities

and unanticipated developments resulting from litigation and regulatory investigations and similar matters, including costs, expenses,

settlements and judgments; changes in United States or foreign laws, rules and regulations including the Internal Revenue Code,

and governmental or judicial interpretations thereof; our ability to favorably resolve tax matters with the Internal Revenue Service and

other

tax

jurisdictions;

changes

industry

standards

affecting

our

business;

changes

accounting

standards,

rules

and

interpretations; competing effectively in the money transfer industry with respect to global and niche or corridor money transfer

providers, banks and other nonbank money transfer services providers, including telecommunications providers, card associations

and card-based payments providers; our ability to grow our core businesses; our ability to develop and introduce new products,

services and enhancements, and gain market acceptance of such products; our ability to protect our brands and our other

intellectual

property

rights;

successfully

managing

the

potential

both

for

patent

protection

and

patent

liability

the

context

rapidly developing legal framework for intellectual property protection; any material breach of security of or interruptions in any of our

systems; mergers, acquisitions and integration of acquired businesses and technologies into our company and the realization of

anticipated synergies from these acquisitions; adverse consequences from our spin-off from First Data Corporation, including

resolution of certain ongoing matters; decisions to downsize, sell or close units, or to transition operating activities from one location

to another or to third parties, particularly transitions from the United States to other countries; decisions to change the business mix;

cessation of various services provided to us by third-party vendors; catastrophic events; and management’s ability to identify and

manage these and other risks.

Introduction –

Executive Committee

Introduction –

Executive Committee

Gail Galuppo

EVP and Chief Marketing Officer

Robin Heller

EVP, Operations and IT

Hikmet

Ersek

EVP and Managing Director, Europe/Middle

East/Africa/South Asia

Royal Cole

EVP and General Manager, Payment Services

Guy Battista

EVP and President, Western Union Financial

Services

David Barnes

EVP, Strategic Development and Mergers and

Acquisitions

Liz Alicea-Velez

EVP, Latin

America/Caribbean

Christina Gold

President and Chief Executive Officer

Scott Scheirman

EVP and Chief Financial Officer

Grover Wray

EVP, Human Resources

David Schlapbach

EVP, General Counsel and Secretary

Anne McCarthy

EVP, Corporate Affairs

Ian Marsh

EVP and Managing Director, Asia Pacific

Regional Vice Presidents

•

Patricia Riingen

Philippines & Indo China

•

Andrew Ong

North Asia

•

Anil Kapur

South Asia

•

Odilon

Almeida

South America

•

J.C. Farah

Middle East, Pakistan & Afghanistan

Christina Gold

President & CEO

Accomplishments

•

Successful spin-off from First Data

•

Solid financial results in light of difficult U.S. market

•

Strides on innovation

•

Cost structure improvement

Accomplishments

•

Stabilized domestic C2C business

•

Future growth in U.S. from

–

Investing in brand awareness

–

Customer acquisition

–

Gold Card

–

Vigo domestic and mobile money transfers

–

westernunion.com

•

Outpacing market in Mexico

–

Positive revenue growth in 2008

Worldwide Opportunity

Existing worldwide

boundaries are

clearly fading,

creating greater

economic

opportunities

Leading the Global Money

Transfer Marketplace

Leading the Global Money

Transfer Marketplace

•

345,000 agent locations

•

Well-known brand

•

Globally diverse revenue stream

•

Scalable infrastructure

•

Industry-leading compliance capabilities

•

Solid financial position

Long-term EPS growth

objective: 15%-18%

Improve profitability

by leveraging scale,

reducing costs

and effectively

utilizing capital

Western Union Strategy

4 key pillars for long-term growth

Accelerate profitable

growth in the

global cash money

transfer business

Expand

and globalize the C2B

payments business

Innovate new products

and services for our

target customers

Western Union Strategy

•

2008 remittance market

estimated at $400 billion

and continues to grow 8%*

•

Our remitted principal

consistently growing

at 20%

•

Need for cash transfer

•

Well positioned to attract

and retain customers

Accelerate profitable

growth in the

global cash money

transfer business

*Source: Aite

Western Union Strategy

•

Global migration trends are becoming more diverse

•

Complex regulatory environment

•

Customers’

needs are expanding

•

Growing our core business means adapting to an

evolving money transfer industry

•

Evolving our distribution network

–

Network growth and maximization

–

Enhancing the customer experience

–

Improving economics of our agent relationships

Western Union Strategy

•

Open non-traditional distribution channels

•

Provide our service to on-line bank customers

Western Union Strategy

•

Expansion of our Vigo Brand

–

Differentiated product offering

–

More competitive to broader range of consumers

–

Build out “send side”

throughout Western Europe

Western Union Strategy

•

Consistent brand messaging

–

Building on the essence of our brand

Western Union Strategy

Western Union Strategy

•

One of the biggest

long-term opportunities

•

Primarily only in two

countries today

•

Goal is to double

Payments revenue

•

Growth to be organic

and from acquisitions

Expand

and globalize the C2B

payments business

•

Real-time, bill payment posting

•

Immediate bill payment through existing on-line

banking platforms

•

Potential to reach new customers

Western Union Strategy

•

Enabling convenient payment options

Western Union Strategy

•

Expansion beyond traditional U.S. core

–

Build on successful Pago Fácil

acquisition

–

Match our resources to needs of consumers and billers

Western Union Strategy

•

Introduce Vigo bill payment offerings

•

Extend Vigo brand to new C2B customer

•

Vigo can sit “side-by-side”

with competitors

Western Union Strategy

Western Union Strategy

•

Dedicated resources to

capture the opportunity

•

Well positioned to

identify industry trends

•

Leading innovation

•

Attract new customers

and sell more to

existing customers

Innovate new products

and services for our

target customers

•

Mobile money transfer

•

Conducting active market tests

Western Union Strategy

•

Micro lending

–

Example: PrimeCredit

in Hong Kong

Western Union Strategy

Western Union Strategy

•

Expand margins and

improve profitability

•

Leverage scale

•

Reduce expenses

Improve profitability

by leveraging scale,

reducing costs

and effectively

utilizing capital

•

Efforts to expand margins

–

Operating center closings and relocations

–

Renegotiating agent commissions

•

Relationship

stability

with

“win/win”

agreements

Western Union Strategy

2002

•

South America was a $200M revenue business

–

Predominantly inbound from the U.S.

–

No meaningful bill payment revenue

Case Study –

South America

Case Study –

South America

2002

•

South America was a $200M revenue business

–

Predominantly inbound from the U.S.

–

No meaningful bill payment revenue

2007

•

Doubled revenue since 2002

Case Study –

South America

Case Study –

South America

Case Study –

South America

Case Study –

South America

•

Inbound revenue from the U.S. grew modestly

•

Inbound revenue from countries other

than the U.S. doubled

–

Location additions

–

Targeted South American marketing campaigns

•

South America outbound

revenue doubled

•

Intra-country money

transfer revenue up 20x

Case Study –

South America

Case Study –

South America

Case Study –

South America

Case Study –

South America

•

Acquisition

Pago

Fácil

made

the bill payment leader in Argentina

–

More than 5,000 locations

countrywide

Case Study –

South America

Case Study –

South America

Today

•

Operating margin improved 500 basis points

•

South America is a diversified $400M inbound,

outbound, intra and bill payment marketplace

•

First quarter 2008 revenue grew 21%

Summary

•

Execution of our growth strategy will result

in business that is…

–

Larger

–

Diversified

–

Profitable

–

Customer focused

Hikmet

Ersek

Executive Vice President

& Managing Director

Europe, Middle East, Africa, South Asia

•

External factors

•

Internal capabilities

•

Growing the business while expanding margins

Opportunities for Growth

Opportunities for Growth

External factors

•

Remittances more stable than private capital flows*

•

Favorable migration patterns and economic trends

•

Cash is needed at both ends of the transaction

*Source: Migration Policy Institute

Opportunities for Growth

Internal factors

•

Monitor 15,000 corridors

•

Global view

•

Most extensive remittance network

Opportunities for Growth

Growing the business while expanding margins

•

Our proven formula for growth

–

Recognizing money transfer corridors

–

Building agent network

–

Invest to raise brand awareness

•

C2C is our fastest-growing business

•

More than half of our total revenue today non-U.S.

originated and grew 23% in 2007

Opportunities for Growth

Growing the business while expanding margins

•

Outbound growth

–

By offering services to individuals who have relocated to

new markets with strengthening economies

•

Russia

Opportunities for Growth

Growing the business while expanding margins

•

Intra growth

•

Alternative distribution

channels

•

westernunion.com

Opportunities for Growth

Growing the business while expanding margins

•

Vigo test in Italy

–

Attracts new customer

–

“Side-by-side”

offering with competitors

•

Expansion plans for Europe

Opportunities for Growth

Growing the business while expanding margins

•

Agent commission rates

–

Lower rates for new agents

–

Renegotiate rates with existing agents

–

“Win / Win”

agreements

Opportunities for Growth

Case Study –

Philippines, India and China (PIC)

•

Represents a $70B market*

•

Approximately 20% of global remittances

•

2002-2007 revenue CAGR of 47%

•

Margins expanded to 24% in 2007 from 2% in 2002

•

85,000 agent locations

•

High brand awareness

*Source: World Bank

Opportunities for Growth

Case Study

•

India has explosive growth potential

–

World’s largest receive market

–

Remittances estimated to be $27B in 2007, nearly doubled

since 2002*

*Source: World Bank

Opportunities for Growth

Case Study

•

Western Union is positioned to be the growth

leader in India

–

More than 50,000 agent locations

–

80% brand awareness

–

50 employees working in 8 offices

–

Innovation potential -

mobile

Opportunities for Growth

India has robust growth potential

•

From 2002-2007, revenue grew at a compound

annual rate of 46%

•

Operating margin widened to 25% in 2007,

up from 11% in 2002

Accelerate profitable

growth in C2C

Aligning Our Resources

•

Western Union brand

•

Extensive network

•

Innovation

•

Expertise

Royal Cole

Executive Vice President & General Manager

Payment Services

C2B –

Payments Business

C2B –

Payments Business

•

Overview

–

Represents $720M revenue (15% of our total revenue)

–

Revenue primarily from U.S. and Argentina

–

Goal is to double C2B revenue in the next 5 years

•

Organic growth

•

Acquisitions

Payments Growth Strategy

1) Expanding Our Product Offerings

–

Using our core assets to meet the evolving consumer and

client demands

2) Active Global Expansion

Payments Growth Strategy

1) Expanding Our Product Offerings

•

Building On Our Strengths

–

6,100 biller relationships

–

Cash and electronic payments

•

Real-time payment posting capabilities

•

Numerous payment options

–

Global brand, distribution network and expertise

Payments Growth Strategy

1) Expanding Our Product Offerings

•

Premium delivery for

immediate payments

•

Payment posting in real time

•

New revenue stream

Payments Growth Strategy

1) Expanding Our Product Offerings

Google

•

Payments to AdSense

publishers

in 10 countries

•

Additional countries and offerings

Global Business Payments

•

Payment options for small business

Payments Growth Strategy

1) Expanding Our Product Offerings

Vigo

•

Cross-sell opportunity by

making bill payment service

available to Vigo customers

•

Will also be available in

competitive locations

Payments Growth Strategy

2) Active Global Expansion

•

Global reach

•

Agent network

•

Operating platform

We have a competitive edge

Payments Growth Strategy

2) Active Global Expansion

Pago Fácil

•

Largest processor of public services

cash payments in Argentina

•

Connects 1,800 billers to more than

8 million users per month

•

More than 5,000 locations

•

Bill payment revenue is 1.5 times C2C

Payments Growth Strategy

Active Global Expansion

•

Brand, network, infrastructure and experience

–

Peru in third quarter

–

Panama to follow

–

Brazil opportunity

–

Pursuing opportunities in Europe, South Asia

and Asia Pacific

Summary

Payments Growth Plan is Ambitious and Realistic

•

Leverage our unique capabilities

•

Expand globally

•

Evolve our products

Expand and globalize C2B

payments business

Gail Galuppo

Executive Vice President &

Chief Marketing Officer

Our Brand is Our Most

Powerful Asset

Our Brand is Our Most

Powerful Asset

A trusted brand for more than 150 years

People around

the world have an

emotional connection to the brand

Our Brand

Affinity

Trust

Knowledge

Our Brand

Western Union is a financial lifeline…

Our Brand

•

Top-of-mind awareness exceeds 80% in

many markets

•

Emotional commitment builds loyalty

•

Customer loyalty drives long-term growth

Our Rich Data is

a Competitive Advantage

Our Rich Data is

a Competitive Advantage

Gold

Card

and

Loyalty

Programs

•

Customers save time and money

•

Efficient customer service

•

Customer satisfaction

•

Valuable database

New Brand Campaign

Coming Q4 2008

Mobile Money Transfer

Addresses Customer Needs

Mobile Money Transfer

Addresses Customer Needs

•

The mobile phone is the ideal device

to move cash quickly…

–

3.3 billion people have cell phones*

–

New channel, new customers

*Source: Wireless Intelligence

Unprecedented Access

Through Partnerships

Unprecedented Access

Through Partnerships

Moving currency around the

world through mobile devices

Summary

•

Strong brand

•

Loyal customers

•

Innovation pipeline

Scott Scheirman

Executive Vice President

& Chief Financial Officer

Long-Term Financial Drivers

•

Strong revenue growth performance

•

Solid margins today and opportunities to expand

•

Large cash balances, solid credit ratings,

ample liquidity

•

Superior cash flow for growth and shareholder return

Creating long-term

shareholder value

$2.7

Strong Revenue Growth Performance

•

Huge market

opportunity

•

Proven strategies

•

Powerful brand

•

Unmatched distribution

network

Positioned well

for global growth

2002

2007

12%

CAGR

In Billions

$4.9

Operating Income Margin Challenges

•

Business mix shift

–

C2C geographic shift

–

C2B product shift

•

Acquisitions

•

Public company expenses

Implemented initiatives

to expand margins

Operating Income

Margin Expansion Initiatives

Operating Income

Margin Expansion Initiatives

•

Leverage global scale

•

Reduce distribution costs

•

Reduce operating expenses

•

Optimize global investments

Long-term objective:

margin expansion

2009 up to 50 basis points

expansion

Leverage Global Scale

•

Global infrastructure established

–

Invested ahead of growth

–

Scale we can leverage

–

Generating margin expansion

•

Leveraging Vigo worldwide

–

International expansion

–

Expand product offerings

Global scale provides margin

expansion opportunities

Reduce Distribution Costs

•

Leverage brand to reduce distribution costs

•

Sign new agents at more favorable commission rates

Minimize impact of C2C

geographic mix shift

Reduce Operating Expenses

•

Expense reduction programs in place

–

Approximately $35 million in annual savings

•

Continue expense reduction programs

•

Long-term operating structure and expense objectives

Continue programs to

reduce operating

expenses

Optimize Global Investments

•

Prioritized with a global perspective

•

Disciplined approach in investment decisions

•

Fund growth and drive innovation

Maximize return

on investments

Reported View

65%

11%

15%

Globally Diversified Business

Percent of 2007 Revenue

International

Mexico

C2B

Other

Domestic

Regional View

15%

40%

37%

Americas

Asia Pacific

C2B

Other

Europe, Middle East,

Africa & South Asia

Consumer-to-Consumer

•

Strong revenue

growth driven by

international business

•

Margin impacted

by business mix,

Vigo and public

company expenses

•

Objective

is to expand

margins annually

$4,093

$2,075

2002

2007

15%

CAGR

Revenue

in Millions

26%

27%

2002

2007

Operating

Income Margin

Americas

•

Challenging

immigration and

economic environment

•

Vigo acquisition

drove revenue growth

at lower margins

•

Objective is to

improve revenue and

margin trends

$1,792

$1,273

2002

2007

CAGR

28%

33%

2002

2007

Revenue

in Millions

Operating

Income Margin

Europe, Middle East, Africa, South Asia

•

Strong revenue growth

driven by distribution

and corridor expansion

•

Leveraging scale

and brand

•

Objective is to

expand margins

$750

2002

2007

22%

CAGR

26%

19%

2002

2007

Revenue

in Millions

Operating

Income Margin

$1,986

Asia Pacific

•

Strong revenue growth

driven by network and

corridor expansion

•

Invest ahead of growth

in brand and operations

•

Leveraging scale

and brand

•

Objective is to replicate

EMEA / SA margin

expansion

$315

$53

2002

2007

43%

CAGR

20%

2002

2007

Revenue

in Millions

Operating

Income Margin

Regional View Key Takeaways

•

Geographically balanced business

•

Improving international margins

•

Investing ahead of growth

–

Margin expands as business scales

Financial Strength

•

Cash $1.9 billion as of March 31

•

“A -”

credit rating

•

Excellent liquidity

–

$1.5 billion credit line

–

Modest working capital needs

•

Disciplined risk management

Significant financial

strength and flexibility

Invest for growth and return

cash to shareholders

Superior Cash Flow

•

Strong and

consistent cash flows

•

Investment flexibility

$1.2

$0.6

$1.1

2002

2007

In Billions

2008 E

13%

CAGR

Cash Flow from Operations

Tax Rate Reduction

•

International tax rates

are significantly below

the U.S. rate of 38%

•

More international

profit means lower

overall tax rate

Expected lower tax rate =

real cash benefit

29%

34%

30%

2003

2007

2008 E

Effective Tax Rate

Cash Priorities

•

Invest in business

–

Expected 2008 Cap Ex less than $200 million

•

Acquire companies

–

Use cash flows and cash on balance sheet

•

Return value to shareholders

–

Stock buyback

–

Dividends

Fund growth + return value

to shareholders

Return Value to Shareholders

•

$1.3 billion

repurchased since

becoming public

•

Board authorized

additional $1 billion

stock buyback

•

$1.7 billion available

for stock buyback

Objective in 2008 and 2009:

return > 100% of net income to shareholders

2007

2008 E

2009 E

88%

> 100%

Stock Buyback and Cash Dividends

as a Percent of Net Income

2008 Financial Guidance

•

Revenue growth 9% to 11%

•

Non-GAAP EPS $1.25 to $1.29

–

Excluding $0.07 of restructuring expenses

and including $0.01 in cost savings

•

GAAP EPS: $1.18 to $1.22

–

Includes $80 million in restructuring expenses

Likely to be closer to the higher

end of guidance

See appendix for a reconciliation of non-GAAP to GAAP measures.

Summary

•

Robust revenue growth performance

•

Financial strength

•

Superior cash flow

•

Commitment to expand margin

Creating long-term

shareholder value

2008 Investor’s Meeting

June 20, 2008

Right Company, Right Time

•

Execution of our growth strategy will drive

long-term results

•

Continue our leadership position and drive financial

objectives

•

Long-term financial objectives

–

Revenue growth of 10% to 12%

–

EPS growth of 15% to 18%

Leading the Global Money

Transfer Marketplace

Leading the Global Money

Transfer Marketplace

•

345,000 agent locations

•

Well-known brand

•

Globally diverse revenue stream

•

Scalable infrastructure

•

Industry-leading compliance capabilities

•

Solid financial position

Long-term EPS growth

objective: 15%-18%

Appendix

June 20, 2008

The financial information for the periods presented prior to September 29, 2006

are presented on a combined basis and represent those entities that

were ultimately transferred to The Western Union Company ("Western Union")

as part of its spin-off from First Data Corporation ("First Data") and does

not reflect what our consolidated financial position, results of

operations

or cash flows would have been as a stand-alone company during the periods

presented. These historical statements of income prior to September 29,

2006 include expense allocations for certain corporate functions

historically provided to Western Union by First Data, including treasury,

tax, accounting and reporting, mergers and acquisitions, risk management,

legal, internal audit, procurement, human resources, investor relations and

information technology. If possible, these allocations were made

on a

specific identification basis. Otherwise, the expenses related to services

provided to Western Union by First Data were allocated to Western Union

based on the relative percentages, as compared to First Data’s other

businesses, of headcount or other appropriate methods depending on the

nature of each item of cost to be allocated. The costs historically

allocated to us by First Data for these services it has provided

us were

lower than the costs we incurred to obtain these services following the spin-off.

Presentation

Reconciliation of Non-GAAP

Measures

Reconciliation of Non-GAAP

Measures

Western

Union's

management

has

presented

2008

earnings

per

guidance,

excluding restructuring and related expenses. Western Union's management believes

this non-GAAP measure provides meaningful supplemental information regarding our

operating

results

assist

management,

investors,

analysts,

and

others

understanding

our

financial

results

and

better

analyze

trends

our

underlying

business, because it provides consistency and comparability to prior periods.

A non-GAAP financial measure should not be considered in isolation or as a substitute

for the most comparable GAAP financial measure. A non-GAAP financial measure

reflects an additional way of viewing aspects of our operations that, when viewed with

our GAAP results and the reconciliation to the corresponding GAAP financial

measure, provide a more complete understanding of our business.

Users of the

financial statements are encouraged to review our financial statements and publicly-

filed reports in their entirety and not to rely on any single financial measure. A

reconciliation of the non-GAAP measure to the most directly comparable GAAP

financial measure is included on the following slide:

Reconciliation of Non-GAAP

Measures (continued)

Reconciliation of Non-GAAP

Measures (continued)

(a) Projected 2008 restructuring and related expenses of $79 million relate to severance, outplacement

and other employee related benefits; facility closure and migration of our IT infrastructure; other expenses

related to relocation of various operations to existing Company facilities and third party providers, including

hiring,

training,

relocation,

travel,

and

professional

fees;

and

increased

security

costs

the

facilities

being

closed. Also, included in the facility closure expenses are non-cash expenses related to fixed asset and

leasehold improvement write-offs and acceleration of depreciation and amortization. For purposes of

calculating

the

"Adjusted

2008

EPS

guidance,

excluding

estimated

restructuring

and

expenses,"

the EPS impact of $0.07 is net of an estimated income tax benefit of $30 million.

$ 1.29

$ 1.25

Adjusted 2008 EPS Guidance, excluding estimated

restructuring and related expenses

0.07

Estimated restructuring and related expenses,

net of income tax benefit (a)

Adjustment:

$ 1.22

$ 1.18

2008 EPS Guidance GAAP basis

Range

EPS Guidance

Reported View

Regional View

15%

40%

37%

65%

11%

15%

Globally Diversified Business

Percent of 2007 Revenue

International

(2002: 49%)

Mexico

(2002: 6%)

C2B

(2002: 20%)

Other

(2002: 5%)

Domestic

(2002: 20%)

Americas

(2002: 46%)

Asia Pacific

(2002: 2%)

C2B

(2002: 20%)

Other

(2002: 5%)

Europe, Middle East,

Africa & South Asia

(2002: 27%)