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So Gartner is the best source for clients to determine how and when to use IT in supply chain management to accomplish their objectives. We deliver our value really for three different but related businesses. First is our research business which is by far our largest and most profitable business. In research we sell subscriptions, annual, sometimes multiyear but annual at a minimum. Recurring revenue, negative working capital business.Our second business is consulting, which the way to think about that is it’s really an extension of our research business. It’s targeted at helping our largest clients. When the need more hands on help then they can actually get from reading a research report or talking to an analyst. And our third business is our events business which Dave just alluded to. The events business really brings our research to life and we do that through -- over 50 conferences that we deliver around the world. And interestingly, at our businesses, the main attraction is Gartner’s intellectual property and getting access to Gartner’s analysts. Couple of other key stats about Gartner. And these are based on our 2011 guidance that we updated last week. So we expect 2011 revenues between $1.455 billion and $1.485 billion, which will reflect growth rate of 12% to 15% over the prior year. Our EBITDA is growing at a faster rate than revenue, in fact we have been very focused on expanding our EBITDA margins and we expect to expand them again in 2011 by about 100 basis points. We consistently deliver free cash flow in excess of our net income and we are a very global business. We do business in greater than 70 countries around the world and more than 40% of our revenues are derived from clients outside of the U.S. and Canada. So that’s a quick little sketch on who we are. I want to quickly double click in terms of how we deliver value. So the first thing we need to focus on from a value perspective is creating extraordinary research content. That drives the value in our research business, the value on our consulting business and the value in our events business.
We have to make sure also that that research content is independent and objective. We have go the broadest set of analysts in the industry. We’ve got over 775 analysts spread out across the globe that cover every area of technology you can imagine. And that critical mass of analysts coupled with their access to key IT decision makers around the world and key technology providers around the world, that allow us to create this depth and breadth of research that is really unmatched and unrivalled in the industry.If you pick any topic within research. A hot topic or disruptive technology like cloud, social or context based networking, or even mundane topics like ERP systems, virtualization etcetera. Pick any of those and odds are you can find a host of analysts within Gartner that can actually help you navigate that terrain. In an environment and a profession that is continuously evolving and very complex, Gartner remains the best and most cost effective resource for IT professionals and supply chain professionals to use, to help make decisions that will make them -- that will drive either success of failure. When I think about the value prop in quick terms, really think about it in four different ways. We save our clients time, they don’t have to go do their own searches, they don’t have to look for information themselves. We save our clients money both in terms of -- the don’t need to hire more resources and we can actually help them identify what good deals look like. We save then resources as I just mentioned. They don’t need to actually build up a staff. They almost have an adjunct staff that the can call on and we give them confidence. Those are really the four elements of our value proposition. Read the rest of this transcript for free on seekingalpha.com