replaced in the future by networks of tightly integrated specialists. We outlined how our clients could support and participate in this emerging structural change. 

We spent five months creating an in-depth analysis of eCommerce integrators (eCIs), ranking the top 40 companies in that business. We helped our clients understand how to differentiate eCIs, and we analyzed techniques for combining the best efforts of multiple integration vendors. 

We pioneered the concept of smarter TV — that the television industry would bifurcate into traditional broadcast content and interactive user-selected content. Our analysts said that a new model of TV would grow to exist in parallel with old TV, and it would use programming, networks, and devices in innovative, revolutionary ways. 

Forrester’s idea flow helps our clients see their businesses through new optics. They may not always agree with our viewpoint. But our ideas push them to think, to discuss, to ponder, and to apply scenarios to their specific companies. 

## New Products 

The year 2000 saw Forrester introduce a number of new products in Strategy Research, Technographics ® , and the Assessment Tools category. Strategy launches included: Automotive, Telecom, Canada, Financial Services UK, Media UK, Net Policy & Regulation, Retail UK, B2B Europe, Financial Services Europe, Media Europe, Mobile Commerce Europe, Retail Europe, B2C Germany, Financial Services Germany, Consumer Packaged Goods, and Telecom Europe. Technographics launched an Affluent North American Market Focus and Business Technographics North America, as well as Technographics Europe. 

Continuing with our drive to build innovative Assessment Tools — Internet-based tools for solving problems — we introduced a customizable research product called eBusiness TechRankings ™ . TechRankings was sparked by our clients’ cries for help when trying to select the best emerging software products, reduce their “time to decision,” and stay on top of changes in the products and vendors they rely on. TechRankings uses a new research methodology performed in partnership with 

Doculabs, Inc., a leading software evaluation company, to produce objective, thorough, and continually updated rankings of the vendors and products in emerging-technology categories. TechRankings was the most significant new product launch for the company since Consumer Technographics was introduced in 1998. 

In 2000 we debuted eResearch 2.0, an update of our electronic packaging, pricing, and formats for our research. eResearch 2.0 enhanced the value of our research in three ways: 1) personalization is much improved — our clients now quickly and easily find the research they need; 2) modular packaging and pricing allows clients to match their research needs precisely with our products; and 3) substantially all registered users of our research have unlimited access to our analysts for research inquiries. In simple terms, eResearch 2.0 lets our clients make a direct match between Forrester’s value and the problems they are solving. 

## Events 

We continued to expand our Events business last year, with emphasis on new international Events. In 2000, we held 14 Forums and Summits: 10 in the US and four in Europe. They covered B2B technology leadership, finance and technology, retail and marketing, executive strategy, healthcare, media, interactive channels, young consumers, and consumer packaged goods. 

## Other 2000 Achievements 

In addition to our initiatives and new products, Forrester made operational leaps forward in 2000. These include: 

Adding 261 qualified and motivated new Forresterites. Hiring is only the first step, of course. In 2000 we rolled out new development programs to ensure that our people continue to grow and learn over the years they will spend with the company. 

The opening of five new domestic offices, including the San Francisco Research Center and four new sales centers in the US. Our ability to work and communicate across states, countries, and oceans continues to develop. 

