...CISCO CASE STUDY QUESTION 1 How is building a brand in a business-to-business context different from doing so in the consumer market? ANSWER First of all we must describe what is meant by business-to-business. Business-to-business is a transaction that occurs between a company and another company, as opposed to a transaction involving a consumer (R wright, 2004). R .Wright further elaborates it as a term that may refer to a situation where one business makes a commercial transaction with another. This can happen through a business sourcing materials for their production processes or a business re-sells goods and services manufactured by other companies. Creating a strong brand that is able to set a business apart from other companies is always an important job. However for this to succeed knowing who the intended clients are, will assist the company in determining how to build their brand. According to Nick Kendall (2015), he describes a brand as a product, service or concept that is publicly distinguished from other products, services or concepts so that it can be easily communicated. e.g.(sign, symbol, words or combination of these, employed in creating an image that identifies a product). Business-to business branding requires that the business be willing to accept the time to completely educate the professional buyers about the product, instead of mass marking and small advertisements. The reason to have professional buyers is because they are already well informed...
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...How Is Building a Brand in a Business-to-Business Context Different from Doing so in the Consumer Market? Building a strong brand that is able to set a company apart from other business is always an important job. However depending on who the intended client is determines how the company will build their brand. A brand is defined as a name, term, sign, symbol, or design, or any combination to identify goods and services of a seller or group of sellers. (2007) According to Walter Landor, founder of the Landor Associates, the world’s leading brand consulting firm; a brand is a promise that the company will provide satisfaction and quality. (Burgess, C) While many things in branding are the same, building a brand that supports brand to brand, B2B, or brand to customer, B2C, sales has slight differences. In B2B branding, a focus will be made on making a strong connection with the client business in order to make their brand seen as the top choice and safe to do business with. In order to do this, the brand will be built around making strong and personal relationships with the customer to become the go-to source. Instead of mass marketing and small ads, B2B branding requires that the business be willing to accept the time to completely educate the professional buyers about the brand. These professional buyers are used because they are well informed about the needs and goals of the purchase, and focus on purchasing a product that allows them to achieve higher revenues at a lower...
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...CASE STUDY: Chipping Away at Intel General Environment 1. Social Important as a semiconductor business, provided as the biggest chip maker in the industry. Intel’s mindset is toward better customer relations and away from perspective of being the only real competition in the marketplace. 2. Technological Concerned with chip making for PCs but then went beyond it into the production of information and communication appliances as well as providing services related to the Internet. Barrett created a new wireless unit that combined new acquisitions such as DSP Communications Inc. ( a chipset supplier for digital communications) with Intel’s memory operations. 3. Economic Affected by Septemeber 11, 2001 and needed to withdraw investments in new markets (production of network servers and routers and e-commerce service for small businesses) due to direct result of the downturn in economic condition. Intel’s shares also suffered. At $26, were down to 60 pecent compared to their highest over the previous years and get worse after the downturn and fell further to $20 by October. 4. Ecological Not being mentioned in the case. 5. Political Operates on a global basis and so be attuned to different governmental and country requirements in its distribution and sales. The manufacturing plant in Hamburg, Germany suggests an important political dependency that must be monitored. Task Environment...
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...Question 1: What are the pros. Cons and risk associated with Nike`s core marketing strategy? Answer: Nike's excellence marketing strategies are their energy to achieve their market goals. Nike believes the "pyramid influence" that the preferences of a small percentage of top athletes influence the product and brand choice. PROS OF NIKE'S CORE MARKETING STRATEGY: Nike put heavily proportion in their marketing strategies and products deign. In order to sustain their dominance in the industry and retain their competitive advantages, Nike actively responds to the market trends and changes in consumer preference by adjusting their marketing strategies, the mix of existing product offerings, developing new products, styles and categories, and influencing sports and fitness preferences through various marketing strategies. CONS OF NIKE'S CORE MARKETING STRATEGY: Although Nike's marketing strategies had brings lot of positive implications to the company, but it will bring negative implications to Nike too. The negative implications that will identify in this assignment are high cost incurred, influence of spokesperson, and competitors. RISKS OF NIKE'S CORE MARKETING STRATEGY: Nike faces many risks when they use their core marketing strategies to achieve their goals and these risks can come from both internally and externally environmental circumstance. The risks will have a negative influence about Nike's future development, for example, the market share in the world, reputation...
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...Case Study: Chipping Away at Intel Ivy Cuttino Strayer University Dr. Bobby Barrett HRM 560- Managing Organizational Change April 20, 2012 Intel was in the bad shape in the Barrett’s tenure and he had to implement changes to cope with internal and external pressures. The specific pressures that required Intel to change were Intel’s bad products with delays and shortages, overpricing, bugs in its system, shares going down, slowing global chip demand, slowing economy under impact of September 11, 2011 and its rivals becoming stronger. It was a really hard time for Intel and a big challenge for Barrett in order to remain the company’s reputation. Discuss the different changes at Intel over the first 3 years of CEO Barrett’s tenure. When Barrett came in Intel three years ago, he took some bold moves. He expanded into the production of information and communication appliances as well as services related to the internet. He also reorganized internal system to avoid duplications and improve coordination within the organization. The example of duplication was that the network operations group and the communications unit sometimes were in competition with each other, selling similar products to the same customers and Barrett needed to reorganize them. Moreover, new business units were created to enable decentralization and delegation of decision making, which makes the company better coordinated and more nimble. Barrett also wanted to change the culture of the organization toward...
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...Cisco Systems, Inc.: Implementing ERP Introduction Cisco Systems Inc. was founded in 1984 by two of Stanford University’s computer scientists. In 1990, a matter of just six years from the start-up date, Cisco became publically traded. With the massive growth of Internet Technologies, demand for Cisco products increased dramatically, resulting in Cisco dominating the marketplace. The contributing factor to Cisco’s dominating presence in the market is due to the company’s primary product, the “router”. This is a combination of hardware and software that acts as a traffic cop on the complex Transmission Control Protocol and Internet Protocol (TCP/IP) networks that make up the internet as well as corporate intranets. TCP and IP networks provided a robust standard for routing messages between LANs and created the potential to connect all computers on an ever-larger Wide Area Network (WAN). Financially, the company experienced consistent growth from July 30, 1995 up until July 25 1998. Using figures provided in Exhibit 1 of the case study, it can be calculated that Net Sales increased a whopping 279% from 1995-1998. The year 1997 proved to be a milestone for the company. It was the first year for the company to feature on the Fortune 500 list. Cisco was ranked among the top five companies in return on revenues and return on assets. Some industry pundits predicted Cisco would be third dominating company alongside Microsoft and Intel, to shape the digital revolution. The reasoning...
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...Case Study 2 January 24, 2013 ISSC 340: Local Area Network Technologies American Military University This document is a proposal for a full network solution to support multiple users and services at the America One Car (AOC) dealership located in Washington DC. The following will include a description of recommended internet service provider (ISP), network cable and infrastructure to include all network equipment, i.e. routers, switches, wireless access points, file and storage server, print server and email server. It also includes the proposed number of network wall drops in each office, the number of phones both VoIP and POTS, total number and type of workstations, and total number and types of printers. This will address the best solution that will meet the company needs while keeping the total cost as low as possible without hindering the network performance. First we will discuss the recommended internet access method and the minimum recommendation for you ISP. The best option for a small business with the possibility of future expansion would be to use a commercial service provider. It is recommended that you use an Ethernet internet that will provide you with a fast, reliable solution that is cost effect and easily upgradable if required. Windstream offers a dedicated Ethernet line with bandwidth speeds up to 1Gbps, having a dedicated Ethernet connection will allow for uninterrupted network access that will not be affected by other users during high traffic...
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...BACKGROUND In This Case Study Background Challenge Solution Results Lessons Learned Next Steps PDF Version [pic] How Cisco IT Upgraded Its ERP Manufacturing and Finance Modules (PDF - 255 KB) Don’t fix it if it’s not broken - especially if you are talking about an extensive enterprise software foundation, right? Not necessarily. In the case of the Oracle software environment, Cisco® management teams decided that it was time to upgrade even though the Oracle 10.7 software was still getting the job done. IT, operations, and executive teams all concurred that this vital component of the company’s IT infrastructure needed to be modernized. While there would be clear benefits from an upgrade to Oracle 11i, the main decision drivers were the need to move away from an outdated platform that was becoming cost-prohibitive for supporting Cisco’s growth and evolving business requirements. In particular, any future development of enterprise solutions would be compromised if developed on a less-than-current Oracle platform. “Remaining competitive on a global scale often comes down to our ability to efficiently respond to changing operations, to work with new partners and suppliers, and to make sure that our employees have fast access to the latest productivity-enhancing technology and decision-making tools. Having an integrated, modern platform allows us to more rapidly respond to changing business requirements and to improve partner productivity and customer satisfaction...
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...Cisco IT Case Study – August 2013 Big Data Analytics How Cisco IT Built Big Data Platform to Transform Data Management EXECUTIVE SUMMARY CHALLENGE ● Unlock the business value of large data sets, including structured and unstructured information ● Provide service-level agreements (SLAs) for internal customers using big data analytics services ● Support multiple internal users on same platform SOLUTION ● Implemented enterprise Hadoop platform on Cisco UCS CPA for Big Data - a complete infrastructure solution including compute, storage, connectivity and unified management ● Automated job scheduling and process orchestration using Cisco Tidal Enterprise Scheduler as alternative to Oozie RESULTS ● Analyzed service sales opportunities in one-tenth the time, at one-tenth the cost ● $40 million in incremental service bookings in the current fiscal year as a result of this initiative ● Implemented a multi-tenant enterprise platform while delivering immediate business value LESSONS LEARNED ● Cisco UCS can reduce complexity, improves agility, and radically improves cost of ownership for Hadoop based applications ● Library of Hive and Pig user-defined functions (UDF) increases developer productivity. ● Cisco TES simplifies job scheduling and process orchestration ● Build internal Hadoop skills ● Educate internal users about opportunities to use big data analytics to improve data processing and decision making NEXT STEPS ● Enable NoSQL Database and advanced...
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...Running head: THE E-BUSINESS MODEL TO MOVE THE BROADWAY CAFÉ INTO THE 21ST CENTRY Strayer University CIS 500 Prof. Elmer L. Buard February 14, 2012 Table of Contents Abstract 3 Introduction ………………………………………. 4 Business Competitive Advantages 4 Technology Competitive Advantage 5 Key Challenges 5 Broadway Café Stategies 6 Conclusion.....……………………………………………………………………………………..7 References………………………………………………………………………………................8 Abstract This paper reviews the e-business competitive advantage strategies using the success at Intel. When key value chain partners, such as Dell Computers and Cisco Systems, started their B2B e-procurement systems, they pressured Intel to convert B2B activities online. Organizations today frequently integrate Internet technology to redesign processes in ways that strengthen their competitive advantages. Success breeds imitation and invites more entries (Information & Management 40 (2003) 581-590). This examines the ever changing technology that is available to companies now that wasn’t available years ago. With looking at the e-business model, all of the existing coffee shops, Broadway Café has to standout in order to survive in this competitive industry and obtaining new customers, keeping existing customers. Introduction: THE E-BUSINESS MODE TO MOVE THE BROADWAY CAFÉ E-business has received much attention from entrepreneurs, executives, investors, and industry observers using the internet...
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...Running head: THE E-BUSINESS MODEL TO MOVE THE BROADWAY CAFÉ INTO THE 21ST CENTRY Strayer University CIS 500 Prof. Elmer L. Buard February 14, 2012 Table of Contents Abstract 3 Introduction ………………………………………. 4 Business Competitive Advantages 4 Technology Competitive Advantage 5 Key Challenges 5 Broadway Café Stategies 6 Conclusion.....……………………………………………………………………………………..7 References………………………………………………………………………………................8 Abstract This paper reviews the e-business competitive advantage strategies using the success at Intel. When key value chain partners, such as Dell Computers and Cisco Systems, started their B2B e-procurement systems, they pressured Intel to convert B2B activities online. Organizations today frequently integrate Internet technology to redesign processes in ways that strengthen their competitive advantages. Success breeds imitation and invites more entries (Information & Management 40 (2003) 581-590). This examines the ever changing technology that is available to companies now that wasn’t available years ago. With looking at the e-business model, all of the existing coffee shops, Broadway Café has to standout in order to survive in this competitive industry and obtaining new customers, keeping existing customers. Introduction: THE E-BUSINESS MODE TO MOVE THE BROADWAY CAFÉ E-business has received much attention from entrepreneurs, executives, investors, and industry observers using the internet...
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...V DOI:10.1145/1629175.1629189 viewpoints Michael Cusumano technology strategy and Management the evolution of platform thinking How platform adoption can be an important determinant of product and technological success. n s e VeRA L o F I my prior publications, including my Communications columns on Microsoft, Apple, and Google, I have argued that companies in the information technology business are often most successful when their products become industrywide platforms. The term “platform,” though, is used in many different contexts and can be difficult to understand. I am currently finishing a book on best-practice ideas in strategy and innovation, and include a chapter on how platform thinking has evolved.1 This column summarizes some of my findings. Most readers have probably heard the term platform used with reference to a foundation or base of common components around which a company might build a series of related products. This kind of in-house “product platform” became a popular topic in the 1990s for researchers exploring the costs and benefits of modular product architectures and component reuse.2 32 communicATio ns o f TH e Acm I was among this group, having studied reusable components and design frameworks in Japanese software factories, reusable objects at Microsoft, and reusable underbody platforms at automobile manufacturers.3 Product versus industry Platforms In the mid- and late 1990s, various researchers and industry observers, including...
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...9-204-066 REV: FEBRUARY 11, 2004 MALCOLM P. BAKER ALISON BERKLEY WAGONFELD Dividend Policy at Linear Technology It was April 2003 and Paul Coghlan was pulling together his notes for Linear Technology’s board meeting the following day. As chief financial officer of the Silicon Valley semiconductor company, Coghlan was responsible for making a recommendation about whether or not Linear should increase its dividend this quarter. Coghlan and Linear’s CEO Robert Swanson were pleased with the company’s third-quarter financials for fiscal year 2003, but sales and net income still remained substantially below Linear’s record levels set in 2001. In addition, the technology industry was still emerging from a recessionary environment and it was unclear how strong business would be for the remainder of the year. Linear Technology Corporation Headquartered in Milpitas, California, Linear was founded in 1981 by Robert Swanson. Under his leadership, the company focused on designing, manufacturing, and marketing integrated circuits (semiconductors) that were used in various electronic applications such as cellular telephones, digital cameras, complex medical devices, and navigation systems. Linear’s customers spanned numerous industries and no single customer accounted for more than 5% of its business. In 2002, the communications industry accounted for 33% of Linear’s business, computers 27%, automotive 6%, and the remaining 34% was spread across many different applications...
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...Cisco Systems, Inc.: Implementing ERP [HBR case #699022] Reviews Cisco System's approach to implementing Oracle's Enterprise Resource Planning (ERP) software product. This case chronologically reviews the diverse, critical success factors and obstacles facing Cisco during its implementation. Cisco faced the need for information systems replacement based on its significant growth potential and its reliance on failing legacy systems. The discussion focuses on where management was particularly savvy in contrast to where it was the beneficiary of good fortune. Cisco was highly successful with its enterprise resource planning (ERP) effort. What accounts for this success? What were the most important things that Cisco did correctly? Cisco’s success is greatly attributed by its 100% dedication of their teams to complete this project. It started with the senior management team approval and support. This includes its core ERP team of 20 which expanded to 100 after the board approval. Also included is the Executive Steering committee which also worked countless hours to meet this deadline. Even the hardware vendor who was an executive sponsor probably had 30 people on site at one point. This big financially but it was a great reference for them. The core ERP team represented a cross section of Cisco’s business community who were experts in its field . They were very structured and organized dividing the large 100 team into 5 process area teams or ‘tracks’. Each track had a Cisco...
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...ION) TITLE OF THE PROJECT Study HCL as an Information System vendor and analyze how they manage business partners and alliances in the IS projects GROUP 10 | SECTI ON C Ajinkya Lokare | PGP/16/121 Bahniman Rynjah | PGP/16/137 Bala Meenakshi | PGP/16/138 Saumya Khetarpal | PGP/16/163 Shyam Prasath B | PGP/16/171 SCOPE OF THE PROJECT In HCL technologies, the partners play a big role to drive ecosystem based innovation. They offer world class solutions across different industry verticals which are further strengthened by partnerships with global technology vendors/suppliers, customers and niche solution providers. Their partner ecosystem consists of close to 100 partners in various technology areas, consisting of go-to-market alliances, specialist partners for niche technologies and teaming partnerships for specific customers. The aim of this project is to critically analyze HCL, specifically as an information system vendor and study its partnership with well known international/national companies like SAP, Oracle and IBM to name a few and to perform a stakeholder analysis for understanding the synergies of the partnerships and the future of HCL in this particular segment. SOURCES OF INFORMATION (PRIM ARY/SECONDARY): Primary: Employees/ ex employees of SAP, HCL, IBM and Oracle Secondary: Website: www.hcltech.com Annual reports and other project description as documented by the organization Market reports, white papers and case studies INITIAL OBSE RVATION: HCL’s...
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