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Cisco New Millennium

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Introducción
Cisco fue fundada en diciembre de 1984 por el matrimonio entre LenBosack y Sandy Lerner, los cuales son dos ex alumnos de la Universidad de Standfor de ciencias de la computación.
Esta empresa surgió por la necesidad de habilitar el envió de emails entre computadores de diferentes redes, lo que los llevo a inventar el primer router multiprotocolo. Ya para el año 1986 Cisco vendió su primer producto que correspondería a un router TCP/IP que para el año 1987 lograron de vender un total de $1.5 millones.
Como empresa su primera diferenciación fue la capacidad de sus router de soportar múltiples protocolos (la cual se mantuvo al paso de los años)
Ya para el año 1987 debido al rápido crecimiento de la empresa, Bosack y Lerner se vieron obligados a recurrir a un aumento de capital a través de inversionistas de riesgo. Donald T. Valentine fundador de Sequoia Capital invirtió $2,5 millones en la primera ronda pero con una condición clave la cual correspondía a que Sequoia Capital se reservaba el derecho de forzar la salida de los fundadores a su voluntad. Lo cual ejerció este derecho en 1990 seis meses después de que Cisco saliera al mercado, dejando ir a Lernery luego Bosack resigna.
Cisco tiene dos valores core los cuales fueron una filosofía exitosa: Creían en no tener una religión en tecnología y escuchar atentamente al consumidor.
Cisco mantuvo estrategias de adquisición de empresas, estas se dividieron en dos grandes periodos que venían de la mano de los CEO presentes. El primero corresponde entre 1993 y 1999 con John Chambers (mano derecha de John Morgridge’s, asume como CEO en 1995) en esta se ve un enfoque al consumidor. Para el año 1995 Cisco a manos de Chamberes empieza su descentralización enfocándose en tres tipos de negocios: empresas, pequeños y medianos negocios y proveedor de servicios. Para el 2000 adquirió 73 compañías dos mercados emergentes (fibra óptica y red inalámbrica) llegando así para el 2000 con un valor de mercado cerca de los $450 billones de dólares.
Debido a su política de adquisición entre 1998 a 2000 Cisco sufrió tres grandes problemas que lo llevaron a replantear su estrategia. Primero vio sobrecargada su habilidad de cumplir los plazos luego de las adquisiciones. Segundo casi todas las adquisiciones fueron de mercados emergentes los cuales no tenían competidores de su categoría. Finalmente ciertas áreas como ópticas e inalámbrica requerían de capacidades más allá de las propias competencias de Cisco. Lo que sumado a la burbuja de internet del 2000 se vio obligado a despedir 8.500 empleados y un descenso de un 30% de sus ganancias para el tercer cuarto del periodo

Debido a todo esto Cisco se vio obligado a una restructuración en sus adquisiciones, pasaron de un enfoque del cliente a uno a la tecnología con el fin de evitar productos duplicados y competencia interna entre áreas Para el 2003 Cisco realizo un experimento comprando LinksysGroup Inc. La cual tenia como enfoque productos para el consumidor low-end. Luego a manos de Richard Palmer en 2007 se vio un enfoque distinto en adquisición. Luego más adelante se profundizara en estas dos estrategias para lograr un mejor entendimiento del caso con IronPort
Diagnostico
Cisco tenia ciclos de productos que duraban 18 meses. Al no tener capacidad interna para llevar a cabo todos los procesos, externalizaban gran parte de ellos.
La estrategia de adquisición inicial de Cisco apuntaba por un 50% de participación de mercado, enfocándose en los primeros nuevos mercados entrantes, evitando los mercado donde no podían tener al menos el 20%. Estos mercados fueron identificados a través de conversaciones con clientes, lecturas de prensa, atendiendo conferencias de las industrias y escuchando a banqueros y emprendedores. Con el mercado identificado, el siguiente paso era determinar el producto, servicio y distribución, a través de fusiones o adquisiciones. La empresa tenía su “regla del pulgar”, consistía en llegar a ser líder del mercado en 6 meses o trataban de comprar la competencia. Esto lo hicieron en el 30% de los productos. Hacían las adquisiciones solo cuando el mercado era propicio para entrar. El plan estratégico consistía en 4 componentes: * Ubicar una línea completa de productos que le permita al cliente comprar todos estos en un solo lugar. * Sistematizar el proceso de adquisiciones. * Definir los estándares de los software para los equipos de navegación a nivel industrial * Elegir al compañero estratégico correcto

En 1995 Chambers asume como CEO, y empieza a descentralizar la firma. Reorganizando su ingeniería y marketing en 3 líneas de negocio (empresa, pyme y proveedores de servicios). El existo de cisco se enfocaba en escuchar al cliente y en una fuerte creencia de no tener una “religión tecnológica”.
Con el desarrollo de internet la empresa centra procesos en la información tecnológica para automatizar muchas funciones organizacionales y administrarlas online.
Los altos ejecutivos tecnológicos de Cisco, concordaron que no solo iban a escuchar a los clientes, sino que además iban a cambiar su estrategia de adquisiciones. La nueva visión era comprar pequeñas e innovadores compañías de software, en lugar de grandes y establecidas. Se enfocaron mayormente en las pequeñas empresas, debido a que las grandes eran difíciles de integrar. Estas compañías no debían tener mas de 75 empleados y el 75% debía ser ingeniero.
El nuevo perfil de empresas para las adquisiciones era; empresas pequeñas, de rápido crecimiento, enfocadas, emprendedoras, cercanas geográficamente y culturalmente similares.
En Cisco tenían 4 criterios para evaluar pequeños objetivos y un 5to para grandes. 1. “Si tu visión no es la misma, estarás en constante guerra” 2. Tienes que producir ganancias rápido. 3. Tienes que tener ganancias a largo plazo. 4. La química debe ser correcta, algo difícil de conseguir 5. Proximidad geográfica
Las dos claves del éxito de la adquisición, llamadas selección e integración, fueron fuertemente atadas a un proceso pensado en diligencias. El proceso de integración se enfocaba en 3 metas. 1. Retención de empleados 2. Seguir el desarrollo de nuevos productos 3. Retorno de la inversión
Esta decisión marcó no solo su estrategia de adquisiciones y desarrollo, sino que también la transformación de una compañía de routers a un proveedor de tecnología completo.

FODA
Fortalezas
* Proceso de selección eficaz de recursos humanos * Rapidez de decisión * Conocimiento profundo de proveedores * Visión clara * Flexibilidad en asignación de presupuestos * Ser líder del mercado
Debilidades
* Poco tiempo de decisión * Capacidad de crecimiento compleja * Difícil organización por ser una compañía grande y amplia
Oportunidades
* Ventajas competitivas adquiridas de las nuevas compañías. * Conocer mejor sus procesos y mejorar la implementación * Adelgazar los procesos y aumentar la productividad * Posición en el mercado
Amenazas
* Perdida de compras por política rígida * Fuga de talentos * Amenaza de nuevos competidores o compañías desechadas

Evaluación
Cisco para el año 2006 el área de seguridad era una de las seis más avanzadas de tecnología para la empresa, trayendo consigo ingresos cercanos a los $2 billones de dólares al año del cual poseía un 40% del mercado.
Sin embargo Cisco respecto a la seguridad no era considerado como la de mejor rendimiento ni la mejor en costo-eficiencia. Pero aun con todo esto Cisco tenía la visión de que había que poner un énfasis en la integración de la seguridad en todo su portafolio, creando productos robustos en seguridad. Con esto fue como IronPort llego a su radar en el 2005.
IronPort se dedicaba al combate del spam y los virus a través de emails. Como empresa poseía un sólido y avanzado sistema operativo complementado con un monitoreo de la red lo que lo llevo a ser su piedra angular en sus productos de alta capacidad.
Con el tiempo se expandió hacia el anti-spuware, encripcion de datos y servicios de cumplimiento como también en la inspección de tráfico de la red. Su portafolio se basaba en dos tecnologías. La primer ha fue IronPort AsyncOS que es un sistema operativo enfocado a las industrias con un alto rendimiento y la mejor seguridad. La segunda fue SenderBase que corresponde a la más grande monitoreo de red de tráfico y email.
Todo esto llevo a Cisco a considerar su adquisición y fusión con su propia empresa, lo que la llevaría a un complemento de seguridad con sus productos a través de toda su línea. Además de esto poseía 12 oficinas, 500 clientes en Asia lo que lo hacía muy tentador contando también que sus productos tenían mayor éxito que los de Cisco en sus respectivas áreas.
Cisco realizo dos ofertas las cuales fueron rechazadas por el CEO de IronPort Scott Weiss que correspondieron a $400 y $830 millones de dólares respectivamente. Respecto a la estrategia de adquisición de Cisco IronPort era una alternativa realmente viable y conveniente, todavía no era una empresa rentable, crecía rápido en la cual año tras año doblaba sus ventas. Y lo más importante es que de mano de la adquisición le daría una gran ventaja contra los competidores de IronPort tales como Proofpoint, Secure Computing y Barracuda Networks.

Conclusión
El crecimiento obtenido por Cisco obtenido gracias a las compras realizadas a lo largo de su existencia es cada vez mayor, sin embargo con cada compra enfrenta nuevos desafíos, ya que al comprar cada vez empresas más grandes, cada vez cuesta más unificar y adaptar estas nuevas empresas hacia la dirección en la cual Cisco desea llevar, más aún muchas de estas empresas se escapaban del control de contenidos que poseía cisco, esto llevaba a un proceso de ajuste más largo de lo normal.
Se puede ver que mientras más grande se hacía cisco, más difícil era seguir creciendo ya que la estrategia de adquisiciones, que poseía Cisco era más conservadora. Esto provocaba que Cisco no pudiera expandirse a mercados que podían generar mayores ingresos para la empresa.
Se observó que cuando Cisco se alejaba de sus dominios tradicionales en los negocios presentaba muchos problemas en la integración de la nueva empresa, esto sumado al tamaño de estas generaba un problema mucho mayor, debido a que la estrategia que Cisco poseía para integración de nuevas empresas ya no correspondía con empresas de este tamaño.
Si bien el proceso de integración es más largo cuando se trata de empresas de un gran tamaño o con otro rubro el cual no se maneja, si se tiene claro los principales problemas que se generan al integrar una empresa con diferentes características y con gran tamaño, se puede enfocar los esfuerzos en reducir esos problemas, de esta forma se reducirían el tiempo y costos asociados por una adquisición de estas características.
Dado los antecedentes y actual estado de Cisco se recomienda cambiar la estrategia de adquisiciones de Cisco, o bien modificarlo de forma que este se adecúe a las nuevas necesidades de Cisco. Teniendo en cuenta las dificultades de integraciones de empresas con un gran tamaño, ya sea verticalmente u horizontalmente, cuidando especialmente los problemas detectados en las adquisiciones de Linksys y Scientific-Atlanta, de forma de mitigar los problemas detectados en estas adquisiciones.

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