...Branding and marketing are important concepts for any business. This case study will explore the Cisco marketing case study in the Kotler and Keller, 2012 Marketing Management textbook. First off, the study will explore the differences between building a brand in a business to business context versus building a brand in a consumer market. Furthermore, the study will also explore if Cisco's plan to reach out to consumers is a viable one. First off, branding in a business to business application has some notable differences over the consumer market. Cisco had to utilize some ingenious methods of branding during the marketing of its routing and networking products. Cisco's original product line was made for sale to other businesses for use in the internet connectivity market. For Cisco to develop their brand, they had to develop a totally different approach than ones utilized in the consumer market. They had to specificity market their product to the companies who were operating data centers and server farms. In this type of industry, often good brands are developed by targeting specific types of consumers and in this case it was computer scientist and information technology experts. This can be accomplished in several ways. One method is essentially setting up sales meetings with potential information technology customers. Theses meetings can be utilized to get the brand name out there and possibly show off the superiority of the networking product. Additionally, targeted...
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...RESTRICTED 19 E C B Double Mooring Army Camp, Ctg Post Code No- 4100 Tel: Civ-2514462 Ext-101 E-mail: hq19ecb@gmail.com Ashar 1420 23.01.924.220.01.056.02.01.07.13 Jul 2013 EXEMPTION FROM BA (PASS) PTE EXAM (TECH ARMS/SVCS OFFR) Ref: BMA ltr no 23.01.926.746.04.080.01.04.11.12 dt 04 Nov 2012. 1. An application iro BA-7973 Capt Muhammad Nayeem Uddin is sent herewith for your kind consideration. It is to mention that the lack of backgrd knowledge on the subj coupled with the time constraints due to ongoing unit commitments make the offr difficult to get prepared and Atnd the exam and hence strongly recom to be exempted from the subj exam. 2. Fwd for your nec act Pl. AHMED ZAMIUL ISLAM Lt Col Encl: CO 1. Application - 01 copy. Distr: Ext: Act: BMA RESTRICTED To The Commanding Officer 19 Engineer Construction Battalion, Chittagong. Subject: Request for exemption from BA (Pass) Private examination. Sir, With due respect, I, BA-7973, Capt Muhammd Nayeem Uddin have the honour to state that I was...
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...Routing the Path to End-To-End Communication An Analysis of Cisco Systems and how the use of Information Technology gave them a Competitive Advantage Mira Vissell ISM 158 Business Analysis Paper March 4th, 2004 Table of Contents Objective Section I: Industry Summary: An Analysis of Network Equipment Industry A. Industry Profile B. Competitive Strategies within the Industry C. Porter Model Evaluation of Industry Forces D. Globalization of the Industry E. Importance of Information Technology in the Industry Section II: Company Perspective: An Analysis of Cisco Systems A. Cisco Systems profile B. Market and Financial Performance C. Competitive Strategy Statement D. Significance of Information and Information Systems E. Strengths and Weaknesses of Cisco Section III: Structured Analysis of Information System Use A. Strategic Option Generator B. Roles, Roles and Relationships C. Redefine/define D. Significance of Telecommunications E. Success Factor Profile Section IV: A Final Analysis of the Success of Cisco Systems A. The Success of Business Strategy and IT used to Date B. The Effective Position of the Company for Future Performance Bibliography Objective The objective of this paper is to analyze how Cisco Systems gained competitive advantage in the networking industry through the use of information systems and key business strategies. ...
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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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...Background In 1995, John Chambers joined Cisco Systems as president and CEO. After six years under the supervision of Chambers, the company went from generating $2.2 billion in annual sales to $22.3 billion. As a result of the market downturn in 2001, the company suffered its first loss and laid off 18% of its workforce. Chambers quickly realized Cisco was in need of significant organizational restructuring if Cisco were to survive and thrive the downtown. This change shifted the company from a decentralized firm that only focused its three work silos of Marketing, Engineering and Sales to segregated and specific customer groups to a centralized firm that focused on collaboration and relevant technologies for given customer groups. This shift in organizational restructuring significantly reduced product and resource redundancies – a major contributing success factor for Cisco’s market position today. The Problem The implementation of the cross-functional business councils greatly strengthened both Cisco’s competitive position as well as their organizational culture. However, Cisco now faces the problem of how to sustain and implement the new internal governance system across new and expanding business lines within the company in addition to maintaining the new collaborative culture while retaining its customer-centricity focus. Adjustments will need to be made to ensure that systems can be scaled to address new market transitions. The three councils that were originally...
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...John Morgridge joined Cisco as a CEO in the year 1988. The very first thing he notices in the organization was the lack of professional management team. Initiation for professional management team was the first kick off for the organization. Professional management is considered to be the foundation of any big organization and Cisco started with this thereby sticking with the fundamentals. The professional team clashed with the founders ending up them leaving the company and giving a free hand to Morgridge to handle the organization in a disciplined manner in terms of management. Cisco as an organization started off with a very positive note thereby centralizing the functional areas. Except product marketing and research and development all the other areas (finance, human resources, manufacturing, IT, customer support etc.) were centralized. Although the initial changes in the organization doesn’t claims to the success factor for future implementation, but yes it certainly add a bit to It thereby streamlining the management with a transparent and clear view to proceed. The company was doing extremely well after going public in 1990 and in 1993 reaching the $500 million target. From this it can be clearly seen that the company was in a rapid move to success from the moment it became public in 1990. Analyzing the requirements in the right stage and planning for it is the first initiation which stands for cisco’s success. The need was addressed with respect to the future growth...
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...sits at $21,063.00 which makes the marketing capital $40,354,000. For the past 3 years Cisco’s assets has been on the up rise which shows that the company is has great potential and intellect. The ratio for current assets and current liabilities is 2.91 considering the economical state of the United States these numbers are pretty good. Working capital gives investors an idea of the company's underlying operational efficiency. Money that is tied up in inventory or money that customers still owe to the company cannot be used to pay off any of the company's obligations. |CSCO Working Capital Ratio |(April 30, 2013) |(Jan. 25, 2013) |(Oct. 26, 2012) |(July 27. 2012) |(April 30, 2012) | | |III. Quarter |II. Quarter |I. Quarter |IV. Quarter |III. Quarter | |Y / Y Current Liabilities Change |23 % |2 % |-1.99 % |1.29 % |6.29 % | Overall Ranking |# 81 |# 53 |# 53 |# 51 |# 46 | |Seq. Current Liabilities Change |17.34 % |4.88 % |-3.48 % |3.54 % |-2.69 % | |Seq. Current Assets Change |1.14 % |4.87 % |-6.5 % |1.18 % |3.23 % | |Cisco Systems Inc is currently traded for 24.27. This company has historical hype elasticity of 0.42 and average elasticity to hype of competition of 0.18. Cisco Systems Inc is projected to increase...
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...Cisco systems were founded in December 1984 in California, by a husband and wife team from Stanford University, Leonard Bosack and Sandra Lerner. At Stanford, Bosack found a way to connect the two local area networks where he and his wife worked, 500 yards across campus. ! They initially tried to sell the inter networking technology that Bosack had developed to computer companies, but none were interested. With no buyers they decided top start their own company, Cisco Systems. ! Cisco’s primary product from the beginning was the inter networking router; a hardware device incorporating software that automatically selects the most effective route for data to flow between networks. Cisco thus became the first company to provide a multi-protocol router when it shipped its first product in 1986. One year later after initial start, Cisco was selling $250,000 worth of routers per month. Sales for the fiscal year ending July 1987 were 1.5 million, and the company had only eight employees at the time. ! In the beginning, Cisco marketed its routers to universities, research centers, the aerospace industry, and government facilities by contacting computer scientists and engineers via ARPANET. In 1988 the company began to target its internetworking routers to mainstream corporations with offices in multiple locations that used different networks. ! Cisco had a high rate of sales growth in the early years, however they were increasing in need of cash if they were going to continue...
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...CASE: GS-66 DATE: 06/05/09 CISCO SYSTEMS, INC.: COLLABORATING ON NEW PRODUCT INTRODUCTION On November 13, 2007, more than 100 employees of Cisco Systems, Inc. assembled in classic Cisco fashion: they dialed in from multiple locations around the world for an important meeting. The purpose of the gathering was to get the green light from senior management to manufacture a new high-end router that would make the giant networking company more competitive in an age of surging Internet traffic.1 The project’s code name, Viking, said it all. The router for broadband service providers would break ground in power and speed, reminiscent of the Norse warriors and explorers of Europe during the eighth to eleventh centuries. The meeting represented a culmination of several years of development work by a cross-functional, global team of Cisco specialists in engineering, manufacturing, marketing and other areas. Just months earlier, in mid-2007, Cisco overhauled the project by sharply boosting the router’s speed and capacity. This would allow the company to leapfrog competitors and offer a low-cost, powerful new router platform for the next 10 to 15 years. That day in November, the Viking team was seeking an “execution commit” from senior management in manufacturing. If it got the go-ahead, Cisco would be ready to commit the resources to launch the new product. But the Cisco team knew it faced many challenges. The Viking project would be one of the company’s most complex...
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...Nicolas de Gonneville, Jeremy Lipszyc, Rayan Mekouar Corporate Strategy Cisco System: New millennium – new acquisition strategy? 1. What was unique in the way Cisco managed its acquisitions in the 90’s? During the 90’s, Cisco has based its growth strategy mainly on acquisitions. From the first acquisition of the company called “Crescendo” in 1993, Cisco has bought more than 45 firms until 1999. Cisco can be considered as unique in its way of managing its acquisition deals because of the methodology that they have created and the kind of expertise that they have developed. The Cisco’s acquisition framework focuses on 2 main steps: targeting and integration. § Targeting: In order to enter in niches markets, to acquire a technology, to add a product to its range or to reinforce a specific process, Cisco’s strategy was based on the purchase of smaller and innovative companies. The selection process includes 6 main criteria: -‐ size; focus mainly on small companies, -‐ growth; fast growing companies, -‐ strategy; Cisco is looking for focused companies with a strong expertise, -‐ entrepreneurial spirit, -‐ similarity in culture, -‐ and geographical proximity especially for the largest targets. Cisco is looking for good fit, complementarity of visions, quick wins for shareholders and long terms wins for all stakeholders. § Integration According to Cisco’s management, post-acquisition integration...
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...as strategies, technologies, and process improvement methodologies; meeting with senior DoD officials, Congressional delegates, business executives, etc; as well as taking part in a one-week graduate-level business overview provided by the University of Virginia’s Darden Graduate School of Business Administration. Following the fellows’ corporate assignment, formal outbriefs are provided to approximately forty senior leaders across OSD and the Services regarding their observations and recommendations. Traditionally, these outbriefs include sessions with the Secretary, Deputy Secretary, Service Secretaries and Chiefs, as well as other senior officials. As a member of the 2004-2005 SDCFP, it was an honor and pleasure to be assigned at Cisco Systems in San Jose, CA. Without exception, the men and women...
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...COMPANY Case Cisco Systems: Solving Business Problems Through Collaboration Perhaps you’ve heard of Cisco Systems. It’s the company that runs those catchy “Human Network” ads. It also produces those familiar Linksys wireless Internet routers and owns Pure Digital Technologies, the company that makes the trendy Flip video cameras. But most of what Cisco sells is not for regular consumers like you and me. Cisco is a tried and true B-to-B company. In fact, it earned honors as BtoB magazine’s 2009 “marketer of the year.” Three-quarters of Cisco’s sales are in routers, switches, and advanced network technologies—the things that keep data moving around cyberspace 24/7. But over the past decade, in addition to all that hardware, Cisco has pioneered the next generation of Internet networking tools, from cybersecurity to set-top boxes to videoconferencing. But this story is about much more than just a tech giant that makes equipment and software that companies need to run their Internet and intranet activities. It’s about a forward-thinking firm that has transitioned from a manufacturer to a leadership consultancy. To make that happen, Cisco has perfected one major concept that seems to drive both its own business and its interactions with customer organizations—collaboration. Cisco is all about collaborating with its clients in order to help those clients better collaborate employees, suppliers, partners, and customers. COLLABORATION WITHIN AND WITHOUT John Chambers became...
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...Cisco Systems [pic] Networking the Internet Revolution Brandi Martin brandi@ucsc.edu Table of Contents Paper Objective Section 1: The Network Equipment Industry A. Industry Profile B. Competitive Strategies within the Industry C. Porter Model Evaluation of Industry Forces D. Globalization of the Industry E. Importance of Information Technology to the Industry Section II: Company Perspective: An Analysis of Cisco Systems A. Cisco Company Profile B. Market and Financial Performance C. The Competitive Strategy D. Significance of Information Technologies E. Strengths and Weaknesses of Cisco Section III: A. Strategic Option Generator B. Roles, Roles and Relationships C. Redefine/Define D. Significance of Telecommunications E. Success Factor Profile Section IV: A Final Analysis of the Success of Cisco Systems A. Success of Business Strategy and Information Technology Use to Date B. The Effective Position of Cisco for the Future Objective of Paper The purpose of this paper is to provide an analysis of Cisco System’s primary business strategies and its utilization of information technologies to achieve a competitive advantage in the network equipment industry. The paper is divided into four sections, starting with a broad industry analysis, then narrowing to concentrate on Cisco Systems Inc., followed...
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...Subject: Strategic paper - Cisco Category: Business and Money > Economics Asked by: k9queen-ga List Price: $60.00 |Posted: 02 Dec 2003 08:37 PST Expires: 01 Jan 2004 08:37 PST Question ID: 282626 | | |For the company CISCO, PLease give a SWOT analysis. Explain what | |their core competency is, do they have any forward/backward | |integration? What do they or are they trying to do to be competitive | |in the market? Etc. | |[pic] | |Request for Question Clarification by politicalguru-ga on 02 Dec 2003 08:52 PST | |Dear Queen, | | | |I found several ready-made SWOT analyses online. Would you like me to | |refer you to the sites where you could find them? ...
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...Telepresence vs. Videoconferencing Resolving the Cost/Benefit Conundrum Page 1 Copyright © 2006 Wainhouse Research, LLC Telepresence vs. Videoconferencing Resolving the Cost/Benefit Conundrum Data from multiple users of telepresence and videoconferencing systems leads us to believe that the actual cost per hour for these two types of systems may not be all that different. This paper describes our findings and how we came to these conclusions. January 28, 2008 Revision 9 Introduction More than a decade after the first telepresence solution was introduced to the public, telepresence hit the limelight towards the end of calendar year 2006. With high technology giants gaining the attention of C-level customers, many conferencing and collaboration managers are beginning to look at this new class of enterprise communications system more closely and to examine their assumptions and perceptions around the concept of telepresence. Differentiating Telepresence from Videoconferencing Many in the end user community are very familiar with videoconferencing, a solution set that has been around for over twenty years. Videoconferencing provides two-way, interactive audio and video communications between two or more end points. In the past decade, videoconferencing technology and products have advanced along multiple fronts – including the move to IP networks that provide higher bandwidth, lower costs, and vastly improved connection reliability; the evolution from low...
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