...The problem bothered Cisco a lot in 2001 is an example of company doesn’t do anything about centralized monitoring. The decisions may different with company strategy, which may lead a waste of human resource and money. This case shows the importance of collaborating between all departments in business. After reading this case, bunch of questions jump out of my mind: would I approve the call center project if I were Boston? If yes, what kind of benefits will bring to company? If no, why? Admittedly, call center project was very important and valuable, but so were many others considered by BPOC. So the main questions for approving call center project are: would its benefits are much more than risk? Would it against other projects? Would it also benefit to other functional areas? How much will it cost- the percentage in total IT budget, people and training cost? To answer the question of if I will approve call center project, I need the answers of the questions I mentioned before. However, I can’t get perfect answers for these questions. Besides, the most urgent thing for Cisco now is to upgrade its ERP project. Even though Cisco had ERP system to store all the data, there was no common business logic allowed all the applications to read and interpret the raw data in a consistent manner. So it is more important to upgrade ERP system to capture more and accurate information about the customer. It would be better if Cisco do the ERP upgrade first, and then consider the call...
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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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...text and in reading the Cisco case study, it seems that business-to-business marketing consists of a more direct approach through very specific channels of distribution. Business-to-business success is centered around more personal relationships between the partner companies. In the Cisco case this was demonstrated by Cisco's business to business relationships it developed with Matsushita, U.S. West, and Sony (Cisco). In comparison, consumer marketing is targeted at all the major demographic groups. Consumer marketing aims to capture sales through major retailers thus removing the personal connection that is inherent in the business-to-business relationship. In the Cisco case, it is obvious that throughout the 90's Cisco was extremely successful at working the business-to-business model and focused on technology companies and specific corporations to sale their internet based technologies too. This enabled them to become the largest company in the world in the 90's with over $500 billion in worth, however, they name brand through the consumer market was relatively unknown (Cisco). Cisco began making acquisitions in the 21st century of companies such as Linksys which began their efforts toward consumer marketing, away from business-to-business marketing. Cisco has continued to change its messaging, focus advertising on customers, and worked hard to make its brand image known throughout the world the same as its competitors Microsoft and Apple (Cisco). 2- Is Cisco's plan to...
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...Cisco Case Study D. i. How did Cisco determine the allocation of the purchase price to specific tangible and intangible assets? (see business combinations in the summary of significant accounting policies in note 2.) Cisco allocates the fair value of the purchase consideration of its acquisitions to the tangible assets, liabilities, and intangible assets acquired. The excess fair value of the purchase consideration over the fair values of these identifiable assets and liabilities is recorded as goodwill. ii. What percentage of the total (gross) assets acquired in the NDS acquisition (excluding liabilities assumed) are comprised of goodwill and other intangibles? Cash and cash equivalents 98,000,000 A/R 199,000,000 Other tangible assets 268,000,000 Goodwill 3,444,000,000 Purchased intangible assets 1,746,000,000 Total 5,755,000,000 % of goodwill and other intangibles of the total (5,190,000,000 / 5,755,000,000) = 90.2% iii. Show the consolidation journal entry that Cisco made to record the purchase of NDS in 2013 Cash 98 A/R 199 Other intangibles 268 Goodwill 3444 Purchased intangible assets 1746 Deferred tax liability 378 Liabilities 372 Cash 5005 iv. 12 additional business acquisitions made by Cisco in 2013 for a total purchase price of $1,977 million. How does Cisco report the purchase transaction in Note 3 in the statement of cash flows in 2013? Why does the amount reported in the statement...
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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 on Cisco Systems, Inc | Continuous Assessment | Global Supply Chain Management | | | Table of Contents Table of Figures 3 Question 1. Using an appropriate operations framework outline the challenges/risks faced by Cisco in introducing a new product. 3 Question 2. What are the general operational / supply chain issues in using a Chinese supplier 6 Question 3. Identify and briefly explain the specific risks / rewards in selecting Foxconn as a key subcontractor. 9 Question 4. Recommend, detail and justify operational and supply chain strategies for Cisco. 11 Question 5. Research and reference Cisco's subsequent actions using publically available material and comment briefly 13 Appendices 16 Appendix A 16 Appendix B 17 Appendix C 18 References 20 Project Diary: 26 Table of Figures Figure 2.1 Chinese Traditional Values (Jin et al., 2013). 17 Figure 2.2 Global Rate, Labour and Freight (Kumar et al., 2009). 18 Figure 4.1 Competitive Advantages. (Christopher, M., & Peck, H, 2003)…………...….….....18 Question 1. Using an appropriate operations framework outline the challenges/risks faced by Cisco in introducing a new product. Erhun, Gonclaves and Hopman (2007) state that risk during new product introduction (NPI) process can stem from either an internal or external source, and more critically from either a supply or a demand prospective. The challenge for Cisco during the NPI phase is to utilise an operational framework...
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...Cisco Case Study Cisco Systems, Inc. (NASDAQ: CSCO) is an American multinational corporation headquartered in San Jose, California, United States, that designs and sells consumer electronics, networking, voice, and communications technology and services. Founded by Len Bosack and Sandy Lerner, a married couple who worked as computer operations staff members at Stanford University, along with Nicholas Pham, founded Cisco Systems in 1984. For the first time in a decade Cisco experienced its first negative quarter in 2001. The loss of earnings was due to the economic down. Their sales declined by 30%, inventory surplus was written off as a loss to the tune of $2.2 billion, 8,500 workers were laid off and stock prices plummeted by almost 60%, as of April 6, 2001 stock prices were $13.63 per share, down from $82 per share 13 short months earlier. Cisco leaders blamed the economy for its decline; the economic downturn was only partly to blame for Cisco’s problem. To analyze and interpret the article What Went Wrong at Cisco in 2001, I will first explain what actually went wrong, second I will Show a SWOT analysis to identify Cisco’s strengths, weaknesses, and threats, third we will analyze and discuss the nature and problems of the Cisco’s business-level and corporate strategy, last I will present my solutions and recommendations for Cisco in the future. What Went Wrong at Cisco In 2001? Cisco’s problems were only magnified by the economic downturn but there had been signs of...
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...Cisco is the infamous routing and networking company that have used ingenious methods of both business-to-business and the consumer marketing. Cisco original product line was intended for sale to other business. Building a brand in a business-to-business context has some notable differences than doing so in the consumer market because it markets to different audience. Branding within business-to-business appears to be more centered on relationships of various companies. This is demonstrated when the company Cisco developed partnerships with Sony, Matsushita, and US West. Constructing a brand in a business-to-business also requires awareness or educational building activities. Cisco launched a television ad campaign to educate the consumer. In those ad campaign facts about the power of the internet where revealed to viewers in a series of questions. The target audience in a business-to-business is small and focused. In 2003, Cisco targeted corporate executives and IT decision makers to sell their products. Erecting a brand in a consumer market is more product-driven than relationship driven than the business-to-business marketing. When Cisco switched from business-to-business to the consumer market, they began producing several home entertainment products than covered a large target audience with various products for music, printing, video, and more. A new marketing brand was also necessary to tap into the emotional buying needs of the consumer market. Cisco began their ‘The...
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...In the past ten to fifteen years, Cisco has changed its marketing channel strategy majorly. While in the past Cisco was only focused on the volume of their business, they reconfigured their strategy to focus in on the value of business. Previously business was transferred through Cisco’s partners and retailers, who worked with customers to make deals and fill orders. Under their newer value-based strategy, their VARs, or value-added channel resellers, work directly with customers to ensure they are receiving the best value products and latest technologies. These VARs were able to work with large accounts as well as small to mid size accounts by offering specializations and value in niche markets or specific regions. Using this method makes it impossible to structure the strategy based on volume, because it is unfeasible to rate resellers effectively based on volume of sales when the focus is so highly placed on quality and value of the sale. Resellers and channel members were rated based on the value that they brought to the table rather than the volume of sales, making it easier for lower-tiered members to gain high status based on the value that they brought to the table. For example, a member that previously did not generate nearly enough sales to be considered a top-tiered reseller would now be able to achieve a higher status if the value of their service and specializations were up to par. This creates a stronger relationship between the customer and the VAR, thus increasing...
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...Cisco incorporated both aspects by buying companies that rendered services and products that they needed in order to expand to a broader marketing audience which resulted in their company becoming the most valuable company in the world in March 2000. Successful marketing requires capabilities such as understanding, creating, delivering, capturing while also sustaining value. Along with these needed additives, one must understand that business to business and business to consumer relate to each other. However, they must be handled or strategically attacked with separate or specific missions. With building a brand, one must develop a strong marketing strategy in order to generate profit. Business to business marketing is geared more to business buyers and sellers whereas business to consumer focuses on the individual consumers need or want. When it comes to the marketing aspect of the two, the marketing strategy, advertisement, internet marketing, and public relations will all have to be executed in specific ways in order to target the right audience. There are also similar but different aspects that should be considered when developing marketing strategies for business to business and business to consumer as well. Business to business markets tend to be more on a personal level to which companies focus on getting to know their customers in order to establish a working relationship. However, in the consumer market, mass communication and distribution tools are needed...
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...A. I. An intangible asset is a non-physical asset having a useful life greater than one year. These assets are generally recognized as part of an acquisition, where the acquirer is allowed to assign some portion of the purchase price to acquired intangible assets. Examples: Patents, trademarks, copyrights, intellectual property etc. II. According to U.S. GAAP, intangible assets are only listed on the balance sheet if they are acquired assets and assets with an identifiable value and useful lifespan that can be amortized. Internally developed intangibles do not show up on the company’s balance sheet. Ex. Company logo: does not have a price that can be set a fair market value. When intangibles have an identifiable value and lifespan, they show up on the balance sheet as long-term assets. III. IAS 38: Main Differences between IFRS and U.S. GAAP: Revaluations other than impairment considerations: Subsequent to their initial recognition, intangible assets (other than goodwill) may be revalued to fair value as an accounting policy election. However, because adoption of this election requires that fair value be determined by reference to an active market, it is rarely used. Internally developed intangible assets: Costs in the research phase are expensed as incurred. Costs in the development phase are capitalized if the entity can demonstrate all of the following: The technical feasibility of completing the intangible asset The intention to complete the intangible asset ...
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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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...In the business to business branding the company will have to build a relationship with customers that is strong and personable. This will result in the brand becoming the got to source for customers. Business to business takes up a little more time to ensure other professional buyers about the brand. These buyers are needed because they are more informed about the needs of the purchase. This will allow them to achieve higher income with a lower cost than some of the other competitors. Typically this type of buyer is more concerned with the availability of the brand more than the cost of the brand. Cisco demonstrated this type of personal relationship with Matsushita, U.S. West and Sony. Cisco success in the 90s was the result of this business to business relationship with technology companies, allowing Cisco’s logo to be used which resulted in the brand value and recognition going up. In the business to consumer market it differs dramatically form the business to business marketing. The biggest difference is in business to consumer marketing is geared to the actual consumer, the person that not only is buying the product but also using the product. This means a company’s advertising mind state must change. The way a company advertises to other companies cannot and will not be the same as they do to consumers. Even though a customer may feel a true connection to a particular brand it does not make them have a personal relationship with that brand such as in a business...
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...ASA/PIX 7.x and Later: Mitigating the Network Attacks - Cisco Systems Page 1 of 11 ASA/PIX 7.x and Later: Mitigating the Network Attacks Document ID: 100830 Contents Introduction Prerequisites Requirements Components Used Related Products Conventions Protecting Against SYN Attacks TCP SYN Attack Mitigation Protecting Against IP Spoofing Attacks IP Spoofing Mitigation Spoofing Identification Using Syslog Messages Basic Threat Detection Feature in ASA 8.x Syslog Message 733100 Cisco Support Community - Featured Conversations Related Information Introduction This document describes how to mitigate the various network attacks, such as Denial-of-Services (DoS), using Cisco Security Appliance (ASA/PIX). Prerequisites Requirements There are no specific requirements for this document. Components Used The information in this document is based on the Cisco 5500 Series Adaptive Security Appliance (ASA) that runs software version 7.0 and later. The information in this document was created from the devices in a specific lab environment. All of the devices used in this document started with a cleared (default) configuration. If your network is live, make sure that you understand the potential impact of any command. Related Products This document can also be used with Cisco 500 Series PIX that runs software version 7.0 and later. Conventions Refer to Cisco Technical Tips Conventions for more information on document conventions. Protecting...
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...Cisco Case Study Columbia Southern University Business to business (B2B) is defined as commerce transactions between businesses and business to consumer (B2C) is defined as transactions of a business by serving consumers with their products or services. An example of B2B is “commerce transactions between businesses, such as between a manufacturer and a wholesaler or between a wholesaler and a retailer” (McCleave, 2010, para. 4). In addition, an example of B2C is Cisco offering “several home entertainment solutions, including wireless capabilities for music, printing, video, and more (Kotler & Keller, 2012, p. 57)”. There are a few difference between B2B and B2C as it relates to a corporation marketing and building their brand. For example in a B2B relationship a corporation can build a relationship with another business better than it can build a relationship with a consumer. Cisco build relationships with other corporations in order to increase the business knowledge of their products. Cisco benefitted from building these relationship because it help them to grow and become successful. “Cisco developed partnerships with Sony, Matsushita, and US West to co-brand its modems with the Cisco logo in hopes of building its name recognition and brand value” (Kotler & Keller, 2012, p. 57). A corporation brand awareness for a B2C relationship is to increase the consumer awareness of the products. Once awareness is increase the corporation is hoping more consumers will purchase...
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