Analysis of Hewlett Packard and Cisco's Partnership

Doug Allred was Vice President of Customer Advocacy organization of the Cisco’s corporation. This organization was erected to consolidated all functions that directly touched the customer but sales to provide high-quality customer service. Since August 2001, the IT market turned down and brought severe challenges to Cisco as the company had to lay off 18% of its employees and reorganized its structure, transforming from decentralized organizational structure with three business units to centralized organization. However, these changes stabilized the volatile situation of the economy but threatened Cisco’s customer focus, a

I will never see the day when there is not yet room for improvement. Through time, HP's focus on innovation had brought the world products such as the handheld calculator and the inkjet printer. In 1992, the company continued to invest heavily in technology, spending $1.6 billion or 10% of revenue on research and development. The high levels of investment have paid off. For three straight years, over half of HP's orders had been for products introduced within the last two years.

The reason 2013 intangible assets make up more of the total assets compared to 2013 intangible assets is due to the NDS acquisition that occurred in 2013

1. Compare and contrast the use of IT in an “information Age” company versus that in an “industrial Age” company? Is Cisco an Information Age company? Why?

HP entered into an agreement with Compaq Computer Corporation in September 2001. In this definitive agreement, HP is going to purchase all of Compaq’s common shares outstanding, and pay a total price of 0.6325 shares of its common stock for each share of Compaq’s common stock.

Yemen G.; Chatterjee S.; &Bougeois III L. (2003). Cisco: Early if not Elegant (A). University of Virginia. Darden Business Publishing.

The Cisco philosophy regarding IT was simple: As long as someone was willing to pay for it, the IT department would work on whatever process/project specified. This is not only a waste of money, but it also creates problems when trying to work across teams. If two teams use two different processes to come

2. Given the industries in which the Cisco competes, what are the implications for the major types of buying situations?

Cisco Systems, Inc. is an IT company that specializes in the selling of networking and communication products and services. It is a B2B company where they sell its products primarily to large enterprises and telecommunications service providers, but it also markets products designed for small businesses and consumers such as routers, modems, and home network management software. The products and services aim to transport data, voice and video communication within buildings and campuses as well as around the globe. The services include routing, switching, home networking internet protocol telephony, optical networking, security,

In 1992, Hewlett Packard made the decision to produce 1.3 inch disk drives, leapfrogging over the 1.8 inch format to position themselves as market leaders for the smaller drive. Prior to this time, HP prided itself on its leadership position within this industry and its ability to innovate more quickly than its competitors. However, the Disk Memory Division (DMD) was lagging behind the company standard, comprising only 3.2% of total HP revenues in 1992. HP was trying to use the Kittyhawk project to propel the company into a higher profile position within the disk drive market.

Cisco System becomes a $12 billion high-technology company with over 47,000 employees in not less than 54 countries of the world due to its strategic management policies and practices among which is diverse

Since it was critical to Cisco’s strategic commitment of advancing, the company had to pick the best option to implement quickly. The two alternatives were know as: create knowledge and expand the community. With key decision criteria , this report carefully examines both of the options that can quickly be implemented and yet help Cisco integrate into IoE era.

Cisco Systems is a global market leader and innovator of computer communications and networking solutions. Established in the 1980’s, the company rapidly developed into the world’s greatest manufacturer of internet routers and was/is a foremost provider of commercial communication network devices. The aim of this case study report is to create an understanding of Cisco’s historical international business activities as well as explore their recent and current developments in international business management. The ‘Recent Development’ section details both Cisco’s main strategy of Acquisitions and how the company has operated under and coped with new management.

Cisco Systems is one of the fastest growing companies in the world, selling devices that connect computers to the Internet and to other networks. Cisco’s products are being replaced continuously, so extensive training of employees and customers is needed. Cisco recognizes that every member of its team, since the employees until

Page eight of the case begins to outline some of the challenges that the HP-Cisco alliance had already faced concerning the sale of joint products. For example, we learn that at HP, Cisco products did not count towards a sales representative’s quota and this resulted in a decline in sales of Cisco equipment by HP sales representatives. Further, if HP or Cisco sales staff had to master not only their parent company product line,