Cisco Case Study Solution

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

Even though Cisco created the Customer Focus Initiative to try to serve leader customers better, as the SVP of Customer Advocacy, Allred still felt anxious that this reorganization would reduce the customers’ loyalty. He was also afraid that since the products were high priced, customers would ignore the longtime relationship and turn to Cisco’s competitors. Therefore, adjusting the existing culture to adapt to the new structure became the fundamental issue of Allred.

The product of the company is not having a broad scope to compete in the market. With companies like CISCO having broader products, its very difficult to compete in the market. So the company needs to create a more viable business model and upgrade the products.The technical solution of the

Cisco implement a customer self-service which allowed customers to basically help themselves with their problems. By making it so that they could input data into the database, they were able to diagnose their own problems and fix them from home. Doing this contributed a lot to Cisco’s success because customers new that if they needed a problem solved, they wouldn’t have to wait around for days and sometimes even weeks to get help.

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

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

Prior to his arrival, CISCO had a decentralized approach to IT spending. Independent business groups were making decisions in fuctional silos. Each group their own funds for IT, therefore, redundant applications such as CRM systems were created. This was a global issue as well as a localized issue.

The nature of the market structure and demand of Cisco Systems is its business market which contains fewer but larger companies. For Cisco Systems, this implies that even though they have fewer clients than other companies, they still have a good and profitable relationship with their clients. For the customers of Cisco Systems, this implies that they will receive better and faster service and products because they don’t have to compete for the attention and service of Cisco Systems.

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,

1) How have Cisco’s channels evolved in the last 10-15 years? Why have they evolved that way?

1. Cisco suffered from inertia when an attempt was made to engage business management in selecting software for their individual areas, and/or agreeing to participate in the ERP implementation project. List and explain reasons why management would hesitate to become engaged in the IT process/project.

This paper will profile Jeff Hawkins, Chief Technology Officer (CTO) for PalmOne, Inc. examining qualities that Mr. Hawkins exhibits that make him influential leader. The paper will also examine details of the business strategy that make this man an exceptional innovator and his contribution to eBusiness technology.

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

From incorporation in 1984 until around 2004, Cisco monopolized the industry of commercial routers and networking products. However, competition from rising giants like Juniper Networks Inc. (JNPR), Nortel Networks Corp (NT) and to some extent also Alcatel-Lucent (ALU) has given Cisco growing competition. Cisco is now in a position where competition drives its operating practices and inspires constant improvements in areas such as customer service and sales/marketing in order to maintain its market leadership. Though Cisco has lost market share to rising competitors, overall outlook remains good with new product lines set for production.

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.