Cisco Merger Strategy

Baylor Scott & White Health, formerly Baylor Healthcare Systems and Scott & White Health, respectively, merged in October 2013 to become one of the largest healthcare systems in the United States. With a new-shared vision, mission, and values statement, this paper examines the strengths, weaknesses, opportunities and threats present in light of this new merger. A carefully considered execution plan is imperative to ensure continuity of exemplary healthcare and a seamless merger of two similar cultures. As stated by Joel Allison, CEO of Baylor Scott & White, “of mergers that fail, probably seventy five percent fail because of culture.” The execution plan presented in the following pages will help this new entity avoid the risk of losing the trust of their patients and the communities they serve, while creating a new culture acceptable by all that provide and receive the healthcare services of Baylor Scott & White Health.

Vertical integration is a concept in which a company develops or acquires production units for outputs which are

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

How will the integration be communicated? The integration will be communicated via e-mail and phone calls to current clients. Announcements will also be made on the webpage prior to implementation.

Growing through integration is concerned with mergers and takeovers of businesses. There are a number of different ways of integrating: Horizontal (same industry, same stage of production), backward vertical (same industry towards a supplier), forward vertical (same industry towards the customer) and Conglomerate (different industries).

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

Our company Wireless Software Inc. is an innovative Internet-based company with gross revenues of more than $35 million dollars per year. Our company will be merging with a multinational company Skyguard Software Inc. of equal size, as a result of merging it produced Navitech Software Inc and we will be responsible for developing a project plan to strategically integrate all systems, including databases and infrastructure. Navitech Software Inc. global enterprise operations would provide best software products that will benefit to both companies. This report presents recommendations that allow Navitech Software Inc. to remain successful

The necessary information is to be gathered to develop a strategy in order to merge the technology infrastructures of the two organizations. The resources should be effectively and efficiently used for performing integration between two companies. This integration should be made confidential as the subordinates and other employees who are not involved in the project of merging two companies should not have the knowledge of this integration.

Our case study titled, The AT&T and McCaw merger negotiation, provides us with an opportunity to negotiate the terms of the merger between McCaw cellular and AT&T. McCaw was the largest competitor in the rapidly growing cellular telephone communications industry. AT&T was the dominant competitor in long-distance telephone communications in the United States, and one of the largest corporations. Prior to the negotiations, it had no position in cellular communications.

Post-merger integration is the art of achieving the results dreamed of by investors. The merger made sense for all the right reasons—brand recognition, access to new customers, cost takeout, or global expansion—and the spreadsheets made it black and white—return on investment (ROI) in a year or less.

Cisco rapidly grew from a start-up to $500M global corporation by January, 1993 when the case begins with Pete Solvick, CIO of the company faced with the daunting task of upgrading its transaction systems and data warehouse. Cisco had exponential growth through the 1990s, averaging at one point an 80% compound annual growth rate while also accelerating new product development and introductions throughout its direct and indirect sales channels. Systems outages were becoming more common as were product shortcomings due to the IT systems supporting key processes becoming faulty and only partially operating the majority of the time. Clearly Cisco had outgrown its current transaction processes and data warehousing infrastructure.

They were not so much interested in vertical integrations, but in seemingly unrelated diversification. Their strategy for this has been to identify companies with growth rates between five and seven percent, along with other criteria. By limiting the growth size they were able to acquire large enough companies to be worth their time, but small enough companies to allow for great improvements and implementation of their DBS process.

The purposes of this report are to (1) address the problems Sprint and Nextel incurred before the merger, (2) discuss

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.

In an era where companies compete in global context to provide the best solutions, products or services in order to gain loyal customers, every detail in the processes within the organisation contributes massively to its success or failure. Every organisation’s desire is to match supply and demand in a timely manner with the most efficient use of resources. Meanwhile, the key component of success is to understand customer’s needs and to translate them into value, and eventually into products. In order to meet both the above, the organisation desires its internal processes to have a clear and adequate mechanism that will link all departments and ensure high quality and trust.