Cisco Systems, Inc.: Collaborating on New Product Introduction

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

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

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?

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

price point than the big 3, the company saw this as the perfect strategy to penetrate the saturated

Reportedly, analysts mentioned that Cisco’s supply chain structured like a pyramid. Based on Figure 2 below, there were quite a number of contract manufacturers on the second tier who were responsible for final assembly and they were dependent on large sub-tier companies for components such as processor chips and optical gear. And in turn, those companies were dependent on an even larger base of commodity

With an expectation of significant growth not only in their organizational size but also the in the number of premises that will be utilized alongside the larger organization, XUMUC needs to ensure that the network and infrastructure foundations allow for such growth and expansion opportunities while ensuring at the same time that several already

Supply Chain Management : The vertical integration in the supply chain led them to achieve shorter time frame of release and also helped them to

After analyzing the results from the previous quarter, it was determined that the prices set for each segment were not sufficient. Product sales priority were also not properly adjusted. With the R&D investments, sales priorities needed to be changed for the main focus to become the most profitable market segments. Prices were not competitive which in turned decreased revenue, market share, and profitability. To become more competitive we altered the prices in each market segment. The Workhorse product was the first to change, the price was lowered to $2500 in an attempt to increase sales; at this price Team 4 was still making a profit on this product, as well as making the price much more competitive. The Workhorse sales priority was also lowered to 3rd in Americas and 4th in APAC and EMEA. This product was not selling as well as we had hoped, and was no longer as profitable as it once was which led to this decision. Next, the Innovator product’s price was adjusted; this involved a price increase to $4100. This price was adjusted to include the new

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

Cisco 's efforts to restructure have created many challenges for this team. Upon analysis, we have concluded that the decision to reorganize in order to keep Cisco relevant in the evolving technology market is the correct one. The company needed to adapt in order to maintain their strong reputation in the industry. They have gone

The stiff competition leads to customers having strong bargaining power. Customers can choose the product based on cost, quality, availability, and performance specifications. This is evident as switching costs are low for customers as it is as easy as choosing General Electric products over Emerson products. Emerson must continuously enhance its position in these dimensions to create and enhance its name in global marketplaces, and

This report is an analysis of a case study “Social Strategy at Cisco Systems” written by Mikolaj J. Piskorski, Daniel Malter, and Aaron Smith. It emphasis on a main concern, which is aligned with Cisco Learning Network and Internet of Everything (IoE) and is presented in a question; how can Cisco’s phenomenon of “Internet of Everything” be attained through Cisco Learning Network? The issue highlights the importance of Cisco’s strategic commitment of advancing and supporting the Internet of everything. The Cisco Learning Network, a social learning community focused on the IT industry, allows members to learn and interact with each other through a social platform. Whereas, the Internet of Everything is the networked connection of people,

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,