×
畅享IT
    信息化规划
    IT总包
    供应商选型
    IT监理
    开发维护外包
    评估维权
客服电话
400-698-9918
当前位置:畅享论坛 >  科技  >  思科Cisco > 正文
发帖
回复
(共 1 条) 上一页 1 下一页
查看: 1928|回复: 1

cisco 英文ppt26页

[复制链接]

等级:经理
行业:
职能部门:
城市:
金币:12074

Cisco Systems: Questions
Should Cisco buy INS?
What is the basis of Cisco’s success
Investor point of view?
Customer point of view?
How does organizational strategy contribute to Cisco’s success?
How do acquisitions contribute to Cisco’s success?
In the past?
In the future?
If Cisco buys INS, how should it integrate INS?
Cisco Success
Investor POV
High returns
“Off balance sheet” leverage of allies’ investments
Profitable growth: Primary driver of stock price growth
Customer POV
Sales: Close contact via Internet & in-person, multiple sales channels, high-level response to problems
Products: Reliable, new introductions, customer-configurable
Network externalities from installed product base
Network Externalities
Standards are common in network industries
Markets are bigger when standards exist
Public standards
Standards in practice (e.g., thread sizes)
“Regulated standards” set by public bodies (e.g., GSM)
Advantage to leaders (e.g., Nokia)
Proprietary standards
Set by competitive success (e.g., MS-Windows, Cisco)
Controlled by owner (firm or alliance – e.g., Cisco & Ecosystem partners)
Competitive advantage to owner
Success Factors in Standards Leadership
Technical strength
Market strength
Independent position if dominant firm
Alliance if not dominant (Cisco)
Speed & ongoing adjustment
Technical development
Product introduction
Regulatory relationships
New alliances & acquisitions
=> Business focus, effective organization
Organizational Strategy at Cisco
Strong leadership
Internal IT
Supply chain partnerships
Leadership of “Network/Ecosystem” alliances
Rapid product & service evolution
Acquisition integration
Driven people
Low hierarchy, empowerment
Career advancement, based on growth
High compensation, based on stock price growth
=> Hard to imitate, as long as growth continues
Past Acquisitions at Cisco
70+ acquisitions since 1993
Initially close at hand, later further afield
A&D: Product-focused (HW, SW) acquisitions
Acquire products & people (small firms)
Upgrade products & integrate internally
Fill all niches in traditional enterprise, internet service markets => Reinforce network externalities
=> Non-dilutive – Requires strong Cisco stock
Past Acquisition Integration at Cisco
Motivate new employees
Immediate integration
Retain if perform
High compensation via options
“Invisible” integration
New units continue to operate, but with immediate technical & marketing linkages to existing units
Person-by-person reconfiguration
=> Requires small-scale acquisitions
Acquisitions in the Future?
Traditional markets: More of the same is fine
Voice markets: Larger customers
Meet customers’ traditional expectations?
Demands: Bigger switches, vertical integration
Acquisitions: Bigger, vertical capabilities, more complex integration
Redefine customer expectations?
Market evolution: Flexible products, alliance sourcing
Acquisitions: Targeted, product focus, service complements (e.g., KPMG stake), may require larger acquisitions (e.g., Cerent)
International Network Services (INS)
INS acquisition would suit traditional demands of voice market customers
Vertical integration of network services
Large scale
Potentially disruptive to Cisco
Alliance disruptions?
Integration issues?
Financial impact?
Stock price impact?
INS v. Acquisition History
INS price is above mean, but within historical range
Cost/Employee is lower: Bargain or less value-added?
Employment is much larger => Integration concerns
Integration concerns will cause stock price to fall
Financial Projections
Margin, ROS, & Rev/Employee decline
=> Impact on stock price & value of options?
INS Issues
Dilutive impact likely
Integration?
Too big for traditional “invisible” integration
Initial stand-alone unit, followed by sequential integration? – Possible, but requires new skills
Business model evolution?
Commitment to “traditional” voice market strategy?
What are alternatives to serving phone companies in their traditional style?
Lucent preemption?
Or let Lucent struggle with integration?

Cisco Follow-up
Cisco did not acquire INS
Lucent purchased INS, Fall 1999 ($3.7 bln)
Many INS personnel joined Cisco
Others left to set up an INS competitor
Sell-off rumoured, November 2001
Cisco v. Lucent Around Aug. 10, 1999 Announcement Date of Lucent-INS Acquisition
Cisco Expansion
20 acquisitions in 2000
Bought firms with RBOC contracts & signed new RBOC contracts (GTE, US West)
BeCAMe preferred data networking equipment supplier for five platforms at SBC (e.g., DSL)
Expanding east coast center at RTP
2001-2002 Reorganization
15% layoff in response to telecom slump (Chambers cut salary to $1)
Realigning around technologies rather than markets, centralizing engineering & marketing
Basis for growth leadership as market recovers
Employee incentive changes
Now: Job retention rather than option appreciation
Mid-term: Return to growth?
Longer-term: Salary & career advancement in post-growth company
Cisco v. Nortel, Lucent, & NASDAQ, 1991-2001
Cisco v. Nortel, Lucent, & NASDAQ, 2000-2001

Founded 1984 (Len Bosack, Sandy Lerner), Stanford spin-off
New management, 1989 (John Morgridge), bought out founders in 1991
Minimal hierarchy w/ central control
Outsourcing
Supplier & customer partnerships
Common IT platform
Stock options to all employees & new hires, big component of compensation
Physical co-location & IT to encourage cross-functional work
Virtual factory: Use others production capacity, linked via IT
Customer service based on IT, compensation based on customer satisfaction
Initially – Consumer advocacy position, later – engineers contact customers
Distribution channels: Direct, single tier, two tier
Strategy: Emphasis on organizationI
John Chambers, 1995
Product development via acquisition & alliance (A&D rather than R&D)
Continued: Customer contact, IT systems
Strengths
Product leadership
Customer-orientation
IT internally & w/ customers
Employee loyalty
Partnerships
Strengths
Customer-orientation
Product leadership via A&D
Internal IT network
Customer IT interface
Employee loyalty
Supply-chain partnerships with producers, assemblers, & vendors
Strong leadership: Morgridge, Chambers

Product evolution
Early 1990s: Internal network switching (Boeing) – Enterprise market, 40% share in 1999 ($17 bln market)
Reliability, capacity, speed, multi-tasking,
Internet – 80% router share in 1999, 33% of all ISP gear, 18% share of SME market
Growth opportunity: Voice communication switching ($225 bln mkt) – 1% share in 1999
Customers: Phone companies – need new skills
Phone companies used to dealing with vertically-integrated suppliers
Competitors: Nortel, Lucent – moving into data via acquisitions
Future growth: Consumer networking
Acquisitions
Products & people
Immediate integration
Each person had title, boss, health plan, email, website access by the time Cisco took control
Internal IT
Recruiting
Many personnel task
Education
Saving $55mln per year
Helped reduce turnover – 7% pa in 1999 v. 18%-28% at competitors (actually, mainly due to stock appreciation, not IT)
B-B e-commerce
Cisco Connection Online, 1997
Order, pricing, product configuration, technical assistance, SW downloads, support, order status, partner referrals, self-diagnosis
80% of revenue by 1999
Most service activities by 1999 (saving $75 mln per year)
Configuration saves $107 mln, SW downloads save $86 mln
Customer satisfaction up from 3.4/5 to 4.3/5 from 1994 to 1998
Supply chain management systems
Coordinated network (owned only 2 of 37 plants)
E learning, Cisco Learning Institute, Cisco Networking Academy
Financial systems: Real time accounting, performance v. budget, track key indicators
International Network Services (INS)
Network consulting services & SW tools (2000 employees)
Supports routers ($2.5 service to $1 router)
Cisco investment & close relationship
Cisco supported telephone mkt development
Lucent offered $3.7 bln stock
Benefits to Cisco
Add internal integration resources & skills
VI for phone mkt sales
Preempt Lucent
Contra
Discourage future partnerships?
Different business
Difficult to integrate 2000 employees => Separate profit centre?
Let Lucent paint itself into a corner



畅享论坛提示:看帖后顺手回帖,是对辛苦发帖者的鼓励,是美德。


等级:试用期
行业:石油天然气煤炭
职能部门:
城市:成都市
金币:11
 发表于 2008/9/11 10:50:07 | 圈子 | 发送站内信 | 加为好友 | 邀请加入圈子
top第1楼
gggg
(共 1 条) 上一页 1 下一页
您还未登录,不能对文章发表评论!请先登录
2020-03-28 07:55:12 443/2020-03-28 07:55:12 458/2020-03-28 07:55:12 474