Mass Collaboration, Virtual Communities, Web2.0 and Telepresence are a few buzz words that follow the new tag line - “welcome to the human network: changing the way we work, live, play and learn” - from one of the world’s biggest networking dominators, Cisco Systems, Inc. Its CEO’s statement, by the end of (once again) a thriving Q1 FY2010 “Cisco’s strategy is based on catching market transitions—the market transitions that affect our customers”, may also imply that the company is confidently leading the market while driving its customers’ future needs.
Table of Contents
1. Company overview
2. The market
3. From the bridge-in a-box to DNA – the Cisco brand
4. Segmentation, targeting and going global
5. Into the human network – the promotion
6. Innovation: the power behind strategy
7. Windup
Objectives and Topics
This paper examines the strategic evolution of Cisco Systems, focusing on how the company transitioned from a hardware-centric router manufacturer to a customer-centric global leader in networking infrastructure through strategic acquisitions, market segmentation, and a strong commitment to brand value.
- Evolution of the Cisco corporate brand and identity
- Strategic market segmentation and global expansion strategies
- Customer-centricity as a driver for innovation and market success
- The role of the Emerging Technology Group (ETG) in corporate strategy
- Marketing, organizational structure, and the "human network" approach
Excerpt from the Book
From the bridge-in a-box to DNA – the Cisco brand
Finally, in 2006, the company decided to drop the “Cisco Systems” bridge-in a-box idea in favor of a more integral symbol-enhanced word-mark, emphasizing on the brand name “Cisco”. The new sleek and simple DNA tripe form of the logo is thought to deliver the perception of a content / collaboration / architectural-framework ICT company during their recent campaigns. (instead of the old network hardware player, who used to include the rigid word “Systems” in their logo) (identityworks review - Cisco, 2006) However, Cisco started building its intangible asset values from the very early stages of the business.
Back in the late 1990’s, Cisco had become famous for 'being the hardware maker that did not make hardware.' The company implemented three new online portals, the MCO (Manufacturing Connection Online), the CCO (Cisco Online Connection), and CEC (Cisco Employee Connection) which were used for interacting with suppliers, manufacturers, customers and resellers, while company employees used the intranet for communicating about the status of orders. Additionally, a new EDI system, ICS (Integrated Commerce Solution) was introduced to large scale distributers. (ICMR Center for Management Research, 2002) Hereby, Cisco adopted an administered VMS structure, and focused on its customers in the value delivery network. From the start to date, Cisco gave more priority into building its most complementary asset, the brand image and capturing new technology markets.
Summary of Chapters
Company overview: Provides a historical background of Cisco’s founding in 1984 and its growth into a world market leader in networking equipment.
The market: Analyzes the key players, competitive landscape, and market dynamics within the global communications equipment industry.
From the bridge-in a-box to DNA – the Cisco brand: Discusses the evolution of Cisco's brand identity, organizational portals, and the focus on intangible asset building.
Segmentation, targeting and going global: Details Cisco's geographical segmentation and its strategic approach to international market entry, specifically focusing on India.
Into the human network – the promotion: Explores the company's shift toward new customer segments through modern collaboration technologies and marketing campaigns.
Innovation: the power behind strategy: Examines the role of the Emerging Technology Group (ETG) and the "acquire & partner" strategy in fostering corporate innovation.
Windup: Concludes by summarizing Cisco's customer-oriented philosophy and its ability to derive value by listening to market cues.
Keywords
Cisco Systems, Networking, Customer Centricity, Market Segmentation, Brand Value, Innovation, Acquisitions, Human Network, TelePresence, ICT, Emerging Technology Group, Global Strategy, Collaboration, Infrastructure, Supply Chain
Frequently Asked Questions
What is the primary focus of this paper?
The paper focuses on the strategic management and operational evolution of Cisco Systems, analyzing how the company maintained its market leadership through branding, customer orientation, and strategic innovation.
What are the central themes discussed in this study?
The central themes include the transition from hardware sales to an architecture consultancy model, the importance of building brand assets, and the strategic use of acquisitions to enter new markets.
What is the core research goal?
The goal is to understand how Cisco successfully balanced customer satisfaction with profitable growth while navigating a rapidly changing high-tech industry.
Which methodology does the text follow?
The document uses a descriptive case study approach, synthesizing historical data, corporate strategy reports, and management theory to evaluate Cisco's business model.
What aspects are covered in the main section?
The main section covers Cisco's historical growth, its market-driven organization, the rebranding to "The Human Network," and the internal innovation processes driven by the Emerging Technology Group.
Which keywords define this work?
Key terms include Cisco Systems, Customer Centricity, Innovation, Brand Asset, Global Strategy, and Networking Technology.
How did Cisco rebrand itself in 2006?
Cisco simplified its logo and shifted its brand image from a hardware-only provider to a collaborator, focusing on the "Human Network" concept to appeal to broader customer segments.
What is the function of the Emerging Technology Group (ETG)?
The ETG acts as Cisco's internal venture framework, focusing on gathering ideas from employees to innovate and respond effectively to market trends rather than relying solely on direct customer requests.
- Quote paper
- Uddika Kahawatte (Author), 2009, Marketing and customer orientation of Cisco Systems Inc 2009, Munich, GRIN Verlag, https://www.grin.com/document/148158
