Tammy MacLean November 16‚ 2011 Cisco Systems (2001): Building and Sustaining a Customer-Centric Culture Introduction/General Problem Statement: 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%
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| Case Analysis – CISCO Systems | | | | | | 1. How have Cisco’s channels evolved in the last 10 - 15 years? Why have they evolved that way? What does the future look like? Cisco is the leader in the switches and router market. Cisco was described as a classic start-up fairy tale. Indirect sales and distribution through resellers was responsible for the small percentage of products delivered in the early 1990s. Cisco model was praised as a successful indirect sales and
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Harvard Business School “Customer Centric Global Branding: Lessons from Latin America” Rohit Deshpandé‚ Harvard Business School rdeshpande@hbs.edu Global Branding Conference Koc University Istanbul 22 June 2010 © 2007 rdeshpande@hbs.edu 2010 Harvard Business School The “Provenance Problem” When “made in (emergent country)” doesn’t help: Made in Brazil Made in Russia Made in India Made in China B.R.I.C. or Kenya or Turkey or Vietnam © 2007 rdeshpande@hbs.edu 2010 Harvard Business School
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Cisco Systems [pic] Networking the Internet Revolution Brandi Martin brandi@ucsc.edu Table of Contents Paper Objective Section 1: The Network Equipment Industry A. Industry Profile B. Competitive Strategies within the Industry C. Porter Model Evaluation of Industry Forces D. Globalization of the Industry E. Importance of Information Technology to the Industry Section II: Company Perspective:
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Routing the Path to End-To-End Communication An Analysis of Cisco Systems and how the use of Information Technology gave them a Competitive Advantage Mira Vissell ISM 158 Business Analysis Paper March 4th‚ 2004 Table of Contents Objective Section I: Industry Summary: An Analysis of Network Equipment Industry A. Industry Profile B. Competitive Strategies within the Industry C. Porter Model Evaluation of Industry Forces D. Globalization of the Industry E. Importance of Information
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What does it mean to be customer centric ? The heart of the word customer is “custom”. Great companies understand this. They know building a value proposition around what customers really want – and will want in the future is the foundation far a competitive advantage and business success. What are the benefits of centricity ? * A profitable customer base * Clear understanding of how to grow your business and profits‚ based on a deep knowledge of your customers * An ability to respond
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AMD : A Customer-Centric Approach to Innovation ISEG – ISM MBA Program September 30‚ 2010 Professional Management Skills Assessment Word Count: 2600 This case analyzes the strategy of AMD‚ a microprocessor manufacturer which is a direct competitor of another microprocessor company‚ Intel. Between the two companies the competition has never been really balanced because of Intel’s much more Important Size and budget. AMD has found itself in a bad shape several times but has always success in
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Discuss why Best-Buy’s customer-centric model may not be relevant today. More specifically‚ consider the following issues: How have segment needs and preferences evolved to prompt a re-consideration of the customer-centric model? Which factors contributed to such shifts? Can Best-Buy currently successfully compete for the customers in the “long-tail” of the Pareto curve? Provide a rationale for your answers. ____________________________________________________________________________
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Cisco Systems‚ Inc. (NASDAQ: CSCO‚ SEHK: 4333) is an American-based multinational corporation that designs and sells consumer electronics‚ networking and communications technology and services. Headquartered in San Jose‚ California‚ Cisco has more than 65‚000 employees and annual revenue of US$40.0 billion as of 2010. The stock was added to the Dow Jones Industrial Average on June 8‚ 2009‚ and is also included in the S&P 500 Index the Russell 1000 Index‚ NASDAQ100 Index and the Russell 1000 Growth
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Best Buy Customer Centric Model “How can Best Buy continue to have innovative products‚ top-notch employees‚ and superior customer service while facing increased competition‚ operational costs‚ and financial stress?” This is the critical question asked by a company who has out survived others‚ but will they outlast when all is said and done. Originally known as the Sound of Music established in 1966‚ Best Buy began as an audio components retailer. By 1983‚ the company officially changes its name
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