By Ed Paulson
An insider finds the center thoughts in the back of Cisco's extraordinary luck
Most savvy enterprise observers agree that the most important part in Cisco's out of the ordinary development has been their unwavering dedication to increasing their product line via competitive acquisitions. due to the fact 1995, the ''New Goliath,'' as Cisco is understood in the course of the enterprise and finance groups, has obtained greater than sixty businesses. during this groundbreaking publication, a Silicon Valley veteran, Ed Paulson, makes use of his robust connections to Cisco's administration to bare the M&A gospel in accordance with Cisco.
Paulson explores how Cisco has used acquisitions to stick sooner than its rivals, analyzes their ideas and confirmed tools for incorporating new businesses seamlessly, certainly, and profitably. Paulson unearths the center-piece of Cisco's acquisition strategy-one that's company-focused, culturally appropriate, and keeps employees. He examines how Cisco executives ensure if a goal corporation is suitable with Cisco's company tradition and strategic outlook and describes the intense lengths to which those executives will visit achieve the loyalty of received humans. This e-book information the Cisco technique and illustrates the way it will be utilized to businesses throughout industries.
Ed Paulson (Chicago, IL) is President of know-how and Communications, Inc., a enterprise and expertise consulting company and a vacationing professor at DePaul University's tuition for brand spanking new education. he's a Silicon Valley veteran with greater than 20 years of expertise and the writer of diverse company and know-how books, such a lot lately, The expertise M&A Guidebook (Wiley: 0-471-36010-4).
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Extra resources for Inside Cisco: The Real Story of Sustained M&A Growth
If it meets all ﬁve of the criteria, then the acquisition is pursued to the next stages of extensive due diligence, synergy estimation, pricing, and the other myriad actions that are involved with a company acquisition. Cisco also ensures that any acquisition is not a merger of equals, that the target company knows that it will become part of Cisco Systems, and that everything the target currently does and knows will likely be changed in the integration process. A merger of equals is speciﬁcally avoided since it will interfere with this seamless integration.
Service providers are those companies that provide information services such as telecommunication carriers, Internet service providers (ISPs), wireless communication providers, and cable companies. 3. Commercial customers are those needing data networks that connect not only to internal locations, but potentially also to the Internet and/or business partners. Perhaps it was Chambers’ sales background that fostered the intensely customer-driven focus that already existed upon his arrival and is still practiced by Cisco Systems today.
This, I believe, is also an integral part of the current Cisco gospel with IP tacit in almost everything that Cisco does. Sandy believed that Cisco should be using the technology that it was selling and that Cisco would beneﬁt from the technology’s implementation just as Cisco’s customers would beneﬁt. Since Cisco’s customers were also technically oriented, it made sense to use the technology as a major means of communication. Cisco started out selling its products over the Internet as it existed in 1984, and Cisco continued to cultivate its online ordering functions.