Gaining Competitive Advantage Through Internet Business Solutions. 1999, Cisco Systems, Inc.

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1 Gaining Competitive Advantage Through Internet Business Solutions Source Presentation_ID graphic: 1999, Cisco Systems, Inc. 1

2 Cisco - A Best Practice Example Who s been to Cisco and can tell us about the working environment and culture? Cisco makes routers. What are routers? Why are they the poster child? Why is Cisco a best practice example of E-Business? 2

3 Cisco In the Beginning Founded in 1984 by Sandra Lerner who was Director of Computing at the Stanford Business School and Len Bosack at the Stanford Computer Science Department - Sandy and Len. Financed Cisco on credit cards and a mortgage on their house. 3

4 The Problem to be Solved Original ARPAnet design broke messages into small packets for transmission which were sent to the central network for broadcast. Interface Message Processors (IMPs) connected local networks to the ARPAnet but not to each other. For LANS in two Stanford buildings to talk they had to move the packets through IMPs to the ARPAnet which would eventually broadcast them back down to the destination department. 4

5 Routers The Internet Needed to connect the networks that made up the Internet Cooperative routing needed to provide a path from Len to Sandy Len CISCO Routers Sandy 5

6 Cisco In the Beginning In 1987 pitched the router idea to 75 VC firms before getting $2.5 million funding from Don Valentine at Sequoia Capital gave up 32% of the company. Cisco never needed the funding because of the rapid growth that followed US Congress opened up the Internet 28,000 hosts at that time Cisco went public In 1989 had $4.9 million profit. 6

7 Cisco In the Beginning In mid John Morgridge was brought in from Grid Computers as President and CEO. Sandy became VP of Customer Service and Len became the CTO. By 1990 Sandy and Len pushed out by the the other VP s sold their stock for $170 million. In 1991, John Chambers joined Cisco as a Senior VP for Worldwide Operations. In 1994, he became Executive Vice President and in 1995 be became President and CEO of Cisco. He was previously at IBM and Wang. 7

8 Cisco Today Source: Hoovers.com 8

9 Source: Hoovers.com 9

10 Cisco Today Source: Hoovers.com 10

11 Business Development Competition: Profit & Economic Model Business Function & Value Chain User Activity Financing Model Operating & Technology Human Resources Knowledge Management Source: Farris & Pfeifer 11

12 What is/has been John Chamber s Strategy? 12

13 John Chamber s Strategy Assemble a broad product line Systemize acquisitions Set industry networking standard Pick the right strategic partners Customer orientation Chambers: if I find someone who looks at the customer as a burden or problem, I ll strangle him or her. That s unacceptable. Source: Brent Schlender, Computing s Next Superpower, Fortune ASAP (Feb 23, 1998) 13

14 Cisco s 2000 Acquisitions Source:Hoovers.com 14

15 Cisco s 2000 Acquisitions Source:Hoovers.com 15

16 Cisco s 2000 Acquisitions Source:Hoovers.com 16

17 Cisco s 2000 Acquisitions Source:Hoovers.com 17

18 Cisco s Acquisitions Why did John Chambers on August 25, 1999 pay 100 million shares of Cisco stock or $7 billion for Cerent an optical networking company with lifetime sales of $50 million? 18

19 Global Networked Business Model What are the key elements of the global networked business model? 19

20 Core Assumptions of Cisco s Global Networked Business Model The relationships a company maintains with its key constituencies can be as much of a competitive differentiator as its core products and services. The manner in which a company shares information and systems is a critical element in the strength of its relationships. Being connected is no longer adequate. Business relationships and communications that support them must exist in a networked fabric. Source: Cisco.com 20

21 The Cisco Story Challenge Scale the company Maintain high-quality customer support Maximize return to shareholders in times of: Rapid growth Technology change Acquisitions Shortage of experts Internet Business Solutions Results Dramatic competitive advantage through: Higher customer satisfaction Faster time to market $685M+ in savings 27% improvement in productivity ($2.5B expense base) Source : 21

22 Internet Strategy What are the advantages of an internet strategy? What might threaten such a strategy? 22

23 Summary Financial Impact of Internet Business Solutions Customer Care Headcount Avoidance Software Distribution Document Publishing Internet Commerce Headcount Avoidance Financial Contribution $75,000, ,000,000 $40,000,000 $12,000,000 Supply Chain Management Reduced Operating Cost Increased Contribution Employee Services Online Hiring Productivity Increase Total 75,000, ,000,000 $8,000,000 $4,000,000 $550,000,000 + Source : 23

24 E-business Impacts Three Broad Areas of Firm Activity Buy-Side In-Side Sell-Side Supplier network Company internal infrastructure Customer network EXTRANET INTRANET INTERNET 24

25 Using the Web to Restructure the Supply Chain What should come first, the sell-side, inside or buy-side? Why is buy-side an important area for Web enabled systems? 25

26 Cisco s Internet Business Solutions Development Manufacturing Marketing Sales Support Supply Chain Management Internet Commerce Customer Care Workforce optimization Source : 26

27 Internal Systems Oracle Enterprise Management System - $15 M 9 month rollout Two year IT architecture replacement Peter Slovak: In a two year period, we replaced every piece of technology in the company. We have a very low cost/high value technology architecture. We have no mainframes, no mini computers, and no legacy technology. Everything is current 27

28 Cisco s IT Architecture Common PC platform,o/s, Productivity SW, Browser Common Applications Packages Worldwide Oracle Database Management Enterprise servers Oracle Workgroup servers NT Worldwide network base upon TCP/IP 28

29 Cisco SELL- SIDE 29

30 Cisco s Sell-side Strategy How has Cisco implemented its sellside strategy? What were the steps? 30

31 Cisco Connection Online the CCO 1995 Check order status, configuration and pricing online 1996 Place orders online 1997 Place orders through customers ERP s 1998 Large customers can schedule needs directly into Oracle s production management system Online market for complementary products from other vendors 31

32 Cisco Connection Online (CCO) 150,000 active registered users 70% technical support delivered online Savings of $365M annually 32

33 Customer Care Results Total Logins/Month 1,600,000 1,400,000 1,200,000 1,000, , ,000 Over 81% questions handled on line Dramatic growth over 1.1million logins per month 25% higher customer satisfaction 98% accurate, on-time repair shipments Annual savings of $365 m Headcount $75 m Software download $250 m Document publication $40 m January 1999 Satisfaction , ,000 Satisfaction Satisfaction Source : Jan '94 Apr '94 Jul '94 Oct '94 Jan '95 Apr '95 Jul '95 Oct '95 Jan '96 Apr '96 Jul '96 Oct '96 Jan '97 Apr '97 Jul '97 Oct '97 Jan '98 Apr '98 Jul '98 Oct '98 Jan '99 33

34 Using the Web to Restructure the Supply Chain Compare and contrast self-service at CISCO and Dell. Why does the self-service model provide high customer satisfaction? Is the self-service model right for everyone? Which industries? 34

35 Cisco BUY SIDE / EXTENDED ENTERPRISE 35

36 Cisco s Supply Chain Strategy Describe Cisco s supply chain strategy. How did Cisco achieve virtual integration? 36

37 Supply Chain Management Extended ERP systems to suppliers Automated routing data transfer through EDI Eliminated need for purchase orders and invoices Developed partnership with suppliers and created test cells on supplier line Test procedures automatically downloaded on order configuration Suppliers test using Cisco methodology Cisco Automated Testing on Outsourced Supplier Line Cisco Central Control Supplier Test Cell Single Enterprise with Suppliers Build Plan Money Product WAN Supplier Source : 37

38 Supply Chain Management (Continued) Automated data gathering Engineers aggregate design information at the touch of a button All companies in supply chain work off of same demand forecast reducing inventory costs Suppliers ship directly to customer and do not require Cisco interface PDM ERP CDMS Customer New Product Introduction Cisco Intranet Cisco One Button Push Dynamic Replenishment Supplier Single Forecast for Entire Supply Chain Cisco WAN Direct Fulfillment 3 Days Distributor Source : Supplier Customer 38

39 Cisco Manufacturing Connection Online Single Extended Enterprise New Product Introduction Autotest Direct Fulfillment Dynamic Replenishment Global Networked Business Model Source: Cisco Systems Inc, HBS 39

40 Supply Chain Management Results 50% of unit volume directly shipped without Cisco touch New product introduction time to volume accelerated by a quarter (annual contribution margins enhanced by $100 million) Lead times reduced from six to eight weeks to one to three weeks Engineering change notice time down from 25 days to 10 days Annual operating costs reduced by $75 million Source : 40

41 CISCO IN - SIDE 41

42 Workforce Optimization Cisco Employee Connection Employee services Travel/expense Benefits enrollment Training registration Stock information Internal IT help desk Directory and organization chart Source : 42

43 Workforce Optimization (Continued) Workflow Purchasing/ORM Recruiting online Decision support EIS Source : 43

44 Workforce Optimization (Continued) IP/TV for sales/product training Company-wide employee meetings and broadcasts Collaboration with suppliers for new product design Stanford Engineering courses online Source : 44

45 Workforce Optimization : Results Annual Revenues per Employee $K* Total Employees Cisco ,124 3 Com ,040 Bay/Nortel ,000 Lucent ,800 * (Latest Quarterly Revenues x 4) /employees as of 4QCY98 Source : 45

46 Cisco Web Applications Intranet EIS/ DSS Employee Self-service Communication and distance learning Collaboration and workflow management Web-enabled legacy systems Source: Cisco Systems Inc, HBS Internet/Extranet Extranet supply chain Customer self-service through the Web Net commerce through the Web Marketing through the Web 46

47 Financial Impact of Internet Business Solutions Customer Care Headcount Avoidance Software Distribution Document Publishing Contribution ($m pa) Internet Commerce Headcount Avoidance 30 Supply Chain Management Reduced Operating Cost Increased Contribution Workforce Optimisation Online Hiring Productivity Increase Source : 47

48 Cisco s Shareholder Value Creation Value of $100 Invested in Jan Cisco 1,296 Nortel/Bay 3Com Source: NASDAQ, Jan. 3, 1995 to February 5,

49 CISCO: Lessons Learned Listen to customers. Start small. Focus on quick payoffs first. Expect success: plan to expand infrastructure quickly. Evaluate commercial products you can use and adapt. Market the applications both internally and externally. 49

50 Cisco - The Future Will Cisco still be the industry leader in five years? What companies and technologies might challenge its leadership position? Can it continue its outstanding growth rate? 50

51 Cisco Model Can the Cisco model be applied to other industries? 51

52 Business Development Competition: Profit & Economic Model Business Function & Value Chain User Activity Financing Model Operating & Technology Human Resources Knowledge Management Source: Farris & Pfeifer 52

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