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    Cisco (1)/ juniper Cisco (1)/ juniper Document Transcript

    • CISCO Group - EVOLUTION 22-Jul-13 Submitted to : Prof. Rangan Mohan Submitted by : AsadSaeed -12009 AyushiAgarwal- 12131 Priyamvada Maheshwari.-12034 Ritesh Jaiswal.-12153 Sriraksha Kashyap.-12050 Vaibhav Dewangan.-12043 Business Marketing Assignment
    • Contents CISCO- Introduction ................................................................................................................................ 2 Understanding Market: Understanding Customer Groups: ............................................................... 6 Customer Intelligence: By Econometric Models: ................................................................................ 6 Understanding existing customers : ............................................................................................... 7 Buyer propensity analysis : ............................................................................................................. 7 Measuring the ROI of the intelligence activities - Key Success Factors : ....................................... 7 Understanding New Business Models ................................................................................................ 8 Cisco: Content Marketing Strategy ..................................................................................................... 9 Channel Management at Cisco : ......................................................................................................... 9 Juniper Networks .................................................................................................................................. 11 Routing .............................................................................................................................................. 12 Customers ......................................................................................................................................... 14 Innovation Technology at Juniper Network...................................................................................... 17 Macro level Bases of Segmentation.................................................................................................. 18 Micro level Bases of Segmentation................................................................................................... 19 JUNIPER NETWORKS INTRODUCES ITS VISION, STRATEGY & LICENSING MODEL FOR SOFTWAREDEFINED NETWORKS......................................................................................................................... 19 SIEMENS – COMPANY INTRODUCTION................................................................................................. 21 ROUTERS BY SIEMENS : ..................................................................................................................... 21 STRATEGY ADOPTED BY SIEMENS:.................................................................................................... 23 INNOVATION STRATEGY BY SIEMENS : ............................................................................................. 24 INNOVATION STRATEGY :.............................................................................................................. 25 NETWORK :........................................................................................................................................ 26 RECOMMENDATION & SUGGESSTION.................................................................................................. 27 1
    • INTRODUCTION : The Telecommunications Equipment Manufacturer (aka TEM, sometimes "Network Equipment Provider", or NEP) industry has undergone a rapid upheaval in the way they develop and build their products since 2000. Previously an industry where products were built in an entirely proprietary fashion, from the physical design of the equipment (including boards and chassis), to the operating systems, the middleware, and the overlying applications, manufacturers have changed their product building blocks to include standardized boards, middleware interfaces, and operating systems. There is currently a large ecosystem of telecommunications equipment "building block" providers supplying the industry with commercial-off-the-shelf components. Additionally, there are numerous industry standards bodies driving the definition of methodologies of how these COTS components work together. Telecommunications Equipment Manufacturers Most of the notable TEMs/NEPs have been active in their participation with standards bodies, specifications, and promotional organizations relating to carrier hardware, carrier-grade Linux, and middleware. Notably absent from participation in most of these organizations has been Cisco, one of the strong leaders in the telecom and networking product industry. Nokia (NOK) Siemens AG (SI) Nokia Siemens Networks LM Ericsson Telephone Company (ERIC) Nortel Networks (NT) Cisco Systems (CSCO) Alcatel (ALU) History For many years, products made by TEMs and NEPs were completely proprietary, from the board to the application. This was highly expensive for these companies; however, they were able to absorb the engineering costs by virtue of the fact that their products, despite their relatively low "parts" costs, were extremely expensive. Additionally, TEMs/NEPs generally sold not a single product to a carrier, but a grouping of products for an end-to-end solution, and were thus able to gain additional revenue from services not simply consisting of service contracts (wherein they would agree to fix / replace a product or part within a certain amount of time), but also from installation and deployment. 2
    • The Bubble Capital Expenditures by carriers peaked in 2000; the burst of the so-called "internet bubble", and later, the economic fallout from the September 11, 2001 terrorism attacks, led to significant cutbacks in carrier spending. Increasing competition in the carrier market, particularly in the mobile phone space, although leading to increasing numbers of subscribers, led to significant decreases in subscription pricing for end users, and in the end, a downward trend in ARPU (average revenue per user). At the same time, 3G was beginning to gain significant traction, and new equipment deployments were still needed, particularly to support the emerging, data-heavy applications demanded by mobile customers. One thing was clear: Carriers were reducing capital expenditures, but the growing mobile base demanded an increase in infrastructure. The obvious conclusion was that carriers needed to be able to purchase equipment at lower costs. We, as a group have chosen CISCO as our company to study the different B2B activities going on in the market. In the study we are going to study about CISCO’s competitors and their strategy in the market. The two competitors we identified are JUNIPER and SIEMENS. We’re going to identify what strategies CISCO must use to win the race amongst its competitors .Throughout this assignment we are going to explore our knowledge on the B2B marketing strategies. 3
    • CISCO- Introduction Cisco Systems, Inc. is an American multinational corporation headquartered in San Jose, California, that designs, manufactures, and sells networking equipment.Cisco enables people to make powerful connections-whether in business, education, philanthropy, or creativity. Cisco hardware, software, and service offerings are used to create the Internet solutions that make networks possible providing easy access to information anywhere, at any time. Cisco's current portfolio of products and services is focused upon three market segments— Enterprise and Service Provider, Small Business and the Home. The solutions for each market are segmented into Architectures, which form the basis for how Cisco approaches each market.(www.cisco.com) Corporate market:Corporate market refers to enterprise networking and service providers. Borderless networks: For their range of routers, switches, wireless systems, security systems, WAN acceleration, energy and building management systems and media aware networks. Collaboration: IP video and phones, TelePresence, Health Presence, Unified Communications, Call Center systems, Enterprise social networks and Mobile application Datacenter and Virtualization: Unified Computing, Unified Fabric, Data Centre Switching, Storage Networking and Cloud Computing services. IP NGN (Next Generation Networks): High-end routing and switching for fixed and mobile service provider networks, broadcast video contribution/distribution, entitlement and content delivery systems. Small businesses: Small businesses include home businesses and (usually technology-based) startups. Routers and switches: The machines that route and redirect packets across a network, including those for networks of smart meters. 4
    • Security and surveillance: IP cameras, data and network security solutions, etc. Voice and conferencing solutions:VOIP phones and gateway-systems, WebEx, video conferencing Wireless: Wi-Fi Access points Network storage systems: Persistent storage on networks, either in the traditional sense or in a cloud-like manner. Home user:Home user refers to individuals or families who require these kinds of services. Broadband: Broadband refers to cable modems. Market Capture:Cisco is the networking giant and is sitting pretty with 54 percent of the market share in the networking categories.Cisco has the lion’s share of the market in switches and routing, reaching roughly 65 percent and 70 percent respectively. Cisco continues to grow market share. This is attributed Cisco’s unique & innovative approach to providing an open, standards-based data center network architecture and ecosystem that maintains customer choice. The organization is increasing business value while substantially decreasing the total cost of ownership (TCO). With Cisco Unified Computing System, they are truly evolving the way customers approach the data center, focused on consolidating resources, accelerating server deployment, and simplifying management – flexible and scalable for any workload. Top 5 Network Service Providers by Revenue Share Others ZTE Cisco Cisco Juniper Alcatel/ Lucent Seimens Seimens ZTE Others Alcatel/ Lucent Juniper 5
    • Understanding Market: Understanding Customer Groups: To understand and tap the growing Indian Market Cisco has formed ―The Market intelligence Organization‖ They have identified the ―five pillars‖ that Cisco’s sophisticated intelligence operation rests on. The intelligence system serves the company’s different internal customer groups. 1. Macro Intelligence (“Country Dynamics”): Monitoring and analysis of political and macroeconomic issues, social trends, legislative issues and environmental topics and understand the relevancy of these findings for Cisco’s business in Europe. 2. Verticals and segments: Monitoring of segments such as finance, retail, manufacturing and the public sector in order to understand the industry growth drivers and the subsequent needs for present and future solutions that Cisco can provide. 3. Customer Intelligence: Monitoring the (potential) customers in the market landscape that consists of the total addressable and adjacent markets for Cisco’s products and services by region, by vertical, by sizeband and by technology focus. Understanding the potential to further develop existing accounts by using a set of econometric models as well as to identify new opportunities. 4. Competitive Intelligence: Building on the several models like Porter’s 5 forces (industry rivalry, the power of customers, the power of suppliers, new entrants, risk of substitutes). Looking at the competitive landscape and into the competitors’ capabilities like position, behavior, gtm model, strategy and sales offering. This is important for the business development people to understand in order to be able to focus on those customers that are not locked in with a competitor’s solution. Equally important is to identify Cisco’s unique selling points vis-à-vis the competition. 5. Channel Intelligence: In Europe Cisco’s products are sold through Partners, which makes Channel Intelligence a vital area in the intelligence framework. Cisco is monitoring their 1st and 2nd tier resellers, system resellers, direct sales partners, integrators, distributors, as well as emerging channels. Customer Intelligence: By Econometric Models: 6
    • Understanding existing customers : The Customer Intelligence unit at Cisco is responsible for maintaining a map of existing and potential customer companies in each region where Cisco operates. In this context, existing customers are evaluated from a risk perspective to their level of satisfaction and loyalty towards Cisco. For each level of satisfaction and each individual customer, opportunities exist for either upselling, cross-selling, or migration. Cisco has developed a set of ―buyer rules‖, principles that seem to guide the customer’s behavior in different scenarios. The result is an econometric model based on the long experience Cisco has of the IT solutions market and of their customers. Variables in the model include things such as number of employees, number of PCs installed, number of telephones, distance between offices, IT profile, purchasing patterns, number of remote locations, and the company’s growth pattern. Buyer propensity analysis : The intelligence operation directly supports sales in pointing out where the resources are probably best spent at any given time Measuring the ROI of the intelligence activities - Key Success Factors : List out of the following Key Success Factors that Cisco has identified for its Customer Intelligence operation.  Quality of input data – In its models Cisco uses a large number of sources for data validation in order to avoid the ―garbage in, garbage out‖ effect.  Sophistication of the model – The smarter the model is, the better the result. The number of data points for each analytical model is the key.  Usage (by marketing and account managers) – All marketers and account managers need to understand the benefits of using the analysis in demonstrating the ROI of the intelligence/sales activities. Constant communication between management and sales people is needed. Cisco has developed models to improve their understanding of the subject. 7
    • Additional success factors in supporting customer processes with high quality intelligence input have been identified at Cisco as follows. Listening to the customers Customers are of course very different and should be approached accordingly. Cisco tries to understand the following parameters.‖  Buying criteria – What, when and how the customer decides to purchase  Support needs – How important training and interaction are for the customer  Price and value – How the customer values the products and services that Cisco provides  Product feature perception – Whether the solution should ―just get the job done‖ or whether higher level of sophistication will be required  Ease of use vs. complexity – What is the customer’s capability and willingness to handle complexity in IT solutions  Decision maker – Who is the ultimate customer (CFO, IT Director or someone else) Understanding New Business Models This is important both because the organisation needs to understand the customers’ business, and the company is very much dependent on the channel business today. Customers now use the network for business. 8
    • Cisco: Content Marketing Strategy Content marketing is the practice of online marketing that deliberately uses a combination of search engine optimization (SEO), various social media channels, and blogging to publish content that people will seek-out, find and engage with. But content marketing isn't just a small business, or even B2C strategy. In fact, some surprising enterprise companies and industry leaders have adopted the strategy of online content production, blogging and social media distribution into their brand building. Cisco's content strategies included taking control, having more influence, and replacing the old, outdated ways of marketing to customers with an emphasis on providing value. Cisco’s content marketing team uses the following nine steps to drive change and innovation through their content strategies. 1. Be passionate and take risks 2. Get your first followers 3. Plan as a team 4. Start with one small thing 5. Make your story tell-able 6. Pause and reflect 7. Drive the change 8. Make it happen 9. Nurture the change Channel Management at Cisco : Cisco has been steadily revamping its channel strategy in India with more emphasis on working jointly with partners with varied strengths rather than traditional system integrators and channel partners. Cisco has felt the need to diversify in order to address new and more specialized segments. 9
    • According to its new classification, channel partners will now be under one of the following categories, each catering to a specific business objective and market segment: • Managed services or service providers • Transformational partnerships • Distribution partners • Architecture-led partnerships. The company has changed from a channel-led business to a partner-led business. What this means is that they now put more emphasis on how they can jointly work with not only system integrators, but also managed service providers, as well as companies that are more focused on niche technology areas. The change in channel strategy is also consistent with Cisco’s evolved business ideology. The company has moved away from a technology-oriented approach to a more architecture-based one. Therefore, it focuses on areas like borderless networks, collaboration, smart societies, etc. To respond to the Globalisation of business Cisco has launched its Go-To-Market Strategy for its channel partners. By this model they aim to meet the needs of multinational customers by simplifying partner-to-partner collaboration. The key highlights of the model are: To capitalize on the rapid globalization of business, Cisco today announced the launch of a go-to-market program designed to help Cisco channel partners collaborate with each other to better serve a rapidly developing and fast-growing multinational customer segment. Up until now, many multinational customers expanding internationally have engaged in separate transactions with local Cisco resellers in each country of their operations. To foster global coordination, Cisco's new go-to-market strategy is built around a transaction-based partner collaboration model. The Cisco® Global Resale Agent model provides each "host" partner with policies, processes and tools that enable it to select another Cisco partner as an agent in a different country. The agent can act on the host partner's behalf for the resale of Cisco technologies to new multinational customers. 10
    • This model provides local partners with "global rights" to select another partner in a different geography to deliver Cisco technology solutions on its behalf. After the host and agent partner engage in and complete a business transaction, the local partner buys the Cisco solution and invoices the customer locally. This partner-to-partner collaboration reduces the complexity of deploying the customer's information technology business solutions, streamlines service and support, and provides a means to broaden market opportunities and create competitive differentiation. Partners will use Cisco's Partner Exchange, a virtual environment that allows channel partners to find, connect with and collaborate with other partners that offer a complementary blend of technology, services and industry expertise. Juniper Networks Juniper Networks, Inc. is an American manufacturer of networking equipment founded in 1996. It is headquartered in Sunnyvale, California, USA. The company designs and sells high-performance Internet Protocol network products and services. Juniper's main products include T-series, M-series, E-series, MX-series, and J-series families of routers, EX- 11
    • series Ethernet switches and SRX-series security products. Junos, Juniper's ownnetwork operating system, runs on most Juniper products. Founded in 1996, Juniper Networks transforms the business of networking by converting a commodity–bandwidth– into a dependable, secure, and highly valuable corporate asset. Our customers benefit from network platforms that provide a lower capital and operational cost model, an assured user experience, and the intelligence to easily add new services.(www.juniper.net) Routing They provide comprehensive, scalable and secure routing solutions specially designed to meet the needs of both enterprises and service provider. All of their routers like core, multiservice edge and carrier Ethernet run on one common operating system known as Junos. Their product line are as follows: ACX Series Universal Access Routers ACX Series Universal Access Routers are environmentally-hardened, compact access routers that deliver industry-leading performance and simplified provisioning. BX Series Multi-Access Gateways The BX7000 Multi-Access Gateway is part of our backhaul network router solution, which addresses a network operator's current OPEX and bandwidth challenges while paving the way for a future migration to 4G technologies. CTP Series Circuit to Packet Platforms The CTP Series Circuit to Packet Platforms provide the advanced network router technology and features required to reliably transport TDM and circuit-based applications across nextgeneration IP networks. 12
    • E Series Broadband Services Routers The E Series Broadband Services Routers play a critical role in the networking control, delivery, and accounting of services at the network edge. J Series Services Routers The J Series Services Routers offer service providers and enterprises a variety of flexible network routers that deliver secure, reliable network routing solution to remote, branch, and regional offices. JCS1200 Control System The JCS1200 Control System allows you to independently scale control and forwarding planes to enable rapid service rollouts, lower costs, and enhance operational efficiencies. LN Series Mobile Secure Router The LN Series Mobile Secure Router is an edge access network router that provides highperformance network routing, firewall, and intrusion detection service (IDS) for harsh environments, including terrestrial, air, and sea vehicles and remote data aggregation points. M Series Multiservice Edge Network Routers The M Series Multiservice Edge Network Routers combine IP/MPLS capabilities with unmatched reliability, stability, security, and service richness. These secure network routers allow enterprises and service providers to consolidate multiple networks into a single IP/MPLS infrastructure. MX Series 3D Universal Edge Routers MX Series 3D Universal Edge Routers meet the rapidly growing routing needs for enterprise and service provider networks of any size with scalability in bandwidth, subscribers, and services. 13
    • PTX Series Packet Transport Routers PTX Series Packet Transport Routers are supercore routers with powerful capabilities that optimize MPLS and Ethernet. They provide critical core functionalities and capabilities that make them perfect to help operators adapt to today's rapidly changing traffic patterns for video, mobility, and cloud-based services. SRX Series Services Gateways SRX Series Services Gateways provide integrated routing, switching, and security, to enterprise branch and field installations T Series Core Network Routers: T Series Core Network Routers are industry-leading IP/MPLS core network routing platforms that scale from 320 Gbps up to 1.6 Tbps in a single chassis, and up to 25 Tbps in a T Series Multichassis system Customers Followings are the customer that deals with Juniper Network: Chelsio Communications Working together, Juniper Networks and Chelsio Communications offer high-performance, low latency products that deliver a complete end-to-end Ethernet solution for the most demanding high-performance computing environments. EMC2 EMC2 and Juniper Networks have worked together to establish formalized interoperability between our high performance networking solutions and EMC's industry leading storage 14
    • portfolio. This technical foundation allows our joint customers to confidently build solutions to enable true networking convergence in today's highly virtualized data centers Emulex Emulex partners with Juniper to develop comprehensive converged networking solutions. Emulex's OneConnect family of single-chip, high-performance 10GbE multi-function adapters are ideal for Juniper's customers looking for a flexible, standards-based, fully optimized solution for enterprise, data center and low-latency data and storage networking applications. IBM IBM is a key alliance partner for Juniper Networks across many technology areas. IBM and Juniper Networks can help customers transform their current data centers or plan new facilities that will help them take advantage of the QFabric architecture Infineta: Juniper Networks QFabric System and the Infineta Systems Data Mobility Switch (DMS) optimize data center interconnects to deliver the highest performance for critical applications such as high-speed replication, data backup, and live migrations. Intel: Juniper Networks QFX3500 Switch and Intel VN_Node to VN_Node (VN2VN) solution provide a future-proof infrastructure for the growing demands of small to midsize businesses. VN2VN enables administrators to consolidate storage and I/O at the network’s edge without a complex FCF switch. Panduit 15
    • Juniper Networks QFabric family of products and Panduit Unified Physical Infrastructure-based solutions help enterprises design and build the optimal physical infrastructure and take advantage of a switch fabric for the data center. Puppet Labs Puppet Labs’ technology integration with Juniper products enables IT organizations to coordinate change management between their compute and networking resources. This solution includes Puppet for Junos OS, which provides a native puppet agent for Junos OS-based devices, as well as the netdev Puppet Forge module. The Puppet and Juniper integration enables IT organizations to perform common network device configuration changes directly rather than through traditional methods (such as change-request tickets) which can be tedious and error-prone. By automating network resource management, Puppet reduces risk, increases agility, lowers operational costs, and improves overall service levels for IT infrastructure users. QLogic With wire-speed performance and its suite of highly versatile "Flex" technologies, QLogic® 8200 Series adapters combine with Juniper QFX3500 switches to provide organizations with end-to-end convergence. Deployed together, QLogic 8200 Series adapters and Juniper QFX3500 switches provide a powerful solution for traditional and virtualized data centers, network-attached storage, converged server I/O, and cloud computing environments. SolarFlare Juniper Networks and Solarflare's 10GbE data center switches and server adapters deliver an ultra-low latency, high-performance, low-power and highly scalable interconnect solution for application-layer environments ranging from dozens to thousands of compute nodes. Juniper Networks and Solarflare used in conjunction with Solarflare'sOpenOnload® application acceleration middleware deliver a complete endto-end 10GbE solution for the most demanding applications. Two important use cases 16
    • are the high performance computing (HPC) and high-frequency trading (HFT) environments. Violin Memory Juniper Networks Fabric family of products and Violin Memory's high performance storage array offer a high-performance switch fabric and storage solution for the demanding applications of next-generation data centres. VMware The combination of Junos and VMware's vCloud Director to manage all services through a single pane of glass accelerates the journey to the cloud. Juniper's network virtualization and VMware's server, storage, desktop and security virtualization capabilities reduce data center network virtualization costs. Innovation Technology at Juniper Network  IPv6 : The IPv4 address space will be depleted soon while IPv6 is still in the early stages of deployment. Juniper Networks provides toolkits to manage IPv4 depletion, to build your IPv6 infrastructure, and to prepare for a long period of co-existence with both IPv4 and IPv6 stacks.  Junos : Simplicity and innovation—they're what make Junos® so unique. Junos is one system, designed to completely rethink the way the network works. Junos is an open software platform that extends from core to client. Junos is a line of purpose-built silicon, specially designed and optimized to run the software. Junos is the unique technology foundation that defines a new network that transforms the experience and economics of networking.  Junos Innovation Fund: We are a venture capital fund focused on the Junos ecosystem, including networking technologies and applications of the future. 17
    •  Open Innovation : An increasingly diverse global marketplace calls for capabilities beyond that of any single vendor. Juniper offers a revolutionary software platform that allows customers to directly program their networks and run applications developed by an ecosystem of partners for rich user experiences, smart economics, and fast time to market. The Junos Platform gives developers unmatched flexibility to create dynamic applications that interact with the network from the client to the cloud.  OpenLab : The OpenLab, the JunosCenter for Innovation, serves as 'a collaborative and creative hub' to ignite software innovation and unleash the ingenuity of the network to deliver new capabilities and experiences. While engaging with the industry and academia to generate new network integrated applications, OpenLab reinforces Juniper Networks as the industry leader on network programmability and software defined networking.  Product and Solution Firsts: With more than 10 years of experience delivering disruptive innovation and 500 patents, Juniper Networks understands what you need. We continue to evolve our software, systems, and silicon to meet the demands of our customers' most challenging and complex issues—from accelerating business growth to reducing operational complexity and expense. As the new network advances, we advance with it—and so does your business. Macro level Bases of Segmentation Variable Illustrative Breakdown Size of the Organization Medium Geographical location America, Asia Pacific(APAC), Europe, Middle East and Africa Usage Rate Moderate Structure Of Procurement Centralized 18
    • Type of Buying Situation Mostly Straight Rebuy Micro level Bases of Segmentation Variable Illustrative Breakdown Key Criteria Technical Support, Price, Quality Purchasing Strategy Multiple Sources DMU Operational Decision Manager Importance of Purchase High JUNIPER NETWORKS INTRODUCES ITS VISION, STRATEGY & LICENSING MODEL FOR SOFTWARE-DEFINED NETWORKS Comprehensive Approach to Transition Enterprises and Service Providers to SDN Includes Six Key Principles and Four-Step Roadmap Juniper Networks, the industry leader in network innovation, today, at its annual Global Partner Conference, introduced the most comprehensive vision in the industry to transition enterprises and service providers from traditional network infrastructures to software-defined networks (SDN) and outlined its strategy to lead the SDN market. Juniper's SDN strategy will enable companies to accelerate the design and delivery of new services, lower the cost of network operation, and provide a clear path to implementation. Juniper's SDN strategy is rooted in six principles that directly address the most pressing networking challenges facing the industry today: 1. Cleanly separate networking software into four layers (or planes) -- management, services, control and forwarding -- providing the architectural underpinning to optimize each plane within the network. 19
    • 2. Centralize the appropriate aspects of the management, services and control software to simplify network design and lower operating costs. 3. Use the cloud for elastic scale and flexible deployment, enabling usage-based pricing to reduce time-to-service and correlate cost based on value. 4. Create a platform for network applications, services and integration into management systems, enabling new business solutions. 5. Standardize protocols for interoperable, heterogeneous support across vendors, providing choice and lowering cost. 6. Broadly apply SDN principles to all networking and network services including security from the data centre and enterprise campus to the mobile and wireline networks used by service providers. 20
    • SIEMENS – COMPANY INTRODUCTION Germany is a leader in the electrical and electronic engineering sector. It offers products, systems, solutions and services in power generation, power transmission and distribution, automation and drives, industrial solutions and services, transportation systems, enterprise communications, mobile phones and medical solutions. Siemens AG holds a 54.6% stake in SIEMENS. The company was established in 1957.The company has a wide presence across the country; its operations include 15Manufacturing plants and 16 sales offices. Siemens`s World plant makes medical equipment. The three Kalwa units make motors, switchgear, and switchboards. The Nasik unit makes industrial automation products, controllers, PLCs and UPS. Joka works makes control boards and switchboards. Aurangabad makes switchgear and photovoltaic modules. Goa makes medical equipment. SIEMENS derives 33% of its revenues from the automation and drives division, followed by 24% from the power division, 18% each from Siemens Information Systems (SISL) and healthcare/other services divisions. During fiscal2005, it acquired Siemens VDO Automotive, DemagDelaval Industrial Turbo machinery, and 51% interest in Pimac Engineers and Services. SIEMENS has a vast global network of 461,000 people, operating in over 190countries. In India, SIEMENS mirrors the portfolio of Siemens AG, except that Siemens VDO Automotive, and Siemens Public Communication Networks operate as separate companies. SISL, another group company, is now a 100%subsidiary of SIEMENS, and Siemens Building Technologies (SBT) has already been merged into Siemens.(www.siemens.com) ROUTERS BY SIEMENS : IWLAN/PB Link PN IO:  Description:The IWLAN/PB Link PN IO can be used as a gateway between Industrial Wireless LAN and PROFIBUS. The link is a wireless PROFINET IO Device at one end and a PROFIBUS DP master at the other end. PROFIBUS DP slaves can therefore be connected wirelessly to higher-level controllers. Support of PROFINET means that the wide variety of PROFIBUS system services, such as diagnostics over the bus, can still be utilized.  Features:Suitable for mounting in the control cabinet Suitable for installation in a control cabinet due to IP20 degree of protection (to fit 7.5 or 15 mm standard mounting rails).  Benefits:Devices can be replaced without the need for a programming device using the C-Plug swap media for backing up the configuration data, devices can be replaced without the need for a programming device. 21
    • IE/PB Link PN IO :  Description: As a stand-alone component, the IE/PB Link PN IO builds the seamless transition between Industrial Ethernet and PROFIBUS by means of real-time communication (RT) and thus enables existing PROFIBUS devices to be integrated into a PROFINET application. From the viewpoint of the IO Controller, all DP slaves are handled like IO Devices with an Ethernet interface, i.e. the IE/PB Link PN IO is their proxy.  Features :Cross-network PG/OP communication through S7 routing and data set routing (PROFIBUS DP).You can remotely program all S7 stations from the programming device via the IE/PB Link PN IO on Industrial Ethernet or PROFIBUS (S7 routing). You can also access all data of the S7 stations on PROFIBUS from the PC on Industrial Ethernet (e.g. for HMI applications with OPC Client interface) by means of the S7 OPC server. It is possible, for example, to use SIMATIC PDM (on the PC) to set parameters and perform diagnostics for a PROFIBUS field device over the IE/PB Link PN IO (data set routing).  Benefits: Investment protection for existing systems and no reliance on a specific manufacturer. You can continue to use legacy system and plant components that communicate over PROFIBUS and expand them. Through seamless integration of PROFIBUS devices in PROFINET over IE/PB Link PN IO, you can protect your previous investments. You can therefore rely on the innovative PROFINET standard and also remain independent of a specific manufacturer. IE/AS-i LINK PN IO: The IE/AS-i LINK PN IO facilitates the connection of subordinate AS-i networks to PROFINET. The integrated display and the integrated web server support easy configuration and diagnostics.. Single and double master versions are available. If required, rapid device replacement by untrained staff and without reconfiguration can be supported by a C-plug for the configuration data's backup and transfer. PN/PN Coupler: Overview: Maximum data exchange of 256-byte input data and 256-byte output data between two PROFINET networks 22
    • Maximum of 16 input/output ranges for the exchange of data Electrical isolation between the two PROFINET IO subnets Redundant power supply Supported Ethernet services o Ping o Arp o Network diagnostics (SNMP/MIB-2) Diagnostic interrupts Return ofSubmodule interrupts Application: The PN/PN coupler is used to link two Ethernet subnets with one another and to exchange data. The maximum size of the data which can be transferred is 256 byte input data and 256 byte output data. As a device, the PN/PN coupler has two PROFINET interfaces, each of which has two ports and each of which is linked to another subnet. During configuring, two IO devices are produced from this one PN/PN coupler which means that there is one IO device for each station with its own subnet. The other part of the PN/PN coupler in each case is known as the bus node. Once configuring is complete, the two parts are joined. Design: The PN/PN Coupler is located within a 120 mm enclosure. It is installed with a DIN rail (7.5 mm or 15 mm).The coupler is connected to the PROFINET PN IO networks using RJ45 plug-in connectors. Function: The PN/PN coupler continuously copies the output data of one network to the input data of the other network (and vice versa) STRATEGY ADOPTED BY SIEMENS: Responsible, excellent and innovative – these are the values that define who the company is and what they do. Sustainability in the broad sense – support for long term environmental, economic and social progress is the guiding principle of all actions. 23
    • The company is providing the world with the solutions it needs to master the challenge of demographic change, urbanization, climate change and globalization. INNOVATION STRATEGY BY SIEMENS : Innovation has always been the key to our success. Building on our strength of innovative strength, we have 32,300 researchers working on new solutions for energy, industry and healthcare and more than 1,000 research partnerships with universities, research institutes and industrial companies around the world. Innovations for the Environment - Protecting the world climate with a green portfolio :  Products and solutions: From power generation and distribution to the efficient use of energy in industry, households and transportation to cutting-edge technologies for water management and pollution control. Innovations in the Energy sector - Solutions to ensure tomorrow’s energy supplies.  Products and solutions: Grid connections for offshore wind farms Gas insulated transmission lines High-voltage direct-current transmission systems Combined cycle power plants. Innovations in the Industry sector - Integrated technologies for greater productivity, energy efficiency and flexibility  Products and solutions: 24
    • Drive systems Energy Management and consulting Mobility solutions – Parking and Traffic management systems, Rail automation and electrification, High-speed trains etc. Building Technologies – Energy-saving performance contracting, Building modernization, components for heating, ventilation and air-conditioning Lighting – Energy saving lamps, Light emitting diodes, etc. Innovations in the Healthcare sector - Advancing patient care with affordability.  Products and solutions: Refurbished systems CT Scanners Magnetic resonance imaging INNOVATION STRATEGY : Consistency : Technology Strategy Patent Strategy R & D resource strategy Processes People/ Skills/ Culture Consistent with respect to : Standards Strategy  Building a pool of young R & D employwws is the key to Siemen’s innovative strength  The product requirements of emerging markets are different to those of the developed world . They are : Product must be robust, to work in a tough environment. Product must be with just the basic features. Product’s price must be in line with buying power of consumers. 25
    • Product must be of high quality as comparable with global standards. Product must be repairable. Product must be suitable for rural distribution conditions.  The solution from Siemens management side for the product requirements of emerging markets is SMART value product develoment in the region. Which means : S imple M aintainance-friendly A ffordable R eliable and robust T imely to market. NETWORK : Networks are the breeding ground for innovation. The following figure shows the networking of siemens : Research Institutes Universities Other industries . Key Customers SIEMENS Government al Partners Competitors Start-up/VCs “Think Tanks” 26
    • RECOMMENDATION & SUGGESSTION Following are some ways through which CISCO can improve its position and performance in the Industry: Emerging Countries: As given in Global Information Technology Report 2013 by the world economic forum, Finland has toppled Sweden from the top spot in a ranking of economies that are best placed to benefit from new information and communication technologies (ICTs). Singapore came in second and Sweden third in the 2013 Networked Readiness Index, compiled by the World Economic Forum for its Global Information Technology Report. Therefore, Cisco should try to increase its presence in these countries. Emerging Sectors Healthcare: Information and communication technologies (ICTs) could improve healthcare, reduce medical errors, cut administrative costs and keep patients better informed. Adverse drug reactions, for example, are among the leading causes of death in the United States. Electronic drug prescription systems could check for adverse drug reactions and warn patients who have allergies or take multiple drugs. ICTs could also improve coordination of care for ICTs could also improve coordination of care for patients with complex chronic diseases and increase the uptake of preventive screening services. Here, a great potential lies in this sector and as Cisco already providing services; it should increase its no of services in this sector. Competitive Edge for Cisco selling: Cisco has a web documentary series called The Network Effect. It is not about self-serving, brand promotion or sales driven creative videos. Instead, one can hear inspiring stories of innovators and inventors who laid the path of Cisco’s network prowess in the industry. This makes a big impact in client building and hence should be retained. Cisco claims that Social media is just as important for their business-to-business groups as it is for their business-to-consumer groups. From a business-to-business perspective, social media has had an impact in three major areas: Engaging with customers in new ways. Extending the reach of our traditional marketing. 27
    • Reducing costs They have maintained social-media networks such as twitter, Facebook-pages, you-tube videos etc. which has helped them build relations with clientele. Domains need to be addressed/ improved Cisco customer service is ranked #392 out of the 647 companies that have a CustomerServiceScoreboard.com rating with an overall score of 32.02 out of a possible 200 based upon 83 ratings. This score rates, Cisco customer service and customer support as Disappointing. Some of the common potholes analysed are as follow: Response time found to be very high Little or no attention given to SME buyers Customers very easily switch to competitor products due to carefree attitude from CISCO employees Customers find it difficult to use, or make minute changes in the products when required. Cisco is found to run on its name, and is commonly found to have refused to provide support and after sales service to its buyers. This in turn creates a trend of one time buyers specially in case of SME’s ,while a contrast is being displayed by Siemens which is found to stand on its brand value, delivering exactly what it promises to all its buyers irrespective of their size. While, Current markets may be declining and operating in a well-worn pattern, the SME sector can be much more open to change. So, Cisco should offer them a better product or idea that can reach the SME decision maker to purchase their products. Cisco should look at the culture and management within SMEs, the difference between branding and positioning, as well as barriers to communicating with SMEs. Lead generation and sales-force engagement and relationship building is also an essential element to be considered for the same. 28
    • Bibliography www.cisco.com. (n.d.). Retrieved from www.cisco.com: www.cisco.com www.juniper.net. (n.d.). Retrieved from www.juniper.net: www.juniper.net www.siemens.com. (n.d.). Retrieved from www.siemens.com: www.siemens.com 29