CISCO

Group - EVOLUTION

22-Jul-13

Business Marketing AssignmentSubmitted to : Submitted by :

Prof. Rangan Mohan Asad Saeed -12009

Ayushi Agarwal- 12131

Priyamvada Maheshwari.-12034

Ritesh Jaiswal.-12153

Sriraksha Kashyap.-12050

Vaibhav Dewangan.-12043

ContentsCISCO- Introduction...............................................................................................................................2

Understanding Market: Understanding Customer Groups:...............................................................6

Customer Intelligence: By Econometric Models:...............................................................................7

Understanding existing customers :..............................................................................................7

Buyer propensity analysis :............................................................................................................8

Measuring the ROI of the intelligence activities - Key Success Factors :.......................................8

Understanding New Business Models...............................................................................................9

Cisco: Content Marketing Strategy....................................................................................................9

Channel Management at Cisco :......................................................................................................10

Juniper Networks.................................................................................................................................12

Routing............................................................................................................................................12

Customers........................................................................................................................................15

Innovation Technology at Juniper Network.....................................................................................18

Macro level Bases of Segmentation.................................................................................................19

Micro level Bases of Segmentation..................................................................................................19

JUNIPER NETWORKS INTRODUCES ITS VISION, STRATEGY & LICENSING MODEL FOR SOFTWARE-DEFINED NETWORKS.......................................................................................................................20

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

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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.

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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.

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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.

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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.

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Cisco

JuniperAlcatel/ Lucent

Seimens

ZTE

Others

Top 5 Network Service Providers by Revenue Share

CiscoJuniperAlcatel/ LucentSeimensZTEOthers

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 size band 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).

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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:

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 up-

selling, 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

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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.

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)    

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Understanding New Business ModelsThis 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.

Cisco: Content Marketing StrategyContent 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

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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.

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.

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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.

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.

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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-

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

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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 next-

generation IP networks.

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.

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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 high-

performance 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.

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

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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

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.

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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

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,

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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's OpenOnload® application acceleration middleware deliver a complete end-

to-end 10GbE solution for the most demanding applications. Two important use cases

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

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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.

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 Junos Center 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.

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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

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

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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.

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

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from the data centre and enterprise campus to the mobile and wireline networks used by

service providers.

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SIEMENS – COMPANY INTRODUCTION

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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, Demag Delaval 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.

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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

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two PROFINET networks

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 of Sub module 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,

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economic and social progress is the guiding principle of all actions.

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

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Products and solutions:

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 :

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.

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Consistent with respect to :

Technology Strategy Patent Strategy

R & D resource strategy

Standards Strategy

ProcessesPeople/ Skills/

Culture

Product must be with just the basic features.

Product’s price must be in line with buying power of consumers.

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 :

SIEMENS

.

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Other industries

Universities

Governmental Partners

“Think Tanks”

Start-up/VCs

Competitors

Key Customers

Research Institutes

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 SectorsHealthcare:

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.

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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.

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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

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