Cisco
Cisco¡¯s success with their ERP and Web-enabled IT initiatives pertain to a number of factors. In this analysis, I will list a few most important attributes that helped shape Cisco¡¯s success in the case.
Strategic Intent
First, I consider Cisco understood the technological and economical environment of the industry and was able to set coherent strategies to meet the challenges. Fast-moving companies need to accelerate business decisions and build strategies that allow them to constantly increase the value they bring to their customers. Cisco has the kind of system and minds that constantly re-evaluated their position in the market.
Communications and Support
Cisco¡¯s management set out the vision of the programs and gave active support for their implementation. Since ERP affects many aspects of how the firm interacts with customers and suppliers, Cisco¡¯s management communicated well with all stakeholders and was nimble enough to use efficient planning methodology that engages the entire organization. Cisco¡¯s robust, interactive process created a framework that brought about effective communications and alignment among key internal groups, and laid a solid foundation for implementation within the organization in order to make decisions fast and move forward.
Market Demand
Another overriding factor that attributed Cisco¡¯s success in ERP and Web-enabled IT markets is the demand for such systems. I do not consider this just a plain luck for Cisco in this market, because without strategic vision and an efficient management system, Cisco could have missed the market opportunities. Instead, Cisco timely grasped the opportunity, developed and built cohesion around the company¡¯s network management strategy. They quickly explored how ERP and Web-enabled IT systems were evolving and evaluated how Cisco¡¯s networking capabilities and standards were able to drive the demand from the market.
Customer Needs
In order to implement a unique, integrated approach for crafting market-driven strategies
that produce dynamic competitive advantage, sustainable growth and increased profitability, Cisco always put themselves in customers shoes ¨C to draw on input from customers, channel partners and employees, align research & development and support investments with customer needs and values.
Supply Chain Management
For Cisco, the term ¡°customer¡± not only applied to those who buy from them, but also those network infrastructure equipment vendors who required their support. In addition to have direct relationships with suppliers, Cisco¡¯s success was to combine the expertise of distribution and contract manufacturing. Cisco¡¯s such approach in this case is a good example of how one firm has used Web-enabled IT to not only conduct business with its customers but also to recast its relationship to its suppliers, partners and distributors. In effect, Cisco created flexibility with its suppliers and manufacturers and decreased the cost of linking together Cisco, its manufacturers, and distributors
In summary, Cisco succeeded in accelerating the development of its ERP and Web-enabled IT programs through superior management strategy. Equally important are the factors that Cisco was able to rapidly understand the market dynamics and develop, validate, communicate and implement their management strategy, critique conventional wisdom and help us synthesize new understandings of market trends and customer needs. I consider Cisco will succeed [next page]