The Cisco case study
How Is building a brand In a business-to-business context different from doing so In the consumer market? The Cisco case study gives some examples of strategies that the company used as it transitioned into and gained market share in the consumer market, but to get some perspective of the two markets differences consider the following quote.
These acquisitions align with Coco’s goal of increasing overall internet traffic, which ultimately drives demand for its networking hardware products.
” (Kettle and Keller 2012) Rather than reinventing the wheel Cisco made strategic acquisitions that allowed them to achieve Immediate market penetration, “Cisco revenues Increased 41 percent from 2006 to 2008. Led by sales Increases In both home and business SE. (Kettle and Keller 2012) In conclusion, to succeed when building a brand in the business to business environment it is important to emphasize the technical advantages of your product and then show how those advantages will increase shareholder value. In the consumer market extolling the intricate technical virtues of your product Is likely to eliminate large sections of the market that Just want a product that works. (Chalk 2013) So creating (or buying companies that already create) products that consumers buy, trust to work, and that will Improve their lives Is the name of the game.
Collins, Mike (2011, June). Industrial Marketing is not Consumer Marketing. Industrial Maintenance & Plant Operation, PIP. Kettle & Keller (2012). Marketing excellence, Cisco case study.
Marketing management, Up. 57-58. Chalk, Mindy (2013). What’s the language of your brand? Marketing Week (Online Edition). 7/17/2013, pip-18. IP.
Question 2: Is Ciscoes Plan to reach out to consumers a viable one or not? Why or why not? To answer the question of whether Coco’s plan is viable or not we must first define what constitutes a “viable” plan.
According to the case study, Coco’s goal is to increase verbal Internet trams, wanly ultimately roller anemia Tort Its networking unaware products. (Kettle and Keller 2012) As Kettle and Keller also point out “Coco’s revenues increased 41 percent from 2006 to 2008, led by sales increases in both home and business use. By the end of 2008, Coco’s revenue topped $39. B and Business Week ranked it the 18th biggest global brand. ” Clearly they have achieved their goal of reaching out to the consumer market and in doing so have increased their shareholder value.
Now that we have established what the target was and confirmed that Cisco had a viable plan to reach their consumers it’s time to answer he questions how and why. Mindy Chalk put it this way when she was analyzing Coco’s early struggles in the consumer markets. “Eradicating Jargon internally and externally has also helped Cisco. It aimed to change the way in which it was seen by customers, employees and shareholders by changing how it communicates, defining and rolling out its tone of voice, which employees have adopted. She went on to say that, “This was because engineers who developed the products were the ones naming and describing them. Those names were used internally and then externally by the sales force and marketing departments, among others.
However, Coco’s customers didn’t fully understand the product terms. ” “Customers felt like they were wasting time and these are people that are advocates, evangelize our solutions and services,” says Michael Lent, director of brand experience at Cisco. The experience demanded clarity in the [tone of] voice and how we presented ourselves to our customers. …
When we are designing the brand experience there are steps and foundational pieces that need to be put in place, one of which systemically we had to fix and that was language. ” (Chalk 2013) As stated in question 1, one of the biggest ruinations hurdles that had to be overcome was converting from being technologically specific to being simple to understand and easy to implement.