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“Fiscal 2010 was a defining year for Cisco following the unprecedented global economic challenges of the year before. This was our opportunity to show the world what a truly great company we are, and to position ourselves to extend our leadership in the years ahead.” In fiscal 2010, we saw a solid return to balanced growth across geographies, product and customer markets exemplified by Cisco reaching over $40 billion in fiscal year revenue. We focused our efforts on defining true innovation and operational excellence within our company. And we improved our position as a strategic partner to customers worldwide by showing how the network has become, in our view, the most strategic asset in communications and information technology (IT) today. Vision: The Network is the Platform to Change the Way the World Works, Lives, Plays, and Learns Today’s market is clearly in transition. Our customers include world-class enterprises, global service providers, small businesses and consumers. While each customer has unique needs and aspirations, they are united by a network that helps enable data center virtualization, collaboration and video to drive productivity and efficiency. The network enhances every aspect of our lives. Our customers recognize this.
To Our Shareholders, Fiscal 2013 was another strong year for Cisco, and we were pleased to have delivered record results despite a challenging and inconsistent global macroeconomic environment. Our results underscored the effectiveness of our vision and strategy and our strong execution. We consistently delivered on the commitments we made— to our customers, partners, employees, and you, our shareholders. By utilizing decades of networking investments, coupled with the breadth of our portfolio, we are providing our customers with an integrated architectural approach that solves their critical business requirements. This unique approach brings together application-specific integrated circuits (ASICs), software, hardware, and services, which we believe are key to our customers’ success now and into the future. In our view, we are the only company in the industry that can deliver on this integrated architectural approach. Our momentum reflects the fundamental role the network is playing in the key technology transitions in the market, including software, silicon, cloud, mobility, bring your own device (BYOD), security, and the Internet of Everything (IoE). We believe we are well positioned as the pace of these transitions increases, because we have accelerated our own speed of innovation to stay ahead of these transitions and help our customers capitalize on them to meet their business goals.
This case was written by Nir Brueller, Adjunct Professor of Strategy and Affiliated Senior Research Fellow at INSEAD, and Laurence Capron, Professor of Strategy at INSEAD and Research Director of the INSEAD-Wharton Alliance. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 2010 INSEAD TO ORDER COPIES OF INSEAD CASES, SEE DETAILS ON THE BACK COVER. COPIES MAY NOT BE MADE WITHOUT PERMISSION. Returning to his office in San Jose from the Christmas break on 2 January 2007, Richard Palmer, Senior Vice President of Cisco Security Technology Group, was still reflecting on his intense discussions over the past few months with Cisco Corporate Development Group about the ongoing negotiations with Scott Weiss, CEO of privately-held IronPort Systems of San Bruno (California). IronPort was the leading provider of email security solutions, focusing on spam and spyware protection for the enterprise market. By 2007, Cisco was the world leader in networking technology for the internet, having grown from two employees with one product in 1984 to more than 63,000 people, 200 offices worldwide, and 50 product lines. Its product portfolio consisted of several categories: network systems (routers, switches, optical networking), data centre (application networking services, storage networking, data centre switches), collaboration, voice and video (voice and unified communications, video, IPTV, cable and content delivery solutions), mobility/wireless (access points, outdoor wireless, wireless LAN controllers) and security (firewall, virtual private networks, security management). Cisco was also considered to be a best-in-class acquirer of high-tech companies by industry experts as well as corporate strategy practitioners.
A cutting-edge research study concerning 'prevention' of multiple 'pre-birth disabilities' due to chemicals-based irrational medications, that can pose severe vulnerabilities when administered during pregnancy or in lactation periods—has been launched by making stark demonstrations at HEC Pakistan.
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A watch strapped around your wrist is still the best device that can show you the exact time even if there are various modern devices capable of showing the time emerging these days. Aside from being convenient, they’re stylish and can improve your look in various ways. Currently, a variety of cool watches produced by different manufacturers is widely available in the market. If you visit a watch store, you’ll be impressed by the great deal of choices. Today, cool watches are in different and creative designs, and there will always be one that would greatly fit on your own style and wardrobe.
Research & Technology. Tutorial: MARTE: Also a UML profile for AAModeling and analysis of real-time and embedded systems, including their software and hardware aspects MARTE: Provides support for non-functional property modeling Adds rich time and resource models to UML Defines concepts for software and hardware platform modeling Defines concepts for allocation of applications on platforms Provides support for quantitative analysis (e.g. scheduling, performance) Annexes: ARINC 653 API , OSEK APIs, AADL guidelines,… AADL: a core language providing full support for modeling the application tasks and communication architecture, the hardware platform and the physical environment of embedded softwareintensive systems, predeclared properties to characterize task execution and communication timing, as well as deployment of the application on the hardware platform. Annexes: a collection of standardized property to meet specific embedded system analysis needs such as security analysis, dependability analysis, behavioral analysis, ARINC 653, support for automated generation and integration of systems. DL. SAE AADL meeting Seattle 2009. Madeleine FAUGERE ...
I n spite of public controversy and warnings from regulators, a few national and regional banks are routinely making payday loans, marketed under more appealing names. As shown by previous research and discussed here, these loans are promoted as a short-term solution to a financial shortfall, but in fact they keep borrowers trapped in extremely high-cost debt for a significant portion of the year. Bank payday loans are structured in the same way as other payday loans. The bank deposits the loan amount directly into the customer’s account and then repays itself in full, plus a very high fee, directly from the customer’s next incoming direct deposit of wages or funds such as Social Security checks. If the customer’s direct deposits are not sufficient to repay the loan, the bank typically repays itself anyway within 35 days, even if the repayment overdraws the consumer’s account, triggering high overdraft fees for subsequent transactions. The great majority of banks do not offer payday loans, but as of August 2013 we are aware of at least six that do: Wells Fargo Bank, U.S. Bank, Regions Bank, Fifth Third Bank, Bank of Oklahoma and its bank affiliates,1 and Guaranty Bank. The federal prudential banking regulators—who have long expressed concern about payday lending and who stopped banks from partnering with non-bank payday lenders years ago—have recently expressed serious concern about bank payday lending and proposed guidance that would put in place important protections. In addition, the Consumer Financial Protection Bureau (CFPB) recently released initial findings based on its analysis of bank payday data, expressed concern based on those findings, and indicated that it will take further action to address those concerns. CFPB’s findings are noted throughout this chapter, and the supervisory developments are discussed in the Legislation and Regulation section at the end.
Common depictions of those in prostitution are continually problematic. Portrayals of low moral fiber, hypersexuality, and a fouling effect on society dominate common representations of prostitution. These misconstructions tell a warped and inaccurate story of only one side of the sex industry—the supply. They also suggest that women in prostitution would exist without buyers in the sex market—the demand side of the sex trade has long been ignored, and, consequently, grossly misunderstood. This inconsistency in study and perception of the root causes of the sex trade industry has badly hindered the law’s and society’s understandings of a complicated issue. About the following, however, experts are certain: without the largely male1 demand for the purchase of sex, there would be no sex trade. It is only with a firm understanding of the role of demand for the purchase of sex that we can apprehend the reasons why the industry exists, why exploitation thrives within it, and what approaches we must take in order to end it. Experts continue to explore the complicated structures of oppression that foster the mostly male desire to buy sex. A former Merrill Lynch investment banker turned anti-modern slavery researcher and advocate, Siddharth Kara, plays an integral role in illuminating the economic dynamics that generate the sex trade and render slavery essential to the optimal profitability of the industry itself. Kara tells us the following in regards to the supply-demand economics that drive modern slavery: “Certain market forces create a demand for a product; other market forces create a supply to meet that demand.