Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

Its unique integration process had worked well for Cisco from 1994 until 2001, when its buying spree ended, causing public speculation that the firm had overshopped. Yet in early 2002, the CEO of Cisco announced that he would acquire eight or ten companies that year. This case examines Cisco's postmerger integration (PMI) strategy. Students will discover how Cisco realizes value from its acquisitions and challenged to consider how Cisco's PMI strategy reflects its corporate strategy and culture.
Industry:

About

Abstract

Its unique integration process had worked well for Cisco from 1994 until 2001, when its buying spree ended, causing public speculation that the firm had overshopped. Yet in early 2002, the CEO of Cisco announced that he would acquire eight or ten companies that year. This case examines Cisco's postmerger integration (PMI) strategy. Students will discover how Cisco realizes value from its acquisitions and challenged to consider how Cisco's PMI strategy reflects its corporate strategy and culture.

Settings

Industry:

Related