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The case describes the acquisition strategy of the US based networking giant Cisco Systems (Cisco), a company that by 2003 had acquired 80 companies. The case explains the methodology adopted by Cisco to acquire companies. This included evaluating the target company, determining its compatibility with Cisco and integrating the acquired company''s operations with Cisco. The case also examines the measures taken by Cisco to integrate the cultures of the acquired companies with that of Cisco. The case also discusses the flaws in Cisco''s acquisition strategy that led the company into financial problems in 2001. Finally, the case describes the revision made by Cisco in its acquisition strategy and the progress made by the company. This case can be used as a good supplementary material while discussing mergers and acquisitions. It describes in detail the key components of an effective acquisition strategy and the pitfalls a company must avoid. The case is structured to enable students to: (1) understand the standardised approach followed by Cisco in acquiring and integrating a large number of companies (mostly start-ups) in a short period; (2) study measures taken by Cisco to integrate the diverse cultures of acquired companies; (3) study the flaws in Cisco''s acquisition strategy and how it led to financial problems for the company; and (4) get an insight into how Cisco revised its acquisition strategy and was able to turn around successfully. The case is intended for MBA/PGDBM students as part of the strategy and general management curriculum.