MTL - The Science Fiction World of Xueba-Chapter 465 Cisco

Pang Xuelin stayed in the United States for another week. After repeated tug-of-war negotiations, the two parties finally reached an agreement.

Xuelin Pang acquired 49% of Scooper ’s shares from Sun Yansheng. Sequoia Capital also acquired part of the equity from Sun Yansheng and Scooper ’s management team, bringing Sequoia Capital ’s total equity in Scooper to reach Forty percent and the remaining 11% are held by the management team.

Sequoia Capital will dispatch a CEO to Scooper, who will be solely responsible for the operation of Scooper.

At the same time, Starring Technology and Scooper took a cooperation agreement. In the next fifteen years, Scooper will take full responsibility for the development of the Singhuan CVD / DVD in the Americas, Europe and Australia.

On this basis, Sequoia Capital will replace its 10% stake in Cisco with Ping Xuelin's Xinghuan Technology in the same proportion.

As a result, Pang Xuelin finally got the Cisco shares he expected.

As for Sun Yansheng, after completing the equity handover with Pang Xuelin and Sequoia Capital, he can't wait to return to China.

For him, Wanyan Company is the next main battlefield.

On April 15, 1994, in the third week of arriving in the United States, Pang Xuelin was accompanied by Benson Raphael to Cisco for the first time as the largest individual shareholder.

Cisco President Mogridge and Vice President Chambers have been waiting at the door for a long time.

John Mogridge is tall, in his fifties, with a pair of rimless glasses, polite, typical white elite image.

Chambers looks a little younger. These two are Cisco's golden partners. It is precisely because of their existence that Cisco has been able to enter the glory in just ten years of its establishment, and even once became the world's listed value. The highest company.

In order to find investment, the founders of Cisco, Lerner and his wife, found Don Valentine of Sequoia Capital.

The condition proposed by Valentine at the time was that he himself should organize the management team, and the Lerners finally agreed to his request.

Later, at the recommendation of Valentine, Mogridge joined Cisco and became the helm of this emerging technology company.

Mogridge's character is steady, his eyes are sharp, and his business philosophy and habits are small and square, and the Lena couple are quite different.

After several fierce conflicts, Cisco's management had no choice but to fire the Lerners.

In 1990, the Lerners cashed in $ 170 million worth of Cisco stock and left the company they founded.

Subsequently, Cisco officially entered the Mogric era.

Facts have proved that Mogric is a clear man.

He soberly realized that Cisco is no longer a company that can grow and develop through technology research and development alone, and needs to be separated from the management of family workshops.

Mogridge wanted to find a new helmsman for Cisco. He took a fancy to Chambers.

John Chambers was born in 1949 and later obtained a law and business degree from West Virginia University and an MBA in finance and management from Indiana University.

In 1976, Chambers came to California. He first worked in IBM's marketing department for six years. In 1983, he joined Wang An Computer Co. as a sales and marketing executive, and later became a senior vice president in the Americas and Asia Pacific.

In 1991, Mogridge invited Chambers, who left Wang An Company to spend his free time, to join Cisco. Chambers initially served as the senior executive of Cisco's global operations department, bringing new development ideas to Cisco and participating in the company's series of major decisions.

Three years later, this year, Chambers jumped into executive vice president, with overall responsibility for R & D, manufacturing, marketing, and management.

In January 1995, Chambers, 46, officially succeeded Mogridge as the new CEO of Cisco and began to steer the network company. Under his leadership, Cisco created the most brilliant performance in the history of the Internet. In 1997, Cisco became one of the Fortune 500 companies in the United States. At the time, the rise of the Internet drove Cisco to grow rapidly, and the company's routers and switches were soon seen as an important pillar of the increasingly networked world.

Because he has been engaged in front-line sales and customer service work, Chambers deeply understands the importance of meeting customer needs, which coincides with Cisco's "customer-centric" corporate culture. After years of experience in large companies such as IBM and Wang An, Chambers has accumulated rich experience in marketing and sales, and has formed his unique management philosophy.

Both Chambers and Mogridge have done sales, and neither of them has expertise, so neither of them is superstitious about technology.

When Chambers worked for Wang An Company, because the company relied on outdated technology, it eventually led to a decline in the company's performance and was forced to lay off 5,000 employees. Afterwards, Chambers became more determined to be "no technology worship", which later became another core of Cisco's corporate culture.

Chambers is always ready to buy any new company that represents the future of the technology.

Chambers believes that such acquisitions will allow Cisco to take fewer detours, reduce future uncertainty, and save money in the long-term market development.

The merger also expanded Cisco's market share in various fields and accelerated the establishment of Cisco's market leadership.

Chambers believes that entering the market is not the goal, it is important to occupy the first or second place in each market. If Cisco cannot do this on its own, then it must align with other companies in this market or make acquisitions, and it must reach its goal, otherwise it will quit. Since 1993, acquisition activities have been the driving force behind Cisco's development. In 2000 alone, Cisco acquired 22 companies. The acquisition helped Cisco absorb innovative technology and quickly enter new markets, and also brought a large number of engineering elites to Cisco.

Chambers did not separate the spirit of the company from the founder and his wife. He encourages Cisco engineers to start their business in their spare time, even if they leave Cisco for startups. Cisco will use funds as an investor rather than a manager to support them.

If the project is successful, Cisco enjoys the right to acquire first. If it fails, the company loses some investment, but it saves a lot of troubles in management, personnel, and organizational structure adjustment. Cisco also outsourced its production activities.

This means that Cisco can quickly expand production without worrying about expanding the plant and recruiting employees. When demand shrinks, the company can easily reduce the scale of production, so that during the economic depression, there will not be too many troubles to dismiss employees.

This concept can be said to be quite different from Warwick's business philosophy.

Warwick is to identify a technology, start with the bottom-most principle, and thoroughly understand it step by step, and then on the basis of it, expand the application field of new technology step by step.

This approach, whether it is to become a communications equipment supplier, or the later consumer electronics era, Warwick is exactly the same.

For example, when making a mobile phone, Warwick slammed the technology tree for taking pictures, so in the case of screens, memory and Samsung, and the system is not as good as Apple, Warwick finally took advantage of the super high level in the field of photography, and stiffly stood in the flagship market. He stabilized his heels.

In the 5G era, with its deep technical skills in the 5G field, it bucked the trend and took a step ahead of Samsung and Apple.

In Pang Xuelin's view, this is the gap between a first-class company and a great company.

Chambers and Mogridge are excellent businessmen and entrepreneurs, but they are one level behind Ren Zhengfei.

This is why Cisco became the world's most valuable company, but because of the Internet bubble, it collapsed, but Warwick was able to go against the trend and experienced several crises, but it has become stronger and stronger.

"Mr. Pang, hello, welcome to Cisco!"

Both Mogridge and Chambers looked at the magical boy from the East with curiosity.

They didn't know much about Pang Xuelin, only that this young man invented a brand-new audiovisual imaging device in China, which swept the whole of China in just a few months and created billions of wealth.

Then that company attracted the attention of Valentine, and eventually Pang Xuelin and Valentine became one of Cisco's largest individual shareholders by replacing Cisco shares.

However, Mogridge did not worry about the impact of such an additional board on Cisco.

Not to mention that their combined stake in Cisco exceeds Pang Xuelin. Sequoia Capital can also own 20% of Cisco ’s shares, plus the shares of other investment institutions, Pang Xuelin ’s share Ten shares, can't afford to make waves.

Pang Xuelin stepped forward, shook hands with Mogridge and Chambers, and then accompanied by the two to enter the Cisco headquarters for a visit.

"Mr. Mogridge, I remember you seemed to have acquired a company called Crescendo last year. Should that company's R & D department also be included in Cisco Labs? Is it convenient for me to visit now?"

Mogridge and Chambers glanced at each other. It was unexpected that Pang Xuelin had a deep understanding of Cisco, but he didn't think too much and smiled: "Mr. Pang, of course!"

Xuelin Pang followed Mogridge and Chambers and went straight to the Cisco laboratory.

He came to Cisco this time, not to meet these two businessmen.

The real goal of Pang Xuelin is Cisco's Catalyst switch.

In 1993, Cisco completed its first merger and acquisition since its inception, and the goal was a startup called Crescendo.

Although Cisco has created as many as two hundred mergers and acquisitions in the future, this is the first time in its "life", and it is this acquisition that opened the glorious era of Cisco Catalyst switches.

The amount of this transaction is 94.5 million US dollars, which is not a small amount for Cisco, which has just been listed for three years and whose revenue does not exceed one billion US dollars.

But a few years later, the annual revenue of Catalyst switches is as high as 15 billion US dollars.

Here I have to admire the vision and luck of Cisco's management. In this era when network hubs (HUBs) are far from popular, Cisco, which started as a router, is keenly aware of the network switch market and chooses to act decisively. "Blood" bought Crescendo.

This acquisition not only obtained Crescendo's products and technology, but also got 3 key figures to join, Mario, Prem and Luca, these 3 people later became Cisco's legendary engineers, known as the company's "heart," "Soul and Brain", also known as the "MPLS" team. (The other one is Soni)

After completing the acquisition, based on Crescendo's technology, Cisco launched its first switch Catalyst1200 in 1994.

This switch supports eight 10M Ethernet ports (10Base-T copper cable or 10Base-F fiber), and two module slots for UPLINK.

The slot module supports two 100M FDDI or CDDI interfaces, also known as fiber optic distributed data interfaces.

At this time, the Internet is still relatively unreliable, whether it is copper or fiber, it can only run up to 10M, and the speed of FDDI / CDDI is 100M, which is twice as fast.

One of Crescendo's specialties is FDDI / CDDI, so Cisco Catalyst's first show is such a switch that combines Ethernet and FDDI.

This is not enough to support the great Catalyst product line. Next, I tasted the sweetness of Cisco and launched a series of M & A operations.

This year, Cisco will also acquire Kalpana, which developed the industry's first Ethernet switch in 1989/90 and invented the port bonding technology (PortChannel).

Later, based on Kalpana's modular and stacking technology, the Catalyst 3000 series switches were born.

In the same year, LightStream, an ATM switch manufacturer, was acquired, so that Cisco had ATM technology.

In 1995, GrandNetworks was acquired. This acquisition gave Cisco 100M Fast Ethernet technology.

This is also the origin of the Catalyst1700 / 1900/2800 series of desktop switches.

In 1996, Cisco successively acquired NashobaNetworks and GraniteSystems two companies, owning the token ring network technology, while the latter has Gigabit Ethernet technology.

At the same time, based on Crescendo's technology and talent accumulation, Cisco also launched its first-generation backbone switch, the Catalyst 5000 series "big box" in 1995.

After some operations, Cisco completed the accumulation of full-stack technology in the exchange field at that time.

From 10M Ethernet, Fast Ethernet to Gigabit Ethernet, from FDDI to ATM to token ring network, from modular technology, stacking technology to Chassis.

At this point, Cisco has become a leader in the switch market, and the first generation of Catalyst switch fleet has begun to take shape.

Time has advanced to 1999, and people are immersed in the panic of the end of the century and the hope of the new millennium.

A major event happened in the middle of the year, which was comparable to the acquisition of Crescendo, and the most classic product in the history of Cisco was born.

This is the Catalyst 6500 series backbone switch ~ www.novelbuddy.com ~ Strictly speaking, no matter the 65 series is released before or after it is released, it will not happen overnight.

Starting with the C5000, Cisco has been trying to develop chassis-type backbone switches. After the C5000, C5500, and C6000, the Catalyst 6500 became the "cross-century" generation.

No one thought that this series of switches would be sold for 20 years.

In 2019, Catalyst6500 celebrated its 20th birthday.

Over the past 20 years, the Catalyst6500 has created countless industry benchmarks and obtained more than 500 patents. The total number of shipping ports has reached hundreds of millions. With generations of customers, it has passed the "" era, "cloud computing" era, "Internet of Things" era.

Such a core-level product with a life cycle of more than 20 years and cumulative sales of more than 1 million units is simply a "magic piece" in the history of network development!

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