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Cisco's John Chambers answers his critics: What premium pricing?

John Gallant, Scot Finnie and Eric Knorr | March 15, 2010
Cisco CEO John Chambers talks about what Ciscos competitors are saying about the company.

FRAMINGHAM, 12 MARCH 2010 - Cisco CEO John Chambers talks with IDGE Chief Content Officer John Gallant, Computerworld Editor-in-Chief Scot Finnie and InfoWorld.com Editor-in-Chief Eric Knorr about what Ciscos competitors are saying about the company.

Chambers: 'I did not want to compete against IBM and HP'

How do you respond to the three most common things that competitors say about Cisco? Cisco products are proprietary. They come at a premium. When you can't get a win with IT, you go around them to the business side and create a stir.

First, let's deal very much with proprietary. We are an open standard company, period. The Internet is open, any device to any content. When we moved into telepresence, we got huge market share on the high end. Sixty-four percent. Yet, we made it an open standard. We made it an industry standard available to others, not just for a Tandberg-type of interface, but anybody who wanted it. All of our base is off an open, standard net the Internet. We don't have a proprietary operating system that only operates in our products. The Internet, any device can interface to it. And we want it to. First, it allows us to move in markets faster. Secondly, customers are protected. They don't lock in to a device operating system, a device or in the data center.

The second part of your question about whether we sell the technology to the business side at the same time? Of course. If you're really going to be a successful company, it isn't about how you just work the technology side. You've got to be able to develop the confidence to the business leaders, the CEOs and the IT organization at one time. IT is no longer about managing this complex data center and making it run. IT is about enabling the business strategy of a company, using it to differentiate yourself vs. your peers, drive productivity. I would argue [it's about] even embedding IT into your core capability, whether it's how you do services, product development, sales. In fact, at some point you won't be able to tell the difference between what's my business strategy and my IT strategy, they'll be so deeply intertwined. Anybody who's going to be successful here must learn to develop the trust, both of the IT organization, the CIO, the CEO, the business leads. In fact, if you only develop the trust of the CIO organization, you can't help the IT organization as they begin to move rapidly in key project areas.

Chambers: Why the Flip video camera matters to CIOs

What about the middle point about the Cisco price premium? They call it the Cisco tax.

 

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