FastTrack Training. "Network Basics." "The value of Cisco collaboration products." Eddie Martin December 2012

  • Tutorial
About a year ago, I noticed an interesting and fascinating series of lectures by Eddie Martin, which is incredibly intelligible, thanks to its history and real life examples, as well as colossal experience in teaching, which allows us to gain an understanding of rather complex technologies.

We continue the cycle of 27 articles based on his lectures:

01/02: “Understanding the OSI Model” Part 1 / Part 2
03: “Understanding the Cisco Architecture”
04/05: “The Basics of Switching or Switches” Part 1 / Part 2
06: “ Switches from Cisco ”
07: “ The area of ​​use of network switches, the value of Cisco switches ”
08/09:“ Basics of a wireless LAN ” Part 1/ Part 2
10: “Products in the field of wireless LANs”
11: “The value of Cisco wireless LANs”
12: “The basics of routing”
13: “The structure of routers, routing platforms from Cisco”
14: “The value of Cisco routers”
15/16: “Basics of data centers” Part 1 / Part 2
17: “Equipment for data centers”
18: “The value of Cisco in data centers”
19/20/21: “Fundamentals of telephony” Part 1 / Part 2 / Part 3
22: Cisco Collaboration Products
23:“Cisco Collaboration Product Value”
24: “Security Essentials”
25: “Cisco Security Software Products”
26: “Cisco Security Product Value”
27: “Understanding Cisco Architectural Games (Overview)”

And here's the twenty-third of them.

FastTrack Training. "Network Basics." "The value of Cisco collaboration products." Eddie Martin December 2012

I use the technique known to you and divide the board into 2 parts: just “Collaboration” on the left and “Collaboration with Cisco products” on the right.

What do customers think of teamwork? Why is it an important aspect for customers? Because it is a business need. Well-established collaboration means a good connection between my team and a team of engineers, better awareness between me and the development team. Which product makes me visible in the market? Collaboration product. The better I interact with clients, the higher my popularity. This sets me apart from the mass of other participants in the process.

Remember, I gave an example when you come to the bank, and the employee says to you: “Good afternoon, Mr. Martin! How are you? What's up"? And all that, that is, you are a special client of the bank, and you are given increased attention. So, it is exactly the same in business.

Consider the company Procter & Gamble - 60% of research, development and innovation comes to them from external developers. If I can increase the level of collaboration between people inside the enterprise and people outside it, I will raise my business to a new level. This is something that could not be done in the 70s, since it was not possible to accelerate the market.

The contact center is the main place in the business where the ROI of ROI marketing investments is tightly controlled. Transportation costs also play an important role. I hate trips, and it’s hard to persuade some of them, they do not go out to control the local business more than once a quarter and do not know what happens between their visits. They meet with partners at dinner, discuss problems, shake hands and all that. And when I come to these people, I don’t tell them that television presentations will replace them with such trips, no, I say that I want to help them work together between such trips, to increase the level of cooperation in the business process. I tell clients that they will be able to chat, and via video, send e-mail, call each other and easily exchange information.

We can open our eyes to clients about such business processes that they did not even suspect about, and find out how they themselves evaluate their effectiveness. This means that we must actively participate in their activities and see how these processes work today, to understand whether they coincide with the technologies that we can provide customers with to improve these processes. And if we provide them with such technologies, then customers can even tell us how they are going to measure their effectiveness and how they can be made much easier for more users.

For example, I ask how many phones you want to transfer and they answer me: “I have 2000 phones this year, $ 100 per phone,” I will help you save this money! This is the same ROI that must be respected.

Each client needs to be approached individually, because clients are different from each other. Many of our customers are under IT, which control their mind and imagination. Customers hope someone from IT comes and says, “Hey, how are you doing your business? Maybe I can make the network suitable for video and this will help you? ” Nothing like that! IT department wakes up in the morning and does not want it! It is our responsibility to give business such opportunities, and not the occupation of IT people.

Collaboration products help talk to whoever needs to, who connects those who sell and those who buy, with people who know how aggressively or gently they need to treat a process participant. How can I get knowledge from such people? Only if I give the opportunity to communicate with them on social networks.

Now let's move on to the second half - “Collaboration with products from Cisco”. Cisco is an innovator in this area. She was engaged in innovation from the very beginning, then it was also called IP-telephony.

Our collaboration architecture came about in 1997 when John Chambers talked about combining voice and data. Then we did not call it collaboration yet, we called it IP telephony, but we developed it for collaboration.

Innovation is followed by architectural issues.

Customers called me and said they wanted IP-telephony. Isn't it good when customers call you and say they want our products? They said they contacted other companies about telephony, switches, PoE, and Avaya told them that Cisco is the best company in this area. How can you not love such calls?

Our architecture meets the most diverse needs of customers, it works great and is implemented in any business structure. This proves that the issues of our architecture are not only related to collaboration, but also are the engine of an independent architecture for business.

Suppose we have contractor A in one place, supplier B in another, supplier C is located here, manufacturer D is there, and our architecture can connect them all together. If we add each time a new supplier unknown to us, our risks increase exponentially. There is also the opportunity to work with trusted people.

The third item is collaboration products, and the fourth is services and support. Most collaboration products need this. Once again I will say that Cisco has a long history of customer support, and you simply have to keep the services for this, because customers are not able to do everything themselves. Consulting assistance to clients is also our service.

Finally, the final point is Cisco's investment.

As for the services, I’ll say that they are prepaid or paid upon completion. The second are more common than the first.


FastTrack Training. "Network Basics." "Security basics". Eddie Martin December, 2012

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