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300-215 Conducting Forensic Analysis and Incident Response Using Cisco CyberOps Technologies (CBRFIR)

Exam Number: 300-215
Exam Name : Conducting Forensic Analysis and Incident Response Using Cisco CyberOps Technologies (CBRFIR)
Exam Duration : 90 min.
Number of Questions: 60

Exam Description
Conducting Forensic Analysis and Incident Response Using Cisco Technologies for CyberOps v1.0 (CBRFIR 300-215) is a 90-minute exam that is associated with the Cisco CyberOps Professional Certification. This exam tests a candidate's knowledge of forensic analysis and incident response fundamentals, techniques, and processes. The course Conducting Forensic Analysis and Incident Response Using Cisco Technologies for CyberOps helps candidates to prepare for this exam.

Course Outline
20% 1.0 Fundamentals
1.1 Analyze the components needed for a root cause analysis report
1.2 Describe the process of performing forensics analysis of infrastructure network devices
1.3 Describe antiforensic tactics, techniques, and procedures
1.4 Recognize encoding and obfuscation techniques (such as, base 64 and hex encoding)
1.5 Describe the use and characteristics of YARA rules (basics) for malware identification, classification, and documentation
1.6 Describe the role of:
1.6.a hex editors (HxD, Hiew, and Hexfiend) in DFIR investigations
1.6.b disassemblers and debuggers (such as, Ghidra, Radare, and Evans Debugger) to perform basic malware analysis
1.6.c deobfuscation tools (such as, XORBruteForces, xortool, and unpacker)
1.7 Describe the issues related to gathering evidence from virtualized environments (major cloud vendors)
20% 2.0 Forensics Techniques
2.1 Recognize the methods identified in the MITRE attack framework to perform fileless malware analysis
2.2 Determine the files needed and their location on the host
2.3 Evaluate output(s) to identify IOC on a host
2.3.a process analysis
2.3.b log analysis
2.4 Determine the type of code based on a provided snippet
2.5 Construct Python, PowerShell, and Bash scripts to parse and search logs or multiple data sources (such as, Cisco Umbrella, Sourcefire IPS, AMP for Endpoints, AMP for Network, and PX Grid)
2.6 Recognize purpose, use, and functionality of libraries and tools (such as, Volatility, Systernals, SIFT tools, and TCPdump)
30% 3.0 Incident Response Techniques
3.1 Interpret alert logs (such as, IDS/IPS and syslogs)
3.2 Determine data to correlate based on incident type (host-based and network-based activities)
3.3 Determine attack vectors or attack surface and recommend mitigation in a given scenario
3.4 Recommend actions based on post-incident analysis
3.5 Recommend mitigation techniques for evaluated alerts from firewalls, intrusion prevention systems (IPS), data analysis tools (such as, Cisco Umbrella Investigate, Cisco Stealthwatch, and Cisco SecureX), and other systems to responds to cyber incidents
3.6 Recommend a response to 0 day exploitations (vulnerability management)
3.7 Recommend a response based on intelligence artifacts
3.8 Recommend the Cisco security solution for detection and prevention, given a scenario
3.9 Interpret threat intelligence data to determine IOC and IOA (internal and external sources)
3.10 Evaluate artifacts from threat intelligence to determine the threat actor profile
3.11 Describe capabilities of Cisco security solutions related to threat intelligence (such as, Cisco Umbrella, Sourcefire IPS, AMP for Endpoints, and AMP for Network)
15% 4.0 Forensics Processes
4.1 Describe antiforensic techniques (such as, debugging, Geo location, and obfuscation)
4.2 Analyze logs from modern web applications and servers (Apache and NGINX)
4.3 Analyze network traffic associated with malicious activities using network monitoring tools (such as, NetFlow and display filtering in Wireshark)
4.4 Recommend next step(s) in the process of evaluating files based on distinguished characteristics of files in a given scenario
4.5 Interpret binaries using objdump and other CLI tools (such as, Linux, Python, and Bash)
15% 5.0 Incident Response Processes
5.1 Describe the goals of incident response
5.2 Evaluate elements required in an incident response playbook
5.3 Evaluate the relevant components from the ThreatGrid report
5.4 Recommend next step(s) in the process of evaluating files from endpoints and performing ad-hoc scans in a given scenario
5.5 Analyze threat intelligence provided in different formats (such as, STIX and TAXII)

Conducting Forensic Analysis and Incident Response Using Cisco CyberOps Technologies (CBRFIR)
Cisco Technologies study help
Killexams : Cisco Technologies study help - BingNews https://killexams.com/pass4sure/exam-detail/300-215 Search results Killexams : Cisco Technologies study help - BingNews https://killexams.com/pass4sure/exam-detail/300-215 https://killexams.com/exam_list/Cisco Killexams : Cisco study: Network teams look to SDN, automation to manage multicloud operations

Networking teams have been challenged to provide hybrid workers with secure access to cloud-based applications, and they’re looking for greater automation and additional visibility tools to help them manage today’s diverse enterprise workloads.

That’s among the key findings of Cisco’s new Global Hybrid Cloud Trends report, which surveyed 2,500 IT decision makers in 13 countries to discern the trends and priorities of organizations that are managing workloads across multiple private, public cloud and edge computing environments. Cisco said its report is aimed at looking at how these multicloud environments impact network operations.

“We found that as businesses adapt to the changing environment, IT priorities are shifting,” wrote Thomas Scheibe, vice president of product management for Cisco cloud networking, in the report.

“For the first time, agility and business performance have overtaken cost and network management as the key concerns for IT teams, with 42% of respondents citing a more agile development environment as their top reason for moving to multiple clouds,” Scheibe stated.

At the same time, organizations are grappling with unprecedented levels of complexity and uncertainty, which is fueling a search for simplicity and security, according to Scheibe.  

As endpoints and applications become more dispersed and distributed, network complexity multiplies. While adoption of public cloud is growing, 50% of workloads are still deployed on premise. As a result, most environments will continue to be a mix of public cloud, hosted, private cloud, edge, and on-premises environments, Cisco stated. 

Copyright © 2022 IDG Communications, Inc.

Thu, 24 Nov 2022 01:15:00 -0600 en text/html https://www.networkworld.com/article/3680228/cisco-study-network-teams-look-to-sdn-automation-to-manage-multicloud-operations.html
Killexams : Cisco predicts organizations to embrace new technology and business trends in 2023 No result found, try new keyword!Bee Kheng Tay, President, ASEAN at Cisco highlights the top five business and technology trends for the upcoming year. Wed, 07 Dec 2022 09:00:00 -0600 https://techwireasia.com/2022/12/cisco-predicts-organizations-to-embrace-new-technology-and-business-trends-in-2023/ Killexams : Practical Advice For Organizing A Successful Open-Source Technical Certification Program

Dan is the co-founder and chief open source officer at Codefresha software delivery platform with CI/CD, GitOps, and more.

Training and certification programs have always been a popular way for people to pick up new skills and Improve their capabilities. When I was in high school, I had the opportunity to do the Cisco networking certification, which had a huge impact on my career. Famed technologist Kelsey Hightower got his start by using his wages at McDonald's to purchase an A+ certification book. Now he’s a distinguished engineer at Google.

These programs traditionally have been expensive and required learners to study physical books and take proctored in-person exams.

In my role at Codefresh, I’ve organized and hosted quite a few open source-centric labs, training and certification workshops over the years, both in-person and online, and we’ve learned a lot along the way. There are some important elements that can not only make a workshop much more successful than the typical labs that we often see available in the community today but also much more accessible.

In the spirit of open source, I’d like to freely share some of the important things we’ve learned.

Use hosted lab environments.

Whether you’re offering the certification training live in-person or virtually, it’s really difficult to account for the myriad personal computer variations you’ll see among the attendees. They’ll arrive with different equipment, different configurations and different experience levels as well. Relying on attendees’ personal machines often means that you, the workshop organizer, will waste much of the allotted training time debugging and/or reconfiguring people’s PCs.

Everything is so much smoother when you utilize a hosted online lab environment. With the help of a provider, you can create online lab environments for course participants that they access via a web browser—the virtual training environment itself is already preconfigured. So even if a course participant is connecting with a tablet, they can go through the training and exercises and never miss a beat.

In my experience, eliminating this variability has dramatically improved the percentage of people who successfully complete a training program. But there are additional benefits as well.

For Codefresh’s certification programs, we’re teaching people to build and deploy software to Kubernetes, a cloud-native orchestration platform. Generally in cloud computing, users have access to larger servers and resources. Putting all of that into a single developer’s machine basically means they get the most under-resourced cloud possible: their laptop.

Using under-equipped work or personal machines introduces a burden that many wouldn’t experience in their professional environment. Many would argue that employers should pony up for better resources (supported on the employer’s time/dime), and I don’t disagree. But while we’re waiting for a utopia, we can enable the next 100 Kelsey Hightowers with a more accessible program.

One of the really big additional advantages of the hosted online lab model is that with each step in the lab, the lab can automatically check to confirm that participants implemented a task correctly and can provide real-time feedback as needed. There’s a transparent and immediate feedback loop built into the model, whereas with conventional BYOPC labs and workshops, it’s not possible for instructors to see if their guidance is being implemented correctly by the participants—maybe they did things right, or maybe they didn’t. The hosted environment approach is a much more effective way to make sure that lab participants are successfully learning the material and implementing it properly.

Side note: If you’re going to offer a hosted environment whereby all of the coursework and interaction flows through a shared IP address, be sure to confirm that the address won’t get throttled if several hundred people try to use it at once for what may be seriously heavy lifting from a compute/bandwidth perspective. Do a dry run in advance to make sure the infrastructure scales as it should. In our case, one particular service we used would throttle us from pulling images students use in the lab.

Hosted lab environments introduce some additional cost, however, so the resources you outlay for the workshop have to make sense on a financial level relative to the anticipated benefits for the community. Some training providers may elect to charge an upfront fee for this accommodation.

Make the training "self-serve"-friendly.

Many technical certification workshops are oriented first and foremost as one-off live/virtual events that mostly benefit the attendees in the audience the day it was hosted. The (potentially large) audience of follow-on registrants will instead access a rebroadcast to follow along with the training as best as they can, but the learning impact just isn’t the same. Participants should be able to flexibly engage with the course content on their terms and timeline with no drop off in course effectiveness.

Consider making the studying material component of the coursework multi-functional so it can be delivered just as effectively in lecture format to live participants and for self-serve consumption post-event. You’ll find yourself designing the coursework differently—in a way that promotes learning effectiveness (and training continuity) for all course attendees and preserves the shelf life of the content for follow-on registrants.

Stay ahead of the technology.

In the open-source community, in particular, there is a high probability that eagle-eyed course attendees will notice—and not favorably—if you’re behind the times in the techniques you’re imparting. We expect and embrace this with the open-source community because innovation can move very quickly.

It behooves the training and certification course providers themselves to be as up to date as possible. And this ultimately requires a concerted and sustained effort to stay in sync with community innovation so that the coursework is directly relevant and therefore as helpful as it can be.

Conclusion

Embracing an excellent training and certification experience makes it easier for your users to learn and show off their certifications. This viral aspect of certification represents the best of open source: radical sharing.


Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?


Thu, 08 Dec 2022 20:30:00 -0600 Dan Garfield en text/html https://www.forbes.com/sites/forbestechcouncil/2022/12/09/practical-advice-for-organizing-a-successful-open-source-technical-certification-program/
Killexams : Cisco's Boom and Bust: a History Lesson No result found, try new keyword!"Cisco is a victim of its own doing -- for example, focusing on non-core businesses like consumer, and migrating off the path which made the company a tech bellwether such as innovative switching ... Thu, 01 Dec 2022 10:00:00 -0600 en-us text/html https://www.thestreet.com/technology/ciscos-boom-and-bust-a-history-lesson-11212172 Killexams : Cisco Systems, Inc. (CSCO) Raymond James Technology Investors Conference Transcript

Cisco Systems, Inc. (NASDAQ:CSCO) Raymond James Technology Investors Conference December 6, 2022 9:45 AM ET

Company Participants

Kip Compton – Senior Vice President-Strategy and Business Development

Conference Call Participants

Simon Leopold – Raymond James

Simon Leopold

Folks, thank you very much. My name is Simon Leopold, Raymond James' Data Infrastructure Analyst, here at our in-person tech conference in New York. It's exciting to see people again, to get dressed and to put shirt on with buttons and shoes, nice change, but we've got a session now with Cisco, Kip Compton.

So Kip, to get started, we've known each other for many years, crossed paths many times. You strike me as sort of the ultimate utility player. You've done a lot of things at Cisco side. I almost feel like no question is out of bounds, but I'm sure they are. So to help us maybe set the context for our conversation and the boundary conditions, maybe tell us a little about your current role and current focus. And we'll dive into the outline. And folks, if you have questions, raise your hand, we'll try to take questions from the audience as well.

Kip Compton

Thanks, and it's great to be here in-person. I think we've had shirts with buttons for a while, but shoes and all the rest of it is great as well as seeing everyone in-person. Before I jump in, I'm compelled by my Investor Relations team to say that I'll be making forward-looking statements that are subject to the risks in our latest filings.

With that out of the way, I've been – as you mentioned, I've been at Cisco a long time, I've done a lot of different roles. I'm currently Senior Vice President for Strategy and Business Development, for a business that internally we call Cisco networking. We're trying to simplify things, including with our organizational names.

In terms of our external reporting segments, that roughly maps to Secure, Agile networks as well as Internet for the future and represents the majority of the product revenue in business at Cisco.

Simon Leopold

And I guess in terms of, I've got sort of my notion of what to ask you about, but I think it's important for us to understand what are you spending most of your time on? What's – what are you occupied with? What do you – what keeps you busy?

Kip Compton

Yes, it's a large business. And so when you think about strategy and business development, I spend a lot of my time thinking about how can we grow the business, how can we generate more differentiation in our products that are valuable to our customers.

I spend a fair amount of time on inorganic activity as I think people who are familiar with that know you send more time on deals that you decide not to do than you do, and those are pretty important. And I spend time working with our go-to-market teams, understanding how we can accelerate the business.

Simon Leopold

And the volume question is a macro question, but I want – I understand. I want to ask it in the context of your job. But given we've got a strong U.S. dollar, recession worries, various changes by regions and products, how are you thinking about those elements influencing the way you think and what you're working on?

Kip Compton

Well, I'm in the product, our research and development side of Cisco. So we tend, frankly, to take a longer view. So we pay close attention to macroeconomic forecasts in terms of our operations and understanding how we should be managing our supply chain and our forecast and our sales and all that.

But in terms of our strategy and our research and development, we're looking out a three to five year sort of timeline. And we have – I mean we've seen – you mentioned some of the strong dollar for us over – I think 90% or more of our revenue is actually dollar denominated, and we do have some hedges in place for some of our costs. So we've so far seen a fairly material impact from that.

And in terms of softness, I mean, I think on our call, we mentioned we've seen some areas of softness, including in Europe. On the other hand, I think we just had our second biggest first quarter bookings number in the history of the company, second only to last year when things were jumping as people were building out networks in the pandemic.

So we're monitoring the situation, but we've also seen – I mean, Gartner recently published a report, surveying IT folks and companies. And I think 51% of them said technology was the last area that they plan to cut. So we're watching things carefully. We're investing for the future in R&D, but we're seeing some resiliency right now.

Simon Leopold

And the succinct next question is lessons learned from the pandemic. And what I mean by that is prior to the pandemic, maybe you might sole source certain components that now you multisource. So how has the experience in the last couple of years affected the way you think about long-term strategy?

Kip Compton

Yes, absolutely. I mean it hasn't fundamentally changed our strategy. That said, we learn and adapt to an environment just like everyone else. And so where we may have had our supply chain more optimized for certain things as we're in a time of uncertainty, clearly.

Right now, I think there's a lot of exogenous forces, certainly the pandemic and now the geopolitical environment. Our supply chain team and everyone else is adjusting to the environment that we see, going forward.

Simon Leopold

And so Cisco hosted an analyst meeting. Was it September? Lights are blur, seemed like that. But it was the first analyst meeting that the company hosted in a while, and you outlined at the time a TAM growing to $900 billion, which is pretty big. So I'm not asking you to repeat the entire content of the meeting, but help folks understand really what are the big growth drivers, what are kind of the most exciting transitional aspects of what's influencing that kind of massive TAM.

Kip Compton

Yes, absolutely. And I think you're referring to our Investor Day in September 2021. For folks who might want to look that up, all the materials are online. I think what I would say in terms of drivers over the next, let's say, three to five years, certainly, we're seeing hybrid work, IoT and then the web scalers as being three good drivers for us.

On the hybrid work side, the immediate thing you think of is our collaboration portfolio, and particularly, we believe with some of the devices that we have as companies are outfitting their campuses for hybrid work and realizing basically that every meeting is going to be a video meeting, and so every conference rep needs to have that equipment in it, that's an opportunity for us.

But in my job on the networking side, we're focused on the opportunity with the networking. And we're seeing that whenever a meeting is a video meeting because every meeting will have some remote participants, the load and the traffic on the campus networks is intense.

And that's driven a wireless and campus upgrade cycle that we think is fairly durable. That along with the traditional generational upgrades for WiFi 6 is – WiFi 6 has been very good. We're seeing 6E now kicking into gear as well.

On the IoT side, we're seeing people putting sensors into carpeted spaces and starting to use these to understand occupancy, to understand and optimize their energy usage. And actually, our office here in New York, there's some videos online Wall Street Journal just did a feature on it, where we renovated and put these technologies in as a good showcase for that.

On the web scaler side, we just continue to ride the growth there. I mean we saw a strong double-digit growth in our first quarter that just ended. We're really excited about the pipeline of technologies that we have to offer those folks and expect that to continue to drive growth as well.

Simon Leopold

So one of the things that I suspect is the way Cisco operates is the business units are sort of given their targets and you run with it, you run your business. And as long as you're running it, go. And so when we think about the – essentially, moving strategy to execution, that's the mystery to me from – as an outsider observing it. So you're looking out years and your colleagues are busy working on day-to-day, what's the process? And how does it go from your vision and your activities out years to come into the business day-to-day?

Kip Compton

Sure. Well, one thing I'd say, I mean, as you mentioned, you've known Cisco for a long time. So it's – I think it's a good observation of how we've treated our businesses in terms of autonomy. I would say, we formed the Cisco networking organization that I'm part of, we just formed in October.

And we actually brought together all of our networking businesses across both service rider and enterprise, for instance, really looking to be able to get more synergies and deliver more integrated solutions. So we're actually blending that classic model with more governance and more sort of big-picture thinking, so that we can get more efficiency as well as more differentiation.

In terms of how strategy works at Cisco, we have an annual long-range planning process, where we build three to five year plans that outline financial forecasts as well as strategies and areas that we want to enter investments we want to make. Those are presented and discussed with our CEO and his staff.

Once those are in place, we actually translate those into strategic intents for each of our businesses. And we work – my team actually works with them quarterly to monitor the progress against what needs to happen to have those strategies in place.

As well as in this environment, frankly, if there are any changes that would cause us to tweak our strategy, we're not changing strategy every quarter, of course. But depending on what's happening in the world, we might decide that an element of it should be sped up or another element maybe a little bit relatively less important. And then we repeat that process on an annual basis. So we feel good about that model.

Simon Leopold

So I want to ask about what the R&D priorities are. And I imagine there's a one-word answer, which is software. So let's go a little bit deeper.

Kip Compton

Absolutely. So when I think about it, I think in terms of two buckets for R&D, one is core technologies, and the other is essentially experiences that we're looking to invest in to deliver to our customers. So I think the core technology side, no big surprises there. By the way, software is big, but we're continuing to invest heavily in our ASIC strategy, right? Our Silicon One ASIC strategy is very important. We’re investing in our optics, which is highly differentiated and something that’s helped propel our webscaler success. We’re investing in core networking software. I think some of the things that we’ve made our name on and that we lead the world in. And we’re also investing heavily in security. So those are some of the core technology areas that we think are just important long-term plays, and that we’re pouring R&D investment into.

On the experience side, we’ve seen that what customers want is simplicity. And the way we think about this is what kind of experience. These core technologies are amazing. They enable essentially the modern world. But if you can’t operate it and you can’t get the outcomes out of it that you want, it’s not very compelling. And so investing in things like Meraki dashboard and what we announced last summer, and bringing Meraki across our whole portfolio is a big part of what we invest in as well.

Simon Leopold

Now, you did make a comment earlier on about inorganic efforts, and having filed Cisco for a while, I’ve observed the strategy that, I guess, we call outsourced R&D maybe that’s a common term. But you’ve invested in private companies historically, often they become acquisitions. How do you think about that particular strategy? It may be my imagination, or it just seems like you’ve made fewer acquisitions over the last 12 months than the prior period. But there could be a lot of variables there. So maybe update us on how Cisco thinks about that strategy.

Kip Compton

Sure. So, internally we have what we call our build by partner framework. And whenever we’re looking at a new capability or getting into a new business, we’ll ask ourselves and we’ll often actually do the analysis, scenario-based analysis, hey, if we built this ourselves, what does that look like? How long would it take? How much would it cost? What kind of differentiation could we build with our technologies and our engineers? If we partnered, what does that look like?

We don’t need to do everything ourselves. We have great partnerships across the industry, including somewhere we put things on our price list where it makes sense. And then last, and the one that generates the headlines is the buy, the acquisition case. And we’ll look at what targets are out there, what would that likely cost, what kind of cultural fit? I mean, you buy a company and you get the technology, but the team bolts, that’s usually not a value creation event for us.

And so we’ll actually map out all three of those and then sit down and look and decide, what’s the best path for each area. To your point about acquisitions, we don’t have a quota. It’s like, I’d have to go look at the numbers, my perception’s kind of aligned with yours. But we don’t have sort of a plan at the beginning of the year, oh, we’re going to buy this many companies because we do look at it through this build by partner. And what we do depends on the outside environment, where – what targets are available and what makes sense from a business perspective.

Simon Leopold

And in terms of the criteria, you mentioned cultural fit, I hear that over and over and over again. What are some of the other criteria used in making these decisions?

Kip Compton

I mean, some of the criteria are somewhat deal specific. So I don’t want to suggest like we have like a scoring, rubric or something, if only it was that easy. I think how complimentary the technology is, like maybe it’s obvious, but if we’re looking for a particular capability or product and the company has it, but it has a whole bunch of other stuff that either overlaps with what we have or has things that we would not want, and so we would be potentially exiting. Those tend to not be very good deals.

Where the mission – where we buy a company and then are like, oh yes, we’re going to change what you do. We’re going to take you in a different direction after we buy them. That’s often a little bit of a warning sign. I mean the general thing that I tend to think about a lot, I mean, the strategic fit is kind of obvious. The thing that I think about a lot of times is the fact that it is far easier to buy a company than is to like integrate it and keep the team and get the multi-year successful outcome out of that company. That is the hard part. And so, if anything I tend to bias my evaluation in that area.

Simon Leopold

So I want to pivot the questions towards a Topic I’ve been noodling with a bit more is around this idea of power consumption. So there’s been a lot of press lately about how much electricity data centers consume that they’re detrimental to the environment. And I read an interesting article saying, well, but if you’re not getting on a plane and flying, you’re reducing greenhouse gases. And so maybe there’s a good use. And so, I guess with rising costs of electricity, these questions have to be come up. So maybe could you talk a little bit about how you’re thinking about power consumption and the production of greenhouse gas as CO2 in the sort of engineering side and how that’s evolving with your customers and your engineering?

Kip Compton

Sure. So this is a huge focus for us, and it’s been for a while in terms of just – excuse me, our own sustainability goals. And what, I think we published some pretty ambitious and aggressive goals as a company. And part of those sustainability goals is how we reduce not just the greenhouse gases from Cisco’s own operations, but from our customers who are using our equipment. That’s part of our framework as it is for most companies. So this has been an effort for a long time.

In terms of the focus on engineering, last year I actually formed a engineering sustainability office that’s in engineering and works with all our engineering teams as well as the supply chain, as well as our Chief Sustainability Officer for all of Cisco to make sure that this is first and foremost as we’re designing products.

In terms of what we’ve seen in the market, this was important and then it became important and urgent with the rising energy costs and particularly in Europe. And what we’re seeing is that there are multiple places where we can help our customers. Customers are coming to us and one is with our Silicon One technology that is significantly more efficient on a per gigabit basis. Watts per gigabit is a metric in networking. I think we announced deployment with Deutsche Telekom publicly where they said that they reduced their power requirements by 92% on a per gigabit basis. So that’s a pretty significant improvement if you’re looking at a big energy bill.

Another area where we can help customers is with power over Ethernet technology. So this is technology that lets you send power over low voltage wiring. It turns out that this makes the power supplies much more efficient. So we’re seeing a lot of people when they renovate spaces or even build some data centers using this technology. And it improves the power supply efficiency pretty significantly.

The other area is in IoT and I mentioned earlier the sensors and environments. We did a study with Forrester using our Meraki sensors where Forrester saw a 27% energy improvement by using these sensors to trigger close the blind when it’s hot. These are some very basic things, but if you can use sensors to automate them, you can get those savings at scale.

So we see – we talked about – Chuck mentioned on our most exact conference call, we see these energy costs as obviously a potential macroeconomic headwind for everyone. But we also see there being an opportunity for us to help our customers in this area. And we’re seeing some instances of customers actually accelerate investment to get those energy savings.

Simon Leopold

So basically the scenario is a customer has a, let’s say four, five year old campus or data center network consumes more electricity than the newer generation of product. So because of that, they’re refreshing in order to reduce…

Kip Compton

That’s right.

Simon Leopold

The total cost of ownership.

Kip Compton

Maybe they were thinking of refreshing in a couple of years, and now they’re looking at that return and saying, given the energy costs, perhaps I should refresh earlier. And that’s a potential catalyst. Now, on the other side, I mean, realistically there may be customers who decide to delay projects because of energy costs. But we are seeing the energy efficiency for both the sustainability and the current economic reasons as kind of a top of mind topic.

Simon Leopold

And I want to ask about the sort of impact of hybrid multi-cloud on your business. Because it feels to us that eight and 10 years ago, Cisco sort of took the attitude of, I’m not going to sell to those guys, I’m going to just help my enterprise customers. And maybe five years ago, your corporate mind changed and said, you know what, this isn’t going to change. Let’s help the enterprises, embrace multi-cloud, hybrid cloud, we’re a neutral party. So maybe help folks understand a little bit of that history and what you’re doing to help your enterprise customers and their adoption to migration to multi-cloud.

Kip Compton

Sure. So I mean, it’s – cloud for Cisco really impacts our different businesses in different ways. So in the Campus business for instance, a lot of that is about using the cloud to make it easier to manage a campus network. You can’t move your campus switches, your access points to the cloud. You still need them in the building. But we can leverage cloud technologies to just radically simplify and accelerate how people run those networks. And Meraki is a great example of that. And our internet for the future segment, well, that’s where we’re actually helping the webscale is build their clouds with our Silicon One technologies, our Cisco 8,000 product, which is the fastest growing product in the history of the company is really being fueled by that.

On the data center side, it’s kind of what you were referring to which is okay. Most of our customers are going to be in a hybrid state. We’re bringing technologies like the Cisco network control – Cisco Cloud network controller that lets customers design and implement policies and automation and visibility across their on-prem networks as well as their VPCs at Amazon and their networks at Azure and Google Cloud as well. So helping our customers take advantage of multi-cloud for workloads in the same way that we’ve helped them take advantage of on-prem networks.

So you see us with kind of a multifaceted. In terms of the evolution of our attitude here, and I think it took us some time, the webscalers are a different kind of customer. And I think it’s – it took us some time to learn how to sell to them. I think the success we’re seeing now demonstrates that we crack the code and we form the relationships and have very tight engineering – to engineering relationships with the key webscalers and that’s enabled us to achieve that success.

Simon Leopold

Yeah, it’s sort of interesting in that from your disclosures, it works out to be 5% to 6% of revenue from public cloud, which on the surface, oh, well, that’s not a big number, but it’s a big number of a $50 billion revenue company, which would make you the biggest vendor of IT equipment or X servers into that vertical. I think that often goes miss. And so in terms of those partnerships, and from your vantage point of the enterprise, do you see the cloud players as receptive to working with you as a partner? Or do you feel like they’re more competitors?

Kip Compton

No, I don’t see them as competitors. They’re customers and partners. As you said, at this point we’re selling, they’re buying billions of dollars worth of technology from us each year. And I think particularly with what we can bring with our Silicon One technology, our optics and the Cisco 8000 platform, which is actually built on Silicon One is a pretty differentiated value proposition for them in terms of how they can really scale their network and achieve phenomenal economics and power efficiency at the same time. And that’s why you see them adopting their technology.

Simon Leopold

And you mentioned a little bit earlier the effort to extend the Meraki model, let’s not take for granted that everybody knows what that meant.

Kip Compton

Absolutely.

Simon Leopold

Maybe unpack that a little bit in terms of helping us understand the importance of doing that and what it is?

Kip Compton

Sure. So Meraki dashboard is a cloud management tool. So Meraki customers are able to manage their networks by just going to essentially a website in their browser, and they can see their whole network and manage everything from there. And because we’ve got all of that telemetry and all of that configuration information in the cloud, we’re able to provide recommendations, provide more powerful tools and generally make it much easier for our customers. We also on that platform have an incredibly rich set of APIs and a very strong developer ecosystem and partner ecosystem around it, where people are able to build solutions on top of and around the Meraki cloud. And getting all of that – getting essentially the network control plane to the cloud is really key there because developers can access that as opposed to a situation where you’ve got different controllers On-Prem in different enterprises.

So we don’t break out Meraki separately in our results. It’s embedded in things like wireless switching, routing, but it has certainly – it’s certainly been buttressing our market share, and we’ve certainly seen a lot of customers interested in the simplicity that cloud management delivers. And we really think that that cloud management is that the key. I talked about delivering experiences before. We think that’s the key to delivering the simplicity that our customers are looking for. Customers – if customers don’t know what operating system their Meraki products are running, they use the Meraki dashboard, and that’s a full stack dashboard with your full networking stacks, a route, switch, wireless. But now we’ve integrated a bunch of other products. So we have Meraki sensors, we have Meraki cameras, we have cellular gateways. We have systems manager for managing devices all integrated in a dashboard. And as we bring all these products together across different domains of the customer’s infrastructure in one dashboard, that enables us to make it simpler for them as well, because they can implement policies or track usage across these different domains.

Simon Leopold

And how do you think about making that management solution multi-vendor? So if the customer chooses to buy a particular component from somebody that’s not Cisco, which might happen occasionally. Do you integrate that? Do the customers lose any features or capabilities? How do you think about that?

Kip Compton

It’s a great question. I mean, honestly, right now we’re focused on bringing that simplicity across our entire portfolio, and that’s sort of job one. And last summer we announced, okay, what I described with Meraki is great, but Catalyst is the – our largest, frankly, the world’s largest campus portfolio of networking equipment. It’s the most powerful in terms of feature sets and performance, the most powerful campus portfolio in the world. We’re really focused right now on bringing that Meraki simplicity across into our – the rest of our campus portfolio.

And we think that’s the key thing for us to focus on right now. That’s what our customers frankly are asking for more than anything. And that’s something actually we’ve been working on for several years. And we have right now available for our customers cloud monitoring, where they can register their catalyst equipment with the Meraki cloud. They can now go into the Meraki cloud and see all of their catalyst equipment, see the topology, see the status, do troubleshooting. And we’ve actually added that Meraki entitlement into our DNA licenses. So now the people with the DNA licenses associated with the catalyst switches have the option of On-Prem management with DNA center or cloud management with the Meraki cloud.

Simon Leopold

So you might imagine, I talked to some of your competitors on occasion. One of the things that they consistently point out as a challenge for Cisco is the complexity. And so they’ll cite the fact that Cisco has multiple versions of every product, and it’s hard to deal with, and I get it, because if you are a massive company with a full portfolio, their complexity just comes along with that.

Kip Compton

That’s right.

Simon Leopold

And so how do you counter the challenge when your competitors who are maybe more narrow, more point focused, argue that well, Cisco’s complex and we’re [ph] easy?

Kip Compton

Oh, well, I mean, I think, I mean, the breadth of our portfolio, it’s immense and outpaces just about any of our competitors. And we haven’t done as much in the past probably to simplify that as we could. I think you’re going to see us using cloud management to bring that simplicity, frankly, without compromising the breadth or power of our portfolio. I think if you’re a point competitor in one domain, it’s a lot easier to be simple. I mean, they have a simpler portfolio, but what we are seeing and what we’re responding to is customers want simplicity. We’ve seen the growth and the power of that Meraki model. And we think bringing that to the rest of our customer base is the best thing that we can do to address complexity.

Simon Leopold

So as we’re about to run out of time, I always like to close with a question that it’s really meant fairly for – from your vantage point. So not CEO, CFO, but from your vantage point, what do you think is least appreciated by the investment community about Cisco?

Kip Compton

Well, I liked your point about the size of our webscale business. So that’s…

Simon Leopold

Keep publishing that for short.

Kip Compton

Sure. That’s great. I mean, I think the size of our software business, I think we did over $15 billion in software revenue last year. We’re – we’d like to push faster. You joked earlier about how my R&D priorities are software, software and software. We’d like to push, wish faster on that. But we’re at 43% of – since all of our revenues recurring. We’re at a point now where 85% of that software revenue is subscription, only 15% perpetual as we’ve been executing on that transition. So I think I’m – I think that’s an undertold story. At the same time, frankly, we’re not done. We feel a lot of urgency as well as a lot of opportunity to continue driving more software value for our customers and more predictable recurring software revenue for the company.

Simon Leopold

Oh, great. Well, thank you very much, Kip. Appreciate you joining us folks. Thanks for joining us with Cisco at our fireside. My job is to make sure you get to your next meeting on time.

Kip Compton

Thank you.

Simon Leopold

Thank you.

Question-and-Answer Session

Q -

Tue, 06 Dec 2022 03:36:00 -0600 en text/html https://seekingalpha.com/article/4562717-cisco-systems-inc-csco-raymond-james-technology-investors-conference-transcript
Killexams : Automotive Cybersecurity Market 2022 : Projected to Deliver Greater Revenues during the Forecast Period 2028

The MarketWatch News Department was not involved in the creation of this content.

Dec 08, 2022 (The Expresswire) -- Final Report will add the analysis of the impact of Russia-Ukraine War and COVID-19 on this industry.

"Automotive Cybersecurity Market" Insights 2022 - By Applications (Passenger Cars, Commercial Vehicles), By Types (Software-based, Hardware-based, Network and Cloud, Security Services and Frameworks), By Segmentation analysis, Regions and Forecast to 2028. The Global Automotive Cybersecurity market Report provides In-depth analysis on the market status of the Automotive Cybersecurity Top manufacturers with best facts and figures, meaning, Definition, SWOT analysis, PESTAL analysis, expert opinions and the latest developments across the globe., the Automotive Cybersecurity Market Report contains Full TOC, Tables and Figures, and Chart with Key Analysis, Pre and Post COVID-19 Market Outbreak Impact Analysis and Situation by Regions.

Automotive Cybersecurity Market Size is projected to Reach Multimillion USD by 2028, In comparison to 2021, at unexpected CAGR during the forecast Period 2022-2028.

Browse Detailed TOC, Tables and Figures with Charts that provides exclusive data, information, vital statistics, trends, and competitive landscape details in this niche sector.

Considering the economic change due to COVID-19 and Russia-Ukraine War Influence, Automotive Cybersecurity, which accounted for % of the global market of Automotive Cybersecurity in 2021

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Moreover, it helps new businesses perform a positive assessment of their business plans because it covers a range of courses market participants must be aware of to remain competitive.

Automotive Cybersecurity Market Report identifies various key players in the market and sheds light on their strategies and collaborations to combat competition. The comprehensive report provides a two-dimensional picture of the market. By knowing the global revenue of manufacturers, the global price of manufacturers, and the production by manufacturers during the forecast period of 2022 to 2028, the reader can identify the footprints of manufacturers in the Automotive Cybersecurity industry.

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Automotive Cybersecurity Market - Competitive and Segmentation Analysis:

Automotive Cybersecurity Market Reportproviding an overview of successful marketing strategies, market contributions, and exact developments of leading companies, the report also offers a dashboard overview of leading companies' past and present performance. Several methodologies and analyses are used in the research report to provide in-depth and accurate information about the Automotive Cybersecurity Market.

The Major players covered in the Automotive Cybersecurity market report are:

● ESCRYPT Embedded Systems
● Arilou technologies
● Cisco systems
● Harman (TowerSec)
● SBD Automotive and Ncc Group
● Argus
● BT Security
● Intel Corporation
● NXP Semiconductors
● Trillium
● Secunet AG
● Karamba Security
● Guardtime
● Utimaco GmbH

Short Description About Automotive Cybersecurity Market:

The Global Automotive Cybersecurity market is anticipated to rise at a considerable rate during the forecast period, between 2022 and 2028. In 2021, the market is growing at a steady rate and with the rising adoption of strategies by key players, the market is expected to rise over the projected horizon.

Highlights

The global Automotive Cybersecurity market is projected to reach USD million by 2028 from an estimated USD million in 2022, at a CAGR of % during 2023 and 2028.

North American market for Automotive Cybersecurity is estimated to increase from USD million in 2022 to reach USD million by 2028, at a CAGR of % during the forecast period of 2023 through 2028.

Asia-Pacific market for Automotive Cybersecurity is estimated to increase from USD million in 2022 to reach USD million by 2028, at a CAGR of % during the forecast period of 2022 through 2028.

The major global companies of Automotive Cybersecurity include ESCRYPT Embedded Systems, Arilou technologies, Cisco systems, Harman (TowerSec), SBD Automotive and Ncc Group, Argus, BT Security, Intel Corporation, NXP Semiconductors, Trillium, Secunet AG, Karamba Security, Guardtime, Utimaco GmbHetc. In 2021, the world's top three vendors accounted for approximately % of the revenue.

The global market for Automotive Cybersecurity is estimated to increase from USD million in 2022 to USD million by 2028, at a CAGR of % during the forecast period of 2022 through 2028.

Report Scope

This report aims to provide a comprehensive presentation of the global market for Automotive Cybersecurity, with both quantitative and qualitative analysis, to help readers develop business/growth strategies, assess the market competitive situation, analyze their position in the current marketplace, and make informed business decisions regarding Automotive Cybersecurity.

The Automotive Cybersecurity market size, estimations, and forecasts are provided in terms of output/shipments (K PCs) and revenue (USD millions), considering 2021 as the base year, with history and forecast data for the period from 2017 to 2028. This report segments the global Automotive Cybersecurity market comprehensively. Regional market sizes, concerning products by types, by application, and by players, are also provided. The influence of COVID-19 and the Russia-Ukraine War were considered while estimating market sizes.

For a more in-depth understanding of the market, the report provides profiles of the competitive landscape, key competitors, and their respective market ranks. The report also discusses technological trends and new product developments.

The report will help the Automotive Cybersecurity manufacturers, new entrants, and industry chain related companies in this market with information on the revenues, production, and average price for the overall market and the sub-segments across the different segments, by company, product type, application, and regions.

Get a trial Copy of the Automotive Cybersecurity Report 2022

Automotive Cybersecurity Market is further classified on the basis of region as follows:

● North America (United States, Canada and Mexico) ● Europe (Germany, UK, France, Italy, Russia and Turkey etc.) ● Asia-Pacific (China, Japan, Korea, India, Australia, Indonesia, Thailand, Philippines, Malaysia and Vietnam) ● South America (Brazil, Argentina, Columbia etc.) ● Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa)

This Automotive Cybersecurity Market Research/Analysis Report Contains Answers to your following Questions

● What are the global trends in the Automotive Cybersecurity market? Would the market witness an increase or decline in the demand in the coming years? ● What is the estimated demand for different types of products in Automotive Cybersecurity? What are the upcoming industry applications and trends for Automotive Cybersecurity market? ● What Are Projections of Global Automotive Cybersecurity Industry Considering Capacity, Production and Production Value? What Will Be the Estimation of Cost and Profit? What Will Be Market Share, Supply and Consumption? What about Import and Export? ● Where will the strategic developments take the industry in the mid to long-term? ● What are the factors contributing to the final price of Automotive Cybersecurity? What are the raw materials used for Automotive Cybersecurity manufacturing? ● How big is the opportunity for the Automotive Cybersecurity market? How will the increasing adoption of Automotive Cybersecurity for mining impact the growth rate of the overall market? ● How much is the global Automotive Cybersecurity market worth? What was the value of the market In 2020? ● Who are the major players operating in the Automotive Cybersecurity market? Which companies are the front runners? ● Which are the exact industry trends that can be implemented to generate additional revenue streams? ● What Should Be Entry Strategies, Countermeasures to Economic Impact, and Marketing Channels for Automotive Cybersecurity Industry?

Customization of the Report

Our research analysts will help you to get customized details for your report, which can be modified in terms of a specific region, application or any statistical details. In addition, we are always willing to comply with the study, which triangulated with your own data to make the market research more comprehensive in your perspective.

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Detailed TOC of Global Automotive Cybersecurity Market Insights and Forecast to 2028

1 Automotive Cybersecurity Market Overview
1.1 Product Overview and Scope of Automotive Cybersecurity
1.2 Automotive Cybersecurity Segment by Type
1.2.1 Global Automotive Cybersecurity Market Size Growth Rate Analysis by Type 2022 VS 2028
1.3 Automotive Cybersecurity Segment by Application
1.3.1 Global Automotive Cybersecurity Consumption Comparison by Application: 2022 VS 2028
1.4 Global Market Growth Prospects
1.4.1 Global Automotive Cybersecurity Revenue Estimates and Forecasts (2017-2028)
1.4.2 Global Automotive Cybersecurity Production Estimates and Forecasts (2017-2028)
1.5 Global Market Size by Region
1.5.1 Global Automotive Cybersecurity Market Size Estimates and Forecasts by Region: 2017 VS 2021 VS 2028
1.5.2 North America Automotive Cybersecurity Estimates and Forecasts (2017-2028)
1.5.3 Europe Automotive Cybersecurity Estimates and Forecasts (2017-2028)
1.5.4 China Automotive Cybersecurity Estimates and Forecasts (2017-2028)
1.5.5 Japan Automotive Cybersecurity Estimates and Forecasts (2017-2028)
1.5.6 South Korea Automotive Cybersecurity Estimates and Forecasts (2017-2028)

2 Market Competition by Manufacturers
2.1 Global Automotive Cybersecurity Production Market Share by Manufacturers (2017-2022)
2.2 Global Automotive Cybersecurity Revenue Market Share by Manufacturers (2017-2022)
2.3 Automotive Cybersecurity Market Share by Company Type (Tier 1, Tier 2 and Tier 3)
2.4 Global Automotive Cybersecurity Average Price by Manufacturers (2017-2022)
2.5 Manufacturers Automotive Cybersecurity Production Sites, Area Served, Product Types
2.6 Automotive Cybersecurity Market Competitive Situation and Trends
2.6.1 Automotive Cybersecurity Market Concentration Rate
2.6.2 Global 5 and 10 Largest Automotive Cybersecurity Players Market Share by Revenue
2.6.3 Mergers and Acquisitions, Expansion

3 Production by Region
3.1 Global Production of Automotive Cybersecurity Market Share by Region (2017-2022)
3.2 Global Automotive Cybersecurity Revenue Market Share by Region (2017-2022)
3.3 Global Automotive Cybersecurity Production, Revenue, Price and Gross Margin (2017-2022)
3.4 North America Automotive Cybersecurity Production
3.4.1 North America Automotive Cybersecurity Production Growth Rate (2017-2022)
3.4.2 North America Automotive Cybersecurity Production, Revenue, Price and Gross Margin (2017-2022)
3.5 Europe Automotive Cybersecurity Production
3.5.1 Europe Automotive Cybersecurity Production Growth Rate (2017-2022)
3.5.2 Europe Automotive Cybersecurity Production, Revenue, Price and Gross Margin (2017-2022)
3.6 China Automotive Cybersecurity Production
3.6.1 China Automotive Cybersecurity Production Growth Rate (2017-2022)
3.6.2 China Automotive Cybersecurity Production, Revenue, Price and Gross Margin (2017-2022)
3.7 Japan Automotive Cybersecurity Production
3.7.1 Japan Automotive Cybersecurity Production Growth Rate (2017-2022)
3.7.2 Japan Automotive Cybersecurity Production, Revenue, Price and Gross Margin (2017-2022)
3.8 South Korea Automotive Cybersecurity Production
3.8.1 South Korea Automotive Cybersecurity Production Growth Rate (2017-2022)
3.8.2 South Korea Automotive Cybersecurity Production, Revenue, Price and Gross Margin (2017-2022)

4 Global Automotive Cybersecurity Consumption by Region
4.1 Global Automotive Cybersecurity Consumption by Region
4.1.1 Global Automotive Cybersecurity Consumption by Region
4.1.2 Global Automotive Cybersecurity Consumption Market Share by Region
4.2 North America
4.2.1 North America Automotive Cybersecurity Consumption by Country
4.2.2 United States
4.2.3 Canada
4.3 Europe
4.3.1 Europe Automotive Cybersecurity Consumption by Country
4.3.2 Germany
4.3.3 France
4.3.4 U.K.
4.3.5 Italy
4.3.6 Russia
4.4 Asia Pacific
4.4.1 Asia Pacific Automotive Cybersecurity Consumption by Region
4.4.2 China
4.4.3 Japan
4.4.4 South Korea
4.4.5 China Taiwan
4.4.6 Southeast Asia
4.4.7 India
4.4.8 Australia
4.5 Latin America
4.5.1 Latin America Automotive Cybersecurity Consumption by Country
4.5.2 Mexico
4.5.3 Brazil

5 Segment by Type
5.1 Global Automotive Cybersecurity Production Market Share by Type (2017-2022)
5.2 Global Automotive Cybersecurity Revenue Market Share by Type (2017-2022)
5.3 Global Automotive Cybersecurity Price by Type (2017-2022)

6 Segment by Application
6.1 Global Automotive Cybersecurity Production Market Share by Application (2017-2022)
6.2 Global Automotive Cybersecurity Revenue Market Share by Application (2017-2022)
6.3 Global Automotive Cybersecurity Price by Application (2017-2022)

7 Key Companies Profiled
7.1 Company 1
7.1.1 Company 1 Automotive Cybersecurity Corporation Information
7.1.2 Company 1 Automotive Cybersecurity Product Portfolio
7.1.3 Company 1 Automotive Cybersecurity Production, Revenue, Price and Gross Margin (2017-2022)
7.1.4 Company 1 Main Business and Markets Served
7.1.5 Company 1 exact Developments/Updates

Continued..

8 Automotive Cybersecurity Manufacturing Cost Analysis
8.1 Automotive Cybersecurity Key Raw Materials Analysis
8.1.1 Key Raw Materials
8.1.2 Key Suppliers of Raw Materials
8.2 Proportion of Manufacturing Cost Structure
8.3 Manufacturing Process Analysis of Automotive Cybersecurity
8.4 Automotive Cybersecurity Industrial Chain Analysis

9 Marketing Channel, Distributors and Customers
9.1 Marketing Channel
9.2 Automotive Cybersecurity Distributors List
9.3 Automotive Cybersecurity Customers

10 Market Dynamics
10.1 Automotive Cybersecurity Industry Trends
10.2 Automotive Cybersecurity Market Drivers
10.3 Automotive Cybersecurity Market Challenges
10.4 Automotive Cybersecurity Market Restraints

11 Production and Supply Forecast
11.1 Global Forecasted Production of Automotive Cybersecurity by Region (2023-2028)
11.2 North America Automotive Cybersecurity Production, Revenue Forecast (2023-2028)
11.3 Europe Automotive Cybersecurity Production, Revenue Forecast (2023-2028)
11.4 China Automotive Cybersecurity Production, Revenue Forecast (2023-2028)
11.5 Japan Automotive Cybersecurity Production, Revenue Forecast (2023-2028)
11.6 South Korea Automotive Cybersecurity Production, Revenue Forecast (2023-2028)

12 Consumption and Demand Forecast
12.1 Global Forecasted Demand Analysis of Automotive Cybersecurity
12.2 North America Forecasted Consumption of Automotive Cybersecurity by Country
12.3 Europe Market Forecasted Consumption of Automotive Cybersecurity by Country
12.4 Asia Pacific Market Forecasted Consumption of Automotive Cybersecurity by Region
12.5 Latin America Forecasted Consumption of Automotive Cybersecurity by Country

13 Forecast by Type and by Application (2023-2028)
13.1 Global Production, Revenue and Price Forecast by Type (2023-2028)
13.1.1 Global Forecasted Production of Automotive Cybersecurity by Type (2023-2028)
13.1.2 Global Forecasted Revenue of Automotive Cybersecurity by Type (2023-2028)
13.1.3 Global Forecasted Price of Automotive Cybersecurity by Type (2023-2028)
13.2 Global Forecasted Consumption of Automotive Cybersecurity by Application (2023-2028)
13.2.1 Global Forecasted Production of Automotive Cybersecurity by Application (2023-2028)
13.2.2 Global Forecasted Revenue of Automotive Cybersecurity by Application (2023-2028)
13.2.3 Global Forecasted Price of Automotive Cybersecurity by Application (2023-2028)

14 Research Finding and Conclusion

15 Methodology and Data Source
15.1 Methodology/Research Approach
15.1.1 Research Programs/Design
15.1.2 Market Size Estimation
15.1.3 Market Breakdown and Data Triangulation
15.2 Data Source
15.2.1 Secondary Sources
15.2.2 Primary Sources
15.3 Author List
15.4 Disclaimer

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Thu, 08 Dec 2022 11:45:00 -0600 en-US text/html https://www.marketwatch.com/press-release/automotive-cybersecurity-market-2022-projected-to-deliver-greater-revenues-during-the-forecast-period-2028-2022-12-08
Killexams : Cisco’s Revenue Forecast Points to Steady Technology Spending An illuminated logo above the Cisco Systems Inc. stand on the opening day of the MWC Barcelona at the Fira de Barcelona venue in Barcelona, Spain, on Monday, Feb. 28, 2022. Over 1,800 exhibitors and attendees from 183 countries will attend the annual event, which runs from Feb. 28 to March 3. © Bloomberg An illuminated logo above the Cisco Systems Inc. stand on the opening day of the MWC Barcelona at the Fira de Barcelona venue in Barcelona, Spain, on Monday, Feb. 28, 2022. Over 1,800 exhibitors and attendees from 183 countries will attend the annual event, which runs from Feb. 28 to March 3.

(Bloomberg) -- Cisco Systems Inc., the biggest maker of machines that run computer networks and the internet, gave an upbeat quarterly revenue forecast, while also unveiling a plan to cut jobs and reduce office space to align with changing business conditions.

Most Read from Bloomberg

Sales in the quarter ending in January will jump 4.5% to 6.5%, Cisco said Wednesday in a statement. Analysts had predicted that revenue would expand about 4% from a year ago, when the company generated $12.7 billion in sales. For fiscal 2023, revenue will grow as much as 6.5%, an increase from the company’s previous outlook of as much as 6%.

Cisco said a restructuring plan beginning in the current quarter would involve job cuts to “rebalance the organization” and office closings to align better with employees working in a hybrid system from home and company locations. San Jose, California-based Cisco will incur pretax charges of about $600 million for severance, termination and other costs, about half of which will be recognized in the current quarter, according to a regulatory filing.

An illuminated logo above the Cisco Systems Inc. stand on the opening day of the MWC Barcelona at the Fira de Barcelona venue in Barcelona, on Feb. 28, 2022. © Photographer: Angel Garcia/Bloomberg An illuminated logo above the Cisco Systems Inc. stand on the opening day of the MWC Barcelona at the Fira de Barcelona venue in Barcelona, on Feb. 28, 2022.

The restructuring plan will affect about 5% of the company’s employees, who will be given the opportunity to move to other positions at Cisco, Chief Financial Officer Scott Herren said in an interview.

“This is not about reducing our workforce -- in fact we’ll have roughly the same number of employees at the end of this fiscal year as we had when we started,” Herren said. Cisco had more than 83,000 employees as of July 30.

Cisco joins technology companies including Meta Platform Inc., Amazon.com Inc. and Salesforce Inc. that have announced job cuts and hiring freezes in exact weeks amid an uncertain economic climate.

Cisco’s management has argued that upgrading networks to keep up with the pace of data generation is so important that corporations and government agencies were continuing to spend regardless of external circumstances. That optimism in the face of the broader economic downturn is being supporting by continuing strong orders and Cisco’s ability to meet customer demand via greater availability of components.

The shares rose about 4% in extended trading following the announcement. The stock had earlier closed at $44.39 in New York and has dropped 30% this year. 

Under Chief Executive Officer Chuck Robbins, Cisco has been trying to fire up growth with hardware and software, as well as new products provided over the internet. Robbins is aiming to make the company a provider of services paid for on a recurring basis and less reliant on one-time sales of expensive machines.

Revenue in the three months that ended Oct. 29 gained 6% to $13.6 billion. Excluding some items, per-share profit was 86 cents. Analysts had projected sales of $13.3 billion and profit of 84 cents.

Highlighting the demand for Cisco’s gear, its hardware division -- the largest contributor to total revenue --posted a sales increase of 12% in the fiscal first quarter from a year earlier. The security unit gained 9% while collaboration, Cisco’s conferencing-related division, declined 2%.

Recurring revenue from its new product offerings increased to more than $23 billion on a annualized basis, and greater availability of chips helped the company fill more orders, Herren said in the statement. That performance, along with the easing supply situation, “provides us with great visibility and predictability, and supports our increased full year guidance,” Herren added.

Profit, excluding some items, will be 84 cents to 86 cents a share in the current quarter. For the fiscal year, Cisco projected that measure at $3.51 to $3.58 a share. Both predictions are in line with estimates.

(Updates with restructuring costs in the third paragraph.)

Most Read from Bloomberg Businessweek

©2022 Bloomberg L.P.

Wed, 16 Nov 2022 09:24:00 -0600 en-US text/html https://www.msn.com/en-us/money/companies/cisco-s-revenue-forecast-points-to-steady-technology-spending/ar-AA14ch1v
Killexams : Digital Satellite Receiver Market Seeking Excellent Growth with Arris(Pace), Technicolor(Cisco), Apple, Echostar

The MarketWatch News Department was not involved in the creation of this content.

Dec 01, 2022 (Heraldkeepers) -- The Digital Satellite Receiver Market report 2022-2028 Industries are expected to develop at the greatest rate of CAGR during the next six years. Regional estimates and trend analysis of major market players will help you make your business decision. The market analysis also discusses new product developments, cost, revenue, gross margin, market size, share, and projected growth in addition to upcoming market strategies used by top competitors. The report is designed to provide a 360-degree view of the Digital Satellite Receiver market fully analysed report of Market Overview, Industry Development, Market Maturity, Value Chain Analysis. Market forecasts for a minimum of 6 years of all the mentioned segments, sub segments and the regional markets. Company profiling with detailed strategies, financials, and exact developments.

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The report will also include information on the top companies in the Digital Satellite Receiver market shares, financial standing, regional shares, segment revenues, key business strategies like mergers and acquisitions, product developments, joint ventures and partnerships, and expansion, as well as the most exact press releases from those companies. The report will also include a list of exact Digital Satellite Receiver market entries.

The prominent players in the Global Digital Satellite Receiver Market: The study examines the Digital Satellite Receiver Market’s competitive landscape and includes data on Arris(Pace), Technicolor(Cisco), Apple, Echostar, Humax, Sagemcom, Toshiba, Panasonic, Samsung, Roku, Skyworth, Huawei, Sichuan Jiuzhou Electronic Technology, Coship, Changhong, ZTE, Hisense & others.

The report also examines the Digital Satellite Receiver market's current state of development and global market trends. In order to thoroughly and deeply investigate and disclose the market profile and prospects, it also divides market segmentation by type and by applications.

Based on Types, the Digital Satellite Receiver Market is segmented into:

  • Digital Cable
  • Satellite Digital
  • Terrestrial Digital
  • IPTV
  • OTT
  • Other

Based on Application, the Digital Satellite Receiver Market is segmented into:

  • Residential Use
  • Commercial Use
  • Other

Digital Satellite Receiver Market Region Coverage (Regional Status, Demand & Trend Forecast by Countries, etc.):

North America, Europe, China, Japan, Southeast Asia, India.
North America (USA, Canada, and Mexico).
Europe (Germany, France, UK, Russia and, Italy).
Asia-Pacific (China, Japan, Korea, India and, Southeast Asia).

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Key Segments Covered in the Global Digital Satellite Receiver Market:

- Market Forecast Analysis for 2022-2028
- Growth Drivers and Barriers, Market Trends, Market Opportunities, Porter’s Five Forces Analysis
- Digital Satellite Receiver Market Overview, Industry Development, Market Maturity, Value Chain Analysis
- Regional & Country Level Analysis
- Market Segment Trend and Forecast
- Digital Satellite Receiver Market Analysis and Various Recommendations
- Key Market Driving Factors.

This study provides in-depth quantitative assessments of the Digital Satellite Receiver market and makes suggestions for developing strategies to support market success and growth. Market thoroughly assesses the essential market elements while taking into account the current status of the sector, customer preferences, participant business plans, and probable future developments from a range of angles.

Further, in the Digital Satellite Receiver Market research reports, the following points are included along with the in-depth study of each point: –

- Report Overview: It includes the objectives and scope of the study and gives highlights of key market segments and players covered. It also includes years considered for the research study.

- Executive Summary: It covers industry trends with high focus on market use cases and top market trends, market size by regions, and global market size. It also covers market share and growth rate by regions.

- Key Players: Here, the report concentrates on mergers and acquisitions, expansions, analysis of key players, establishment date of companies, and areas served, manufacturing base, and revenue of key players.

- Breakdown by Product and Application: This section provides details about market size by product and application.

- Regional Analysis: All of the regions and countries analyzed in the report are studied on the basis of market size by product and application, key players, and market forecast.

- Profiles of International Players: Here, players are evaluated on the basis of their gross margin, price, sales, revenue, business, products, and other company details.

- Market Dynamics: It includes supply chain analysis, analysis of regional marketing, challenges, opportunities, and drivers analysed in the report.

- Key Findings of the Research Study.

- Appendix: It includes details about research and methodology approach, research methodology, data sources, authors of the study, and a disclaimer.

The report has 150 tables and figures browse the report description and TOC

Customization of the Report: This report will be customized as per your needs for extra data up to 5 companies or 5 countries or nearly 40 analyst hours.

NOTE :- Digital Satellite Receiver Market report is based on studies on 2015-2019 and provides forecast from 2020 till 2028.

Table Of Contents:

Chapter 1: Global Digital Satellite Receiver Market Overview

Chapter 2: Economic Impact on Industry

Chapter 3: Market Competition by Manufacturers

Chapter 4: Production, Revenue (Value) by Region

Chapter 5: Supply (Production), Consumption, Export, Import by Regions

Chapter 6: Production, Revenue (Value), Price Trend by Type

Chapter 7: Market Analysis by Application

Chapter 8: Manufacturing Cost Analysis

Chapter 9: Industrial Chain, Sourcing Strategy and Downstream Buyers

Chapter 10: Marketing Strategy Analysis, Distributors/Traders

Chapter 11: Market Effect Factors Analysis

Chapter 12: Research Conclusions of Global Digital Satellite Receiver Market

The report offers details on all current global industry bids based on a number of areas. Based on the most exact updates, the report incorporates pertinent governmental policies and regulatory developments

With the industry's continual expansion, the market is changing quickly. Technology development has given today's firms a variety of benefits that are causing everyday economic changes. Therefore, in order to effectively plan its strategies, a corporation must understand the trends in market movement. An effective strategy gives businesses an advantage over rivals and a head start on planning.

- Some of the Key Questions Answered in the Market Report :

-FAQs:

1) What Is the Industry's Current Market Situation?

2) What is the level of market competition in this sector, both regionally and nationally?

3) What is Market Analysis of the Market Considering Applications and Types?

4) What Will the Supply, Consumption, and Market Share Be?

5) What Does Upstream Raw Material and Downstream Industry Market Chain Analysis ?

Our Market Research Reports Can Help You With Following Pointers:

  • Market assessment reports provide our customers a deep perception into the dynamics of the company.
  • Infinity Business Insights import and export knowledge act for one of the most global, systematize and authenticated sources of global trade information online.
  • Infinity Business Insights Financial Research team gives measurement build solutions that are concentrated to give our customers the winning side.
  • Comprehensively survey of leading market segments and recognition of moment.

ABOUT US

Infinity Business Insights is a market research company that offers market and business research intelligence all around the world. We are specialized in offering the services in various industry verticals to recognize their highest-value chance, address their most analytical challenges, and alter their work.

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The post Digital Satellite Receiver Market Seeking Excellent Growth with Arris(Pace), Technicolor(Cisco), Apple, Echostar appeared first on Herald Keeper.

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Killexams : Cisco Systems Introduces Connected Building Technology Solutions

Emma Okonji

Cisco Systems, a global leader in networking and information technology solutions has introduced an innovative, smart and connected building technology solution that will further drive real estate business.

The technology solution is coming at a time when most states in Nigeria are planning towards smart and connected cities that are driven by Internet of Things (IoTs) and Artificial Intelligence (AI).

At the heart of the Cisco approach is a service-oriented building architecture designed to reduce cost and complexity by replacing discrete and disparate in-building system networks with one simplified, flexible, and scalable IP network. The converged network creates the secure and reliable platform for systems integration, enabling information from various systems to be shared. Not only has this made it possible to automate processes, such as heating in anticipation of changes in the weather, it has also enabled the creation of new, IP-based information and communications services.

Building owners are looking at technology convergence to deliver enhanced occupant experiences and improved efficiencies in their buildings. However, as the number of networks and connections within buildings grows, they are becoming increasingly complex. Interconnecting and interoperating isolated building systems such as lighting, HVAC, badging systems, security, CCTV, sensors and audio-video equipment, into a single converged system is fundamental to the digital transformation of buildings. Today’s building systems and equipment need to work together smoothly and efficiently to meet owners’ and occupants’ needs, which requires a holistic approach of integrating new technologies, Cisco said
Cisco Nigeria’s General Manager, Olakunle Oloruntimehin, expressed Cisco’s commitment to provide innovation to customers.

According to him, “Our vision is to leverage Cisco’s core technology asset and installed base to provide a set of infra-solution and cloud applications to help customer deliver this next-gen building and workspace environment with a focus on improved occupant experience namely: meeting room experience and improved building operation efficiency, better visibility of space planning, and building asset management.”

Cisco is partnering cable solution, Siemon, to achieve its goal of providing connected building technology solution for the real estate industry.

Today’s real estate market is filled with opportunities. Market trends including workforce globalisation, environmental and social responsibility, and a growing worldwide population favor building transformation. Cisco’s Smart and Connected Building solution, gives way to the next generation of real estate and building services which will turn workplaces and home spaces into environments that are personalized, efficient, functional, and profitable
The importance of early adoption of Smart Building designs and software means reduced build and fit out costs right from the start of construction. A secure, enterprise-grade network means that every building system can be controlled from anywhere with a smart device. Tenants enjoy an enhanced user experience through personalized environmental controls.

The Cisco Smart and Connected Building solution is a framework that positions the Network.

Sat, 03 Dec 2022 10:01:00 -0600 en-US text/html https://www.thisdaylive.com/index.php/2017/11/02/cisco-systems-introduces-connected-building-technology-solutions/
Killexams : World Wide Technology Recognized as Global Service Provider Partner of the Year and the Global Enterprise Partner of the Year at Cisco Partner Summit 2022

LAS VEGAS--()--World Wide Technology (WWT) today announced that it has been recognized as the Global Service Provider Partner of the Year and the Global Enterprise Partner of the Year at Cisco’s annual Partner Summit. The Cisco Partner awards recognize business success, innovation, and best-in-class sales and service. Selected by executives within the Cisco Global Partner Sales and Routes to Market organization, recipients of Cisco Partner Awards are top-performing partners that have introduced innovative processes, seized new opportunities, and adopted sales approaches that achieve substantial business outcomes for customers.

“Cisco partners are engines of growth and innovation in our shared success. Together, we have come through a challenging year to achieve outstanding results, respond to customer challenges, and meet our business imperatives,” said Oliver Tuszik, Senior Vice President, Global Partner Sales and Routes to Market, Cisco. “Congratulations to World Wide Technology for being recognized as the Global Service Provider Partner of the Year and the Global Enterprise Partner of the Year. You have demonstrated your expertise and commitment to performance and are well positioned for continued success in the Age of the Partner.”

“WWT is honored to receive these awards, especially from one of our most important partners in Cisco,” said Jim Kavanaugh, Co-founder and CEO of WWT. “Our customers face some of the biggest technology challenges in exact memory – with digital transformation and a workplace renaissance leading the way. Our partnership with Cisco, and its collaborations within WWT’s ATC platform, are paramount in helping our customers innovate and grow through technology.”

In addition to these global awards, Cisco also recognized WWT for the following awards:

Global Awards

  • Service Provider Partner of the Year
  • Enterprise Partner of the Year

Americas Geographical Area Awards:

  • Enterprise Partner of the Year
  • CISG (Cloud Infrastructure and Software Group) Partner of the Year

US Public Sector Area Awards

  • Federal Partner of the Year

Regional Area Awards

  • US Central Area Award – Enterprise Networking Partner of the Year
  • US West Area Award – Enterprise Partner of the Year
  • US West Area Award – Service Provider Web Partner of the Year
  • US East Area Award – CISG (Cloud Infrastructure and Software Group) Partner of the Year

EMEA Area Awards

  • Enterprise Partner of the Year

UK&I Area Awards

  • Enterprise Partner of the Year

WWT was also recently honored with the 2022 Webex Hybrid Work Innovation Award. This is the second year in a row that WWT has received the award from Webex, which demonstrates WWT’s ongoing commitment to supporting businesses as they evolve their hybrid-working strategies with streamlined solutions and innovative technology.

Cisco Partner Summit Global awards reflect the top-performing partners within specific technology markets across all geographical regions. All award recipients are selected by a group of Cisco Global Partner organization and regional executives.

About World Wide Technology

World Wide Technology (WWT), a global technology solutions provider with $14.5 billion in annual revenue, combines the power of strategy, execution and partnership to accelerate transformational outcomes for large public and private organizations around the world. Through its Advanced Technology Center, a collaborative ecosystem of the world’s most advanced hardware and software solutions, WWT helps customers and partners conceptualize, test and validate innovative technology solutions for the best business outcomes and then deploys them at scale through its 4 million square feet of global warehousing, distribution and integration space. With over 8,000 employees and more than 55 locations around the world, WWT’s culture, built on a set of core values and established leadership philosophies, has been recognized 11 years in a row by Fortune and Great Place to Work® for its unique blend of determination, innovation and leadership for diversity and inclusion. With this culture at its foundation, WWT bridges the gap between business and technology to make a new world happen for its customers, partners and communities.

Connect with WWT: Twitter | Instagram | Facebook | LinkedIn

About Cisco

Cisco (NASDAQ: CSCO) is the worldwide leader in technology that powers the Internet. Cisco inspires new possibilities by reimagining your applications, securing your enterprise, transforming your infrastructure, and © 2022 Cisco and/or its affiliates. All rights reserved. empowering your teams for a global and inclusive future. Discover more on The Network and follow us on Twitter at @Cisco

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