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Exam Code: 300-420 Practice test 2022 by Killexams.com team
300-420 Designing Cisco Enterprise Networks (ENSLD)

The Designing Cisco Enterprise Networks v1.0 (ENSLD 300-420) test is a 90-minute test associated with the CCNP Enterprise and Cisco Certified Specialist - Enterprise Design certifications. This test certifies a candidate's knowledge of enterprise design including advanced addressing and routing solutions, advanced enterprise campus networks, WAN, security services, network services, and SDA. The course, Designing Cisco Enterprise Networks, helps candidates to prepare for this exam.

25% 1.0 Advanced Addressing and Routing Solutions
1.1 Create structured addressing plans for IPv4 and IPv6
1.2 Create stable, secure, and scalable routing designs for IS-IS
1.3 Create stable, secure, and scalable routing designs for EIGRP
1.4 Create stable, secure, and scalable routing designs for OSPF
1.5 Create stable, secure, and scalable routing designs for BGP
1.5.a Address families
1.5.b Basic route filtering
1.5.c Attributes for path preference
1.5.d Route reflectors
1.5.e Load sharing
1.6 Determine IPv6 migration strategies
1.6.a Overlay (tunneling)
1.6.b Native (dual-stacking)
1.6.c Boundaries (IPv4/IPv6 translations)
25% 2.0 Advanced Enterprise Campus Networks
2.1 Design campus networks for high availability
2.1.a First Hop Redundancy Protocols
2.1.b Platform abstraction techniques
2.1.c Graceful restart
2.1.d BFD
2.2 Design campus Layer 2 infrastructures
2.2.a STP scalability
2.2.b Fast convergence
2.2.c Loop-free technologies
2.2.d PoE and WoL
2.3 Design multicampus Layer 3 infrastructures
2.3.a Convergence
2.3.b Load sharing
2.3.c Route summarization
2.3.d Route filtering
2.3.e VRFs
2.3.f Optimal topologies
2.3.g Redistribution
2.4 Describe SD-Access Architecture (underlay, overlay, control and data plane, automation, wireless, and security)
2.5 Describe SD-Access fabric design considerations for wired and wireless access (overlay, fabric design, control plan design, border design, segmentation, virtual networks, scalability, over the top and fabric for wireless, multicast)
20% 3.0 WAN for Enterprise Networks
3.1 Compare WAN connectivity options
3.1.a Layer 2 VPN
3.1.b MPLS Layer 3 VPN
3.1.c Metro Ethernet
3.1.d DWDM
3.1.e 4G/5G
3.1.f SD-WAN customer edge
3.2 Design site-to-site VPN
3.2.a Dynamic Multipoint VPN (DMVPN)
3.2.b Layer 2 VPN
3.2.c MPLS Layer 3 VPN
3.2.d IPsec
3.2.e Generic Routing Encapsulation (GRE)
3.2.f Group Encrypted Transport VPN (GET VPN)
3.3 Design high availability for enterprise WAN
3.3.a Single-homed
3.3.b Multihomed
3.3.c Backup connectivity
3.3.d Failover
3.4 Describe Cisco SD-WAN Architecture (orchestration plane, management plane, control plane, data plane, on-boarding and provisioning, security)
3.5 Describe Cisco SD-WAN design considerations (control plane design, overlay design, LAN design, high availability, redundancy, scalability, security design, QoS and multicast over SD-WAN fabric)
20% 4.0 Network Services
4.1 Select appropriate QoS strategies to meet customer requirements (DiffServ, IntServ)
4.2 Design end-to-end QoS policies
4.2.a Classification and marking
4.2.b Shaping
4.2.c Policing
4.2.d Queuing
4.3 Design network management techniques
4.3.a In-band vs. out-of-band
4.3.b Segmented management networks
4.3.c Prioritizing network management traffic
4.4 Describe multicast routing concepts (source trees, shared trees, RPF, rendezvous points)
4.5 Design multicast services (SSM, PIM bidirectional, MSDP)
10% 5.0 Automation
5.1 Choose the correct YANG data model set based on requirements
5.2 Differentiate between IETF, Openconfig, and Cisco native YANG models
5.3 Differentiate between NETCONF and RESTCONF
5.4 Describe the impact of model-driven telemetry on the network
5.4.a Periodic publication
5.4.b On-change publication
5.5 Compare dial-in and dial-out approaches to model-driven telemetry

Designing Cisco Enterprise Networks (ENSLD)
Cisco Enterprise history
Killexams : Cisco Enterprise history - BingNews https://killexams.com/pass4sure/exam-detail/300-420 Search results Killexams : Cisco Enterprise history - BingNews https://killexams.com/pass4sure/exam-detail/300-420 https://killexams.com/exam_list/Cisco Killexams : Cisco's Boom and Bust: a History Lesson No result found, try new keyword!In a clear nod to critics who have slammed Cisco's agility, the firm is also reducing its internal decision-making councils from nine to three, with specific focus on enterprise, service providers ... 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 : 5 Companies That Came To Win This Week Dec 9

Channel News

Rick Whiting

For the week ending Dec. 1, CRN takes a look at the companies that brought their ‘A’ game to the channel including Drata, Nvidia, Cisco Systems, Cognizant and DTEX.

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The Week Ending Dec. 9

Topping this week’s Came to Win list is security and compliance startup Drata for an impressive funding round at a time when venture capital is hard to come by.

Also making this week’s list are Nvidia and Deutsche Bank for a ground-breaking alliance to develop AI technology for the financial services industry. Cisco Systems makes the list for a big win in a patent legal case, as do Cognizant for a strategic acquisition and DTEX for stepping up its channel game with a new partner program.

Security Startup Drata Raises Additional $200M As It Eyes Channel Growth

Raising venture capital has become markedly more difficult for tech startups in exact months as economic uncertain continues and potential investors become more cautious. But security and compliance automation startup Drata was a big winner this week when it reported raising an impressive $200 million in a Series C funding round.

The round brought the San Diego-based company’s total funding to $300 million and boosted its valuation to $2 billion. The company plans to use most of the new financing to accelerate its research and development work.

But the company is also looking to substantially increase its channel sales over the next few years, up from the 15 percent of revenue currently generated through the channel, co-founder and CEO Adam Markowitz told CRN.

Drata has grown from a few hundred customers to well over 2,000 in just the last 12 months.

Nvidia And Deutsche Bank AI Alliance Targets $1 Trillion Financial Services Opportunity

Chipmaker Nvidia and global banking giant Deutsche Bank unveiled a strategic alliance this week through which the two companies will build artificial intelligence and machine learning technology for the financial services industry.

Through the multi-year collaboration agreement Nvidia and Deutsche Bank will develop a range of applications including intelligent avatars, speech AI and fraud detection based on Nvidia’s AI Enterprise software. The project is also expected to accelerate the development of a broad range of AI-powered services.

Industry consulting firm McKinsey has projected the annual global economic impact of AI in the financial services sector to grow to as much as $1 trillion per year.

Nvidia and Deutsche Bank executives said the fruits of the development work, including new AI frameworks and workflows for financial service use cases, will ultimately prove beneficial to solution and service providers in the IT channel.

Cisco Scores Legal Win After Supreme Court Refuses To Restore $2.75B Award In Patent Fight

Cisco Systems was a big winner this week when the U.S. Supreme Court refused to hear an appeal by Centripetal Networks to reinstate a $2.75 billion award against Cisco in a cybersecurity patent dispute.

The 2020 award by a lower court federal judge, the largest in U.S. patent law history, was overturned in June by the U.S. Circuit Court of Appeals for the Federal Circuit. That court ruled that the federal judge in the original trial, Henry Morgan, should have recused himself when, after the trial but before issuing his ruling, he learned that his wife owned 100 shares of Cisco stock.

Cybersecurity company Centripetal Networks appealed that ruling to the U.S. Supreme Court. But the Supreme Court’s decision not to hear the appeal means that the case must start over in a U.S. District Court. Cisco said it looked forward to “addressing the merits” of the case in District Court.

Centripetal Networks sued Cisco in 2018 claiming that the networking giant used Centripetal’s network protection technology in its network switches and routers and in monitoring software that analyzes data from those devices.

Cognizant Looks To Boost Its SAP, Utility Industry Expertise With Utegration Acquisition

Global IT solution provider Cognizant struck a deal this week to acquire Utegration, a Houston-based solution provider specializing in SAP services and products with a focus on the energy and utilities industries.

With the acquisition, expected to close by year-end, Cognizant has the opportunity to expand its reach into the fast-growing utilities industry market for SAP.

Cognizant, No. 7 on CRN’s 202 Solution Provider 500, already works with such vendors as SAP, Workday, Salesforce and Oracle in its enterprise platform services business.

Utegration will be a big part of Cognizant’s plans to continue to quickly grow its SAP business.

Brian Stoner
Brian Stoner

DTEX Launches New Partner Program As It Eyes 2023 Mid-Market Expansion

DTEX Systems launched a new partner program this week that the insider threat intelligence company expects to leverage when it starts to expand into the mid-market in 2023.

Earlier this year, the San Jose, Calif.-based DTEX, which now primarily focuses on large enterprise customers, hired its first-ever channel chief, Brian Stoner, a 20-year channel veteran who previously worked at FireEye, McAfee and other tech firms.

Stoner’s mandate: completely revamp and build out DTEX’s channel and alliances program in anticipation of a shift in sales to medium-size organizations next year.

The new DTEX Systems Global Partner Program provides value-added resellers, referral partners, consultants, and managed security services providers (MSSPs) with special pricing, marketing resources, and sales support to increase revenue and margins through endpoint upsell opportunities, the company said.

Though the company doesn’t disclose what percentage of its revenues currently come via the channel, Stoner told CRN that “our goal is to be 100-percent channel.”

Rick Whiting

Rick Whiting has been with CRN since 2006 and is currently a feature/special projects editor. Whiting manages a number of CRN’s signature annual editorial projects including Channel Chiefs, Partner Program Guide, Big Data 100, Emerging Vendors, Tech Innovators and Products of the Year. He also covers the Big Data beat for CRN. He can be reached at rwhiting@thechannelcompany.com.

Fri, 09 Dec 2022 04:18:00 -0600 en text/html https://www.crn.com/news/channel-news/5-companies-that-came-to-win-this-week-dec-9
Killexams : Cisco announces $600M restructuring plan, including layoffs

Cisco today said it will take a $600 million charge associated with layoffs and restructuring of its businesses. 

In an 8-K filing for its fiscal first-quarter, the company announced a restructuring plan “in order to rebalance the organization and enable further investment in key priority areas. This rebalancing will include talent movement options and restructuring.” The company said it will make some real estate changes as well.

During a financial call with analysts, CEO Chuck Robbins talked briefly about the restructuring but said employees will hear more details on Thursday.

“I'd be reluctant to go into a lot of detail here until we're able to talk to [employees]. I would say that what we're doing is rightsizing certain businesses,” Robbins said. 

Cisco is focused on moving resources into the enterprise networking space and accelerating its platform strategy, Robbins added. “We will be making significant investments in security and beefing up our teams there, and the capacity to continue to innovate there. Those are important areas,” he said.

CFO Scott Herren also commented on the restructuring plan:

Copyright © 2022 IDG Communications, Inc.

Tue, 22 Nov 2022 17:40:00 -0600 en text/html https://www.networkworld.com/article/3680508/cisco-announces-600m-restructuring-plan-including-layoffs.html
Killexams : Cisco’s Chuck Robbins On XaaS: We ‘Realized We Weren’t As Operationally Ready’

Networking News

Gina Narcisi

‘Cisco’s got some ground to cover, but it’s really about the long game. While you can argue they are late to market, we believe that they’re going to be able to learn from the lessons of all their competitors and come out with even stronger products,’ one Cisco partner tells CRN about the company’s as-a-service drive.

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Customers are looking for different ways to acquire the IT they need, including buying in an as-a-service model to save some capital, but Cisco has faced a few exact hindrances to as a service, according to the company’s executives.

For the San Jose, Calif.-based tech giant, supply chain constraints have been an ongoing obstacle to the Everything-as-a-Service (XaaS) trend because Cisco and its partners couldn’t deliver the equipment that’s part of as-a-service offers, specifically, its Cisco Plus strategy.

“And then we also realized we weren’t as operationally ready,” Cisco CEO Chuck Robbins told analysts regarding the company’s XaaS push at Cisco Partner Summit 2022 earlier this month.

Many customers interpreted the launch of Cisco Plus as just a different way to finance IT — a “fancy lease” — versus a true XaaS model, said Neil Anderson, area vice president of cloud and infrastructure solutions for Maryland Heights, Mo.-based Cisco Gold partner World Wide Technology (WWT).

But channel partners want to put vendor XaaS offerings “under the hood” and built their own services on top of the stack to create a turnkey offering for their end customers. Customers, on the other hand, often want to have the option to manage some of their own IT, Anderson said.

“Part of the problem in getting to a true as-a-service model, as a utility, is that most customers still want some form of co-management. They don’t want somebody to just do everything for them and they have no visibility into it. They want a portal where they can see how things are going, maybe touch a few things. So, this idea of co-management, I think, is going to be really important for network as a service,” he said.

[Related: Cisco’s X Factor: How Chuck Robbins Is Taking Partners Into The Future ]

WWT is seeing this prerequisite across the board — not just in networking, but also in the collaboration space. The firm is seeing more RFPs with a requirement for managed services. “That allows the partner to add an additional layer of value to it so it’s not just a resell lead, it’s [giving] the partner some skin in the game long term,” said Joe Berger, area vice president of Digital Experiences for WWT.

Cisco Channel Chief Oliver Tuszik told CRN in an interview that the company is focused on enabling customers to buy and consume the Cisco portfolio in an as a service motion if that’s how they’d like to buy, and for more partners to sell in an as a service model.

“Our strategy must be that we allow our customers, wherever they are in the world, to buy whatever Cisco has in his portfolio in an as a service or managed motion,” Tuszik said.

But the as-a-service effort goes beyond products. It’s about building out Cisco’s Provider partner role the company introduced in 2021 within its Global Partner Program, he said, a role built with the MSP partner in mind and recognizes partners based on their investment in managed services and as-a-service solutions. As the managed services business has taken off, Cisco has since upped its investments in Provider partners with predictable pricing, deal registration for managed services, more flexible consumption options, dedicated investment and business development funds, technical support enablement, and co-marketing, the company said.

Cisco is also building more modular programs and new incentive schemes, Tuszik said. “We are incentivizing our people to sell partner-managed services,” he told CRN. “We’re paying our sales team more if they sell a partner-managed service — 50 percent more,” he added.

At Partner Summit 2022, the tech giant revealed it had tripled the number of staff working on service creation motions with partners, as well as a 1.5x payout multiplier to support the growth of partner-managed SD-WAN, Secure Access Service Edge (SASE), and full-stack observability offers.

Companies like HPE and Cisco are turning to partners during this time of resource constraints and talent shortages to learn more about what the channel can offer by way of managed services and what they can take off the vendors’ hands. Customers are looking for “cloud-like” IT experiences that are more automated and that also encompass on-premises tech environments for customers grappling with requirements that prevent them from going all-in on cloud, like data sovereignty. There’s where Cisco Plus fits in, said CJ Metz, vice president of Modern Infrastructure for Irvine, Calif.-based Cisco Gold Partner Trace3.

Trace3 also partners with HPE. Metz said that the major differentiator for HPE GreenLake has been in how the company shifted its entire focus to support its as a service strategy, including executive compensation, sales compensation and the support structures that underpin it. “[HPE] just has had more time to take more risks, to learn the hard lessons,” he said.

Cisco, he added, has been forthcoming to partners about its need to catch up. “Cisco’s got some ground to cover, but it’s really about the long game. While you can argue they are late to market, we believe that they’re going to be able to learn from the lessons of all their competitors and come out with even stronger products.”

For Cisco’s part in becoming more operationally ready for XaaS, Robbins told analysts: “I think over the next 6 to 12 months, you’ll see a lot of progress on this front.”

In the meantime, Cisco already has many as-a-service offers on the market today by way of their channel partners, the CEO added.

“We’ve got stuff going in the cloud marketplaces that we didn’t have before, we’ve got partners delivering as a service today and we’ve got the SASE [Cisco Plus Secure Connect Now] offer out there,” Robbins said. “There’s a few things we need to do, but there’s an awful lot offers that are out there today for customers.”

Cisco doesn’t specifically break out revenue related to its Cisco Plus strategy, but the company’s most exact fiscal quarter that ended Oct. 29 saw software subscription revenue climb 11 percent year over year.  

Gina Narcisi

Gina Narcisi is a senior editor covering the networking and telecom markets for CRN.com. Prior to joining CRN, she covered the networking, unified communications and cloud space for TechTarget. She can be reached at gnarcisi@thechannelcompany.com.

Wed, 30 Nov 2022 08:56:00 -0600 en text/html https://www.crn.com/news/networking/cisco-s-chuck-robbins-on-xaas-we-realized-we-weren-t-as-operationally-ready-
Killexams : It Makes Great Sense For Hewlett Packard To Acquire Nutanix
The new Hewlett Packard Enterprise (<a href='https://seekingalpha.com/symbol/HPE' _fcksavedurl='https://seekingalpha.com/symbol/HPE' title='Hewlett Packard Enterprise Company'>HPE</a>) corporate headquarters, San Jose, Silicon Valley

Sundry Photography

On the first of this month, there was news about Hewlett Packard Enterprise (NYSE:HPE) possibly acquiring hyperconverged specialist Nutanix (NASDAQ:NASDAQ:NTNX) whose stock had already benefited from a 24% upside in October (orange chart below) after analysts sensed a possible takeover interest from a number of contenders also included International Business Machines (IBM), Cisco (NASDAQ:CSCO), and private equity.

Chart
Data by YCharts

My objective with this thesis is to show why it is HPE that should benefit the most from such an acquisition, while at the same time, I will elaborate on how Nutanix is profiting from the uncertainty surrounding VMWare (VMW).

HPE and the other Contenders

First, for those new to HPE, it operates across five segments as pictured below with compute (including the server business) which contributed to the bulk of revenues in the fourth quarter (Q4) for fiscal 2022 which ended on October 31.

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SEC filing (seekingalpha.com)

Its annual revenues have been progressing, rather erratically over the last years, but Q4's sales of $7.87 billion constituted a record with the company issuing a strong forecast for FY 2023. However, Compute is a lower-margin business explains the company's lower profitability compared to the likes of IBM and Cisco as shown in the table below. Now, while these three companies differ in industry, the difference between their gross margins remains significant.

Exploring further, one of the reasons for this difference in profitability is the degree to which these companies have re-engineered their technologies to contain a higher dose of software as part of the product mix. As I explained in a previous thesis, for the last three years, Cisco has been increasingly focusing on software-based networks as exemplified by its SD-WAN (Software Defined Wide Area Network). As for IBM, with its Red Hat acquisition in 2019, it has virtualization software that enables IT Admins, to build systems compatible with the cloud.

Comparison

Comparison with peers (seekingalpha.com)

As for HPE, it has surely innovated with its Greenlake offering which allows customers to invest less Capex in hardware and instead consume infrastructure in an as-a-service fashion. For this purpose, the company has had to forge partnership agreements with both Nutanix and VMWare, and its Greenlake offering is gaining traction with ARR or annual recurring revenue increased by 25% in Q4

The Rationale of Nutanix as an Acquisition Target

Focusing on the HPE-Nutanix partnership, it enables customers to purchase hardware and cloud-native stuff together with hyper-converged infrastructure simultaneously.

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HPE Greenlake with Nutanix (www.nutanix.com)

Looking deeper into hyper-convergence, this is the combination of computing, storage, and networking together in an all-in-one infrastructure called HCI or hyperconverged infrastructure. Now, Nutanix has gained popularity with its HCI software which makes the task of IT administration in an enterprise less complex, namely by consolidating discreet components in an integrated way.

Looking at the financial aspect, with its HCI software, Nutanix enjoys a gross margin of above 80% as seen in the table below. Thus, in case it merges with HPE, the latter's profitability can Strengthen significantly, to be more at par with IBM and Cisco.

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Key Metrics (seekingalpha.com)

There are other nice things about HCI, but as seen by Nutanix's negative EBIT margins above, it is currently operating at a loss.

Therefore, an acquisition by a larger company also makes sense for the company to grow profitably as part of a merged entity. I have covered the company before and its management certainly prioritizes "profitable growth". Thus, the operating loss has seen a downtrend over the last five years, with the company also delivering first-time positive non-GAAP operating profits in its first quarter (Q1) for fiscal FY2023 which ended in October.

However, given an economic environment that is characterized by high wage inflation, it may not be possible for the company to further optimize costs in 2023, and heightened recession risks also diminish the company's ability to increase product pricing, out of fear that clients may switch to the competition.

Investigating the reason for the operating loss, the SG&A (sales, general and administrative) expenses as a percentage of revenues in Q1 was 65%, signifying that the company is incurring relatively high marketing costs, a consequence of competition.

Nutanix Competes with VMWare and SimpliVity

Looking deeper into the competition, in addition to Nutanix, VMWare is also a leader in HCI software in Gartner's magic quadrant dated November 2021 as pictured below.

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Magic Quadrant (www.nutanix.com)

Moreover, with Broadcom's (NASDAQ:AVGO) acquisition of VMWare to become part of its infrastructure software division, there is some uncertainty about the way its technology will evolve. In respect, just like Advanced Micro Devices (NASDAQ:AMD) was adversely impacted by the VMware per-CPU pricing model in 2020, any change in this respect can have an impact on HPE's margins. Furthermore, in case Cisco or private equity acquires Nutanix, HPE could again be faced with further uncertainty as to a partner, all depending on the objectives of the merged entity.

Looking at the potential contenders, with its $34 billion acquisition of virtualization and HCI play Red Hat in 2019, there is less probability of IBM going for Nutanix. As for Cisco, in addition to shifting toward software-centric solutions for networking, it also manufactures the UCS range of servers. In this respect, it acquired HCI developer Springpath for $320 million in 2017 and has a partnership with Nutanix for delivering the latter's enterprise Cloud OS software on its server platforms.

This implies that Cisco should also be interested, but, being primarily a networking and security play, the company is more focused on maintaining its market share in switching, firewalls, routing, and optical as well as bringing more resiliency and flexibility in its supply chain.

Instead, acquiring Nutanix will be a logical step for HPE, not only to obtain full control of its HCI value chain for its Greenlake product offering but also advances its strategy in the fast-growing and high-margin hyperconverged market. Looking further, this move towards software-driven higher margins originates in HPE's acquisition of SimpliVity in 2017 for $650 million in order to design complete, built-for-enterprise HCI offerings for customers.

Furthermore, HPE's gross margins have indeed improved by around 4% from 2018 to 2021, partly due to Simplivity. Now, just imagine how much profits can Strengthen by acquiring Nutanix which is valued at about 12 times more.

Valuing HPE and Nutanix for a Potential Merger

First, based on the $61 billion Broadcom spent on VMWare which translates into approximately 4.6x VMWare's FY2021 sales, Nutanix with revenues of $1.9 billion for its last fiscal year could fetch around $8.74 billion (1.9 x 4.6). In order to finance such a deal, HPE has cash of $4.16 billion but debt totaling $12.46 billion. However, with a debt-to-capital ratio of only 24.26%, it has the capacity to borrow.

Second, looking at the growth prospects, I assume a potential merged HPE-Nutanix entity to impact HPE fiscal year 2024. This would boost HPE's revenue growth from analysts' forecast of 1.49% to 8.47% pictured in the table below as the $29.5 billion forecast gets added to Nutanix's $2.06 billion. Conversely, the price-to-sales multiple should be down to 0.65x from the initial figure of 0.7x. This translates into a target of $17.3 ((31.56/29.5)*16.3)) based on the share price of $16.3.

www.seekingalpha.com

Table built using data from (www.seekingalpha.com)

This estimate does not consider margin gains, which should be significant given Nutanix's gross profits.

As for Nutanix, currently priced at around $30, the stock, while having resisted the volatility impacting the broader technology sector better since the beginning of 2022, is still below its pre-Covid high of $37 by more than 23% as shown by the chart below.

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Comparison with S&P 500 and QQQ (www.seekingalpha.com)

One of the reasons for its exact outperforming of both the broader market and the Invesco QQQ Trust (QQQ) is that it is profiting from the uncertainty created by the Broadcom-VMWare deal among MSPs (managed service providers) which sell and support technology in different parts of the world.

Thus, both the uncertainty factor and acquisition-related momentum could propel the stock back to the $37 level. For this matter, analysts have a buy rating with a $31-$32 target on the stock, but, they also add that interest from a strategic buyer could skew the price higher. Now, HPE is indeed a strategic buyer.

Conclusion

HPE

Therefore, when considering a strategic buyout, it is HPE that should benefit the most from revenue synergies as it essentially buys out one of Simplivity's competitors, in addition to better positioning it's Greenlake infrastructure-as-a-service offering. This should also be both revenue and earnings accretive acquisition, but, I have a hold position as tech should be grappled by more volatility with a stronger-than-expected U.S. economy implying that the Fed may have to raise interest rates for longer.

Nutanix

On the other hand, I am bullish for Nutanix with a $37 buy rating as the company is approached by more VMware customers concerned about their data center infrastructure solutions for support, and costing. As a result, the company is getting more business and ended its fiscal 2022 results with a record level of backlog. Also, ACV billings in Q1 were significantly above guidance and represented a year-over-year growth of 27%. Thus, while not being completely immune to economic slowdown risks, its HCI enables hybrid data centers to benefit from a cloud-like scale together with the associated economics, without having to sacrifice factors like resiliency and performance.

Tue, 06 Dec 2022 21:47:00 -0600 en text/html https://seekingalpha.com/article/4562915-makes-sense-hewlett-packard-acquire-nutanix
Killexams : Is It Time to Buy Cisco Stock?

Shares of networking hardware giant Cisco Systems (CSCO -0.52%) have trended lower this year, just like most other tech stocks. A 25% decline in the stock price has made it look cheap. Cisco reported adjusted earnings per share of $3.36 in fiscal 2022, which ended July 30, putting the price-to-earnings ratio at 14.

That's not a particularly optimistic valuation for a company that is the overwhelming leader in its core markets. Cisco held a 42.3% share of the ethernet switch market in the second quarter, more than quadruple its next-largest competitor. In the service provider and enterprise router market, Cisco captured roughly one-third of all sales.

Despite Cisco's dominance, the company is prone to big drops in demand when economic uncertainty runs high. Cisco's products are mission critical, but it's also easy for an enterprise customer to delay upgrades during tough economic conditions.

With a recession a possibility in 2023, is now the time to buy Cisco stock?

So far, so good

Looking at Cisco's latest quarterly results, the company appears to be doing just fine. Revenue rose 7% year over year to $13.6 billion in the fiscal first quarter ended Oct. 29, and adjusted EPS jumped 5% to $0.86.

Importantly, Cisco's guidance for the full year is optimistic. The company sees revenue growing by between 4.5% and 6.5%, with non-GAAP EPS solidly above fiscal 2022 levels.

Cisco's transformation into a solutions provider is making the company's results a bit more predictable. While selling hardware is still the core business, the company has grown into a recurring revenue powerhouse. Subscriptions generated $5.9 billion of revenue in the first quarter, about 43% of total revenue. Of that, software subscription revenue was $3.3 billion, while service subscription revenue totaled $2.5 billion.

Cisco's results this year will be partly driven by a big backlog of orders. The company expects to end the fiscal year with a backlog that's two to three times larger than historical levels. Supply chain constraints throughout the pandemic have held up hardware shipments, and any software subscriptions tied to that hardware also got caught up in the backlog. Cisco's software subscription revenue surged 11% in the first quarter, as some of those subscriptions got delivered, although the company still has more than $2 billion of software in its backlog.

Even if global economies enter recession next year, Cisco's enormous backlog and its trove of subscription revenue should help prop up sales for a while, even if underlying demand deteriorates.

Product orders are tumbling

While Cisco expects revenue to grow this year, it's already seeing its customers pulling back on new orders. Total product orders plunged 14% in the first quarter. Europe, the Middle East, and Africa was the worst geographic segment for Cisco, with product orders down 23%. The company pointed to sky-high energy prices in Europe as one reason for the pullback, but it noted that some of its product lines that focus on lowering energy consumption could do well in this environment.

While orders were down, this was still the second-largest order tally for the first quarter in Cisco's history. Cisco had a difficult comparison against an extremely strong quarter for orders last year.

And it wasn't all bad news: Product orders coming from U.S. enterprise customers grew slightly, partly offsetting weakness from other customer groups.

Cisco's order backlog gives it visibility into revenue over the next few quarters, but if product orders continue to deteriorate, the company will work through that backlog and once again be at the mercy of end-market demand. And if a recession does strike next year, a prolonged period of weak product orders seems likely.

Is Cisco stock a buy?

Cisco's dominant market position and inexpensive valuation make it one of the most appealing tech stocks to buy right now. However, anyone who's considering investing in Cisco needs to understand that the company's revenue and profits can be a bit volatile. An overloaded backlog is smoothing things out right now, but that can't last forever.

Be ready for a revenue and profit decline sometime next year if global economies continue to deteriorate. In the long run, Cisco is aiming to grow revenue and profit by 5% to 7% annually. But that won't happen every year. If you're a long-term investor able to stomach some temporary setbacks, Cisco is a great stock to buy.

Mon, 21 Nov 2022 16:20:00 -0600 Timothy Green en text/html https://www.fool.com/investing/2022/11/22/is-it-time-to-buy-cisco-stock/
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 syllabu 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 : Cisco identifies vulnerabilities in Identity Services Engine

Cisco Systems’ network access control solution has five vulnerabilities rated High that could allow an authenticated, remote attacker to inject arbitrary operating system commands, bypass security protections, and conduct cross-site scripting attacks.

Four of the five problems in Cisco Identity Services Engine were identified earlier this month. However, network and security administrators will have to wait until Cisco releases software fixes for four of them. There is no workaround available for these holes, CVE-2022-20964. CVE-2022-20965, CVE-2022-20966 and CVE-2022-20967

Fortunately, they can be exploited only by valid and authorized ISE users, the company says. For protection, until the fixes are released, ISE administrators have to take extra care to restrict console access and admin web access.

Software updates have been released for the fifth vulnerability, CVE-2022-20961, described as a hole in ISE’s web-based management interface that could allow an unauthenticated, remote attacker to conduct a cross-site request forgery (CSRF) attack and perform arbitrary actions on an affected device,

This vulnerability, Cisco says, is due to insufficient CSRF protections for the web-based management interface of an affected device. An attacker could exploit this vulnerability by persuading a user of the interface to follow a crafted link. A successful exploit could allow the attacker to perform arbitrary actions on the affected device with the privileges of the target user.

In listing four vulnerabilities in one advisory, Cisco noted they aren’t dependent on one another for exploitation. In addition, a software release that is affected by one of the vulnerabilities may not be affected by the other vulnerabilities.

Separately, Cisco said it had released security fixes for a vulnerability in ISE that is rated Medium. CVE-2022-20963 is a vulnerability in the web-based management interface of ISE could allow an authenticated, remote attacker to conduct a cross-site scripting (XSS) attack against a user of the interface on an affected device.

Sun, 27 Nov 2022 21:46:00 -0600 en-US text/html https://www.itworldcanada.com/article/cisco-identifies-vulnerabilities-in-identity-services-engine/515793
Killexams : Cisco Announces December 2022 Events with the Financial Community

SAN JOSE, Calif., Nov. 29, 2022 /PRNewswire/ -- Cisco today announced that it will participate in the following conferences with the financial community during the month of December. These sessions will be webcast.  Interested parties can view these events on Cisco's Investor Relations website at investor.cisco.com.

Cisco Logo (PRNewsfoto/Cisco)

Raymond James Technology Investors Conference
December 6, 2022
6:45 a.m. PT / 9:45 a.m. ET
Kip Compton, SVP, Strategy & Business Development, Cisco Networking

Barclays Global Technology, Media and Telecommunications Conference
December 7, 2022
12:10 p.m. PT / 3:10 p.m. ET
Bill Gartner, SVP and General Manager, Optical Systems and Optics Group

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 data, transforming your infrastructure, and empowering your teams for a global and inclusive future. Discover more on The Newsroom and follow us on Twitter.

Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company.

Investor Relations Contact: Press Contact:
Marty Palka Robyn Blum
Cisco                           Cisco
408-526-6635 (408) 853-9848
mpalka@cisco.com rojenkin@cisco.com

 

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SOURCE Cisco Systems, Inc.

Mon, 28 Nov 2022 23:14:00 -0600 en text/html https://markets.businessinsider.com/news/stocks/cisco-announces-december-2022-events-with-the-financial-community-1031941965
Killexams : Cisco football powers past New Deal in regional semifinal

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Fri, 25 Nov 2022 18:33:00 -0600 en-US text/html https://www.lubbockonline.com/story/sports/high-school/2022/11/26/cisco-tx-high-school-football-loboes-new-deal-lions-score-third-round-playoffs-colorado-city/69676954007/
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