A Marketing Guide for Cisco Select · PDF fileadvantage of unforeseen events, ... 5 A...

A Marketing Guide for Cisco Select Partners

Asia Pacific Channels Asia Pacific Channels

Introduction

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This guide has been produced to give Cisco Select Partners tips and ideas on marketing – from how to create a marketing plan to where to find marketing information on Cisco.com. This will enable you to have the resources needed to create an effective marketing strategy for your company.

Make sure you work with your local Cisco channel team to ensure you get access to the latest marketing information from Cisco.

Please refer to the Select Partner Portal for all the tools, training and resources you will need to begin and accelerate your SMB business with Cisco. Go to www.cisco.com/go/ap/select

Asia Pacific Channels Marketing Team

Asia Pacific Channels

Index

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Developing your 12 Month Marketing Plan P4

SMB Messaging Framework P6

Getting Started with Email Newsletters P8

Top 5 Tips for Telemarketing P10

Planning a Successful Customer Event P12

Top 5 Tips for Improving Sales Performance P16

Marketing Tools - Quick Reference P21

Notes P24

- Cisco Logo Rules- Useful Links

1. Identify your marketing strategyIn this initial step, you will detail your overall strategy and messaging. For example, if your business plan calls for you to expand your services in a new geographical area, your marketing strategy might be to build awareness and generate new opportunities in those particular markets.

2. Determine overall objectivesWhat do you want to accomplish with your marketing efforts and how will they support the business plan? Make your objectives as concrete as possible, and make your objectives measurable. For example: “Increase brand awareness by 5% in a new market” (based on a bench-mark survey prior to campaign execution), or “generate 1,000 leads next year for new services offering.”

3. Identify campaigns and activities to achieve your objectivesCampaigns are groups of activities that support a common objective such as a product launch.Activities are discrete components of the campaigns, such as order releases and collateral development.

During this phase, you may need to:• Ask your sales team what they will need to support their efforts• Prioritise the products, services or

solutions your company wants to promote

• Identify any events you plan to sup-port such as sales meetings or trade shows

• Identify all necessary print and elec-tronic marketing materials (such as brochures, website updates, etc)

• Think of any new communication methods such as blog sites or videos that could support your campaign

• Identify any training that might be required to support your campaigns and activities

4. Maintain a calendarFor each item identifi ed in step 3, associate a date with the activity. For example, if a product introduction is occurring in April, note that date. Next, place all the activities into either “Campaigns” or individual “Activities” and put them in a calendar.

5. Allocate fundsIdentify funding for each campaign and activity. This will help you manage and track your budget. Chances are you will overspend in some areas and underspend in others, but knowing where the money is being spent will prevent problems at the financial year end.

Developing your 12 Month Marketing PlanFollow these 10 basic steps to develop your marketing plan for the coming year.

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6. Detail the campaign and activitiesHere is where you establish program timelines, objectives and activities. These are essentially mini-plans within your larger plan. This is what you will execute against.

7. Assign responsibilitiesIdentifying who is responsible for a function or activity eliminates confusion and provides an easier way to verify the task is being accomplished by knowing who can report on each project’s status.

8. Set metricsThis is key to evaluating the success of your efforts. Establish specifi c goals for each campaign ahead of time.Then, look back to see how they performed against expectations. Make sure you take the time to understand why some things worked and others didn’t, so you can make smarter marketing decisions on future campaigns.

9. Communicate the plan internallyPresent your plan to all the relevant people in your organisation. This is your best opportunity to address any issues with other departments or groups, especially your sales team. Input from these groups can help you refi ne and improve your plans. Most importantly, presenting your plan helps generate support and ensures buy in from the company.

10. Be fl exibleSome of the best marketing takes advantage of unforeseen events, such as changes in the marketplace, a competitive situation or a new use for an existing technology. These types of opportunities or threats require immediate action. With a good plan, you will be able to quickly identify what changes you can make to your current programs and activities, to seize these opportunities.

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The Cisco SMB core messaging architecture uses these research findings and leverages the global Cisco Campaign Messaging Framework.

The messaging architecture provides a framework that enables you to adapt the message to drive greater relevance and acceptance within your market.

SMB Messaging Framework

Cisco messaging for SMB campaigns is derived from focus group research used to identify marketreadiness, key business and technical challenges, buying processes and acceptance of different levels of messaging sophistication.

The focus group research highlighted a number of different factors that influence the messaging:

· The main business driver for SMBsis growing their business and beatingtheir competitors.

· The relevance of the four business imperatives are:

- cost containment

- customer responsiveness

- operational efficiency

- security

· The main area of difference between countriesrelates to the articulation of the message. Some countries prefer simple business messages,some prefer business benefit messages and othersprefer aspirational messages. This messagingpreference is not tied to the level of sophisticationof the market, but is influenced by the localcultural environment.

Cisco SMB Messaging Framework

Small and Medium-sized Business (SMB) Campaign Messaging

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SMB campaign

How Cisco delivers

Merge technology with business vision

Trusted advisor

Integrated solution delivered through

skilled partners

Whole offer

Vision

Integrated solutions addressing business pain-points:

Security – Core – Voice – Mobility

How

Why Cisco?

What to buy

Easy Financing

SupportServices

IndustrySolutions

Partner Delivery

Welcome to the Human Network

‘The Network is

Welcome to a network where your

business can grow and out perform

your competition...

Welcome to the Human network

New corporate positioning

Aspirational

Connects with market

Positions Ciscofor the long term

the Platform’

benefits today

SMART BUSINESSCOMMUNICATIONS ARCHITECTURE

Business decision makers (BDMs)

They are driven by business growth and competitive pressure and they face comparison with their peers. They look for solutions to business pain points. However, they are not technology aware and they have little or no awareness of Cisco.

Top business priorities:• increase revenue and sales• accelerate business expansion• improve customer satisfaction• increase market share.

Two key decision makers:

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Within the Small and Medium-sized Business market there are two key customer targets – business and technical decision makers. These are common to all SMBs.

From focus group research carried out in the Asia Pacific markets, we have identified the top business and IT objectives within SMBs.

Technical decision makers (TDMs)

They understand Cisco’s market-leading position in networking but don’t necessarily understand all the categories in which Cisco play. SMB TDMs are oftengeneralists in their IT knowledge because of the diverse systems they have to manage. We need to help them understand how different technologies work better together and provide examples of how solutions could be deployed in their environment to drive business benefits.

••••

Top technology priorities:increase securityimprove reliabilityensure technology is up-to-dateincrease efficiency gains.


1. What are your objectives?Focus fi rst on your overall goals. Are you looking to drive immediate sales, keep prospects engaged, or demonstrate your expertise? A clear picture of what you want to achieve is essential to developing a newsletter program that can reach those goals.

2. Who is your target audience?Clearly defi ne who you want to subscribe to your newsletter. Avoid broad categories such as “customers” or “prospects.” Instead, think about customer industries, company sizes, or the recipients’ roles and responsibilities to determine who your audience really is, what the hot topics are that drive their business, and what unique value you can provide.

3. What is your newsletter’s theme?Your newsletter needs to have a strong point of focus. The theme should address your company’s area of expertise, as well as the needs or pain points of your target audience. Stay away from expansive topics like “technologyupdates” or “product news” – this is information your audience can get elsewhere. Instead, look at the solutionsyou sell and the benefi ts they provide to your customers to establish your theme.

4. What is your desired response?What should readers do once they’ve read your newsletter? For instance, you might want them to contact you; register online for a seminar ; pass along an article to a colleague; sign up to receive some information; or even directly purchase a product or service. You will need to determine this in advance so you can develop the appropriate design and copy.

5. How will you measure your newsletter’s success?Outline the metrics you will use to assess your newsletter’s performance. Standard e-mail newsletter statistics include open rates, clickthrough rates, clicks-per-open, and overall conversions. Track these measurementscarefully to identify trends and improvethe newsletter on an ongoing basis.

Getting Started with Email Newsletters

These questions will help you develop a clear vision of what you want your email newsletter to accomplish and how to achieve your goals. Your answers will become your blueprint to developing aneffective email newsletter program.

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6. How will you manage the newsletter development process?Take time to think about newsletter logistics. Ideally, you should have oneperson within your company who isresponsible for making sure the newsletter gets published on time. This person shouldbe charged with gathering content, developing the HTML, managing subscriptions, etc. If you’re using outside resources (such as a newsletter designer /programmer, independent copywriter, or e-mail service), be sure it is clear who is responsible for managing these relationships within your company.

7. How frequently will your news letter be published?Most email newsletters come out monthly or quarterly. When deciding on frequency, remember that if you choose a monthly frequency, you need to fi ll 12 issues every year with enough unique information to keep your audienceinterested. Plus, you’ll need to meet mailing deadlines every month. Better to start on a quarterly or bi-monthly schedule and increase frequency as your results merit.

8. What content topics and sources will you use?Plan the topics for each issue for the whole year so you know the types of articles, tips, or offers you will need to develop.To provide value, each issue of your newsletter should contain at least three unique content elements. To make this easier, map out “standard” elementsyou will put in each issue – for instance, a case study, an excerpt from a research report, a series of news briefs, etc. This can help you focus your content efforts and provide readers with consistency from issue to issue. Also, determine where you will get each article from – will it be written internally or will you get it from a third party?

9. What is the tone of your communications?It’s not just what you say, but how you say it. To succeed, your newsletter’s tone must be consistent with your other communications (as well as from issue to issue) so readers know what to expect. Think of tone as the newsletter’s attitude. It might be professional, casual, sophisticated, educational, edgy, or some combination of the above.

10.What will the newsletter look like?Make sure your design – including layout, colours, typeface, graphics, and photography – is eye-catching and easy to read. Moving a standart template-based newsletter can simplify this process. You might want to use a graphic designer to create your newsletter to refl ect your company’s unique identity. You could alsospeak to your Cisco Marketing Contact about any co-branded newsletter opportunities that may exist in your region.

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1. Write out your introduction statement (keep it less than 30 seconds).

• Who are you?

• What is your reason for calling?

• How are you going to approach the call?

• What’s in it for the prospect?

2. Pick a primary technology or solution to open the call.

What is your call to action?

Examples:

• Wireless site consultation

• Unified Communications ROI assessment

• Upgrade or trade-in for Cisco foundational technologies

• Upcoming event

Reference sell: Develop case studies by technology and/or verticals to reference during your call.

3. What pain points/business drivers are you solving?

Examples:

• Specifi c vertical pains

• Protecting the network

• Addressing compliance issues

• Allowing customers to maintain control of their network

• Connecting remote offi ces

• Increasing productivity by using Unified Communications

• Replacing an outdated PBX

• Help growing companies

• Disaster recovery

Top 5 Tips for Telemarketing

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• Security consultation

4. Have trial a close ready for the “send me some info” response.

Examples:

• If I send you the information, when do you think you’ll have time to review it?

• When do you think you’ll have chance to go through the information so we can speak again?

• If what I send you looks good or can potentially show you a positive ROI would you be willing to meet and review your current situation, and look at how we can help?

5. Goal.

Your goal:

Get the prospect talking 80 percent of the time.

Ask questions, be curious, identify problems you can solve, build credibility, educate the prospect, be confi dent, and set the appointment.

Be professional and have fun!

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1. Develop a solid event strategy and follow-up plan.

a. Determine your objectives for holding the event and create performance indicators. i. Business objectives: Brand recognition, customer loyalty ii. Operational objectives: Cost per lead, upsell opportunities

b. Establish event type (seminar, dinner, online event) and format (demo, speaker panel). i. Does it appeal to your target audience? ii. Does it support your target objectives?

c. Determine how you will segment your leads after the event. Build the segmentation questions into your registration and survey mechanisms.

d. Ensure you have buy-in from the sales team. It is essential that they are committed to helping drive attendance and to attending the event themselves.

2. Develop the audience generation plan.

a. A multi-touch campaign is the most effective. A standard plan should include: i. 8 weeks prior—Save the date ii. 4 weeks prior—Invitation iii. 2 weeks prior—Telemarketing campaign iv. 2 days prior—Reminder calls/e-mails v. Ongoing—Distribution of fl yers at events; announce ments posted on your corporate website and included in the e-mail footers

b. Review your internal customer and prospect database and your data/list resources. Determine what lists you may need to buy/rent to supplement (membership lists, tradeshow attendees lists, etc).

Planning a Successful Customer EventStrategies for effective Pre- and Post-event marketing

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3. Create an invitation that will drive attendance.

a. Focus on who (target audience), what (benefi ts), why (support benefi ts), when, and where (logistics).

b. Make it personal, and about the recipient – focus on the benefi t.

c. Make it easy to read and avoid “information overload”.

d. The call-to-action (in most cases, “Register Now”) must be easy to fi nd; with e-mail invitations, it should appear 2 to 3 times.

e. Include a tangible incentive to register or attend (white paper, gift card, etc.).

f. Don’t forget to test and track everything. Lists, subject lines, creative, click-throughs, attendance based on list/method, how heard, etc.

g. For rented e-mail lists, you must include a web-based opt- out mechanism.

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c. Plan your event marketing campaign using these general rules: i. Assume a 0.25% response rate for any rented e-mail list,

and a 50% drop-off from registration to attendance. Therefore, in order to get 50 attendees, you would need

100 registrants. Please note that attendance drop off may vary from country to country.

ii. To get 100 registrants from an e-mail campaign alone, you would need to e-mail 5,000 people. The odds of 5,000 e-mail addresses available in a 75-km radius of your event are slim; this is why a multi-touch approach is important.

d. Use a reputable list broker to guide you through the process. i.e. purchase your data from a reputable company.

e. Get list counts and recommendations before you book the venue. Be sure your expectations are realistic for available prospects in the area.

f. Plan the timeline accordingly. Allow 5 to 7 business days for the selected lists to be delivered; have your invitation ready to go.



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5. After the event, execute your follow-up plan.

a. Create an online survey that will support your lead routing plan and event metrics. i. Ask lead qualifying questions up front. People tend to answer objective questions fi rst (i.e. budget, purchasing timeframe); if they run out of time, you have the data you need. ii. Ask logistical questions next. These are more subjec tive, such as the likelihood of attending a similar event in the future, the value of speakers, or topics of interest. iii. Use multiple choice or a comment box; limit open- ended questions for simplicity.

b. If you use a paper survey: i. Use white or light paper, no smaller than 13x 18cm. Provide pens with your logo. ii. Include a “contact me now” box that is easy for you to see when sorting paper leads.

4. Plan your lead management strategy. It starts with registration.

a. Ask qualifying questions so you know the audience profi le – don’t assume it from your list definitions.

b. Ask about product/service interests that may not be part of the current offering so you can plan for relevant topics in the future. You’ll already have some target invitees for future events.

c. Include features in your online registration process to drive pass-alongs – for example, “invite a colleague.”

d. Distribute a list of sales actions to your sales leads ahead of the event and assign goals. Follow up prior to the event with a reminder call.

c. Save your lead source data to make the case for similar events in the future, particularly for tradeshows.

d. Execute your hot/warm lead plan within 3 to 5 business days.

e. If your post-event follow-up plan includes e-mail, make sure the attendee “opted in” to receive e-mail.

f. Do not distribute leads to your marketing partners unless the registrant has given explicit permission to be contacted by third parties. Clarify your marketing partners.

g. Execute a post-event survey 3 to 6 months after the event to measure sales, impressions, and behaviour shifts.

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1. Value Proposition

a. The foundation for effective sales is communicating a clear and unique benefi t that your product or service provides.

b. Write an “elevator pitch” or 30-second summary of the unique benefi ts your company’s product provide.

c. The value proposition allows you to target prospects more effectively and enables you to create stronger and more relevant sales presentations.

d. What’s important to your prospects is the unique value you bring to them, such as deep experience in their industry, or with companies of similar size.

2. Setting Goals

To set your sales goals, consider:

a. The size of the entire market for your product or services.

b. How many competitors are in the market, and if possible, their market share.

c. How much business your company can handle with its current resources and staffi ng levels. • For example, your sales goal may simply be your company’s current system installation capacity.

d. The length of your sales cycle. • For a business driven by complex purchases, the average sale could take months to close.

e. Your goals should be realistic and achievable, but still present a challenge.

f. Work backward from your goals to set targets for each phase of the sales process. • For example, if you expect to close 25 percent of your-

proposals and you need to close 10 sales, then you know you need to complete 40 proposals. If you typically have to reach four prospects to get one to proposal stage, then you must get 160 prospects.

Top 5 Tips for Improving Sales PerformanceFollow These Steps to Support Your Sales Efforts

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3. Lead Generation

Where will you fi nd those prospects?

a. Look at the entire market for your product or service and determine which segments are the best fi t for your offering. • For example, you may decide to target businesses of a given size range, or particular industries.

b. One way to pinpoint segments with potential is to model your current customers. • Analyze the 20 percent of your customers that account

for the majority of your revenues to determine what they have in common. Are they from a particular industry or area? Are they growing quickly or slowly? Are they affected by some regulatory change?

c. Once you’ve identifi ed the characteristics of your best leads, you can then determine how to fi nd them. • Depending on the type and number of leads you want,

you may want to rent lists, conduct online research, for example via Google or specialised industry sites oreven network in your community and with satisfi ed customers.

4. Make Contact

It’s fi nally time to make contact.

a. The answer depends on your product or service, as well as the number of prospects you need to reach.

• Time- and labour-intensive strategies such as networking

and cold-calling are appropriate for solution providers that build high-value, long-term relationships with clients.

• Direct mail and e-mail can be effective for reaching larger

numbers of people. Your contact strategy will probably involve several tactics, such as cold-calling a prospect to make the introduction, and following up with a letter with more details.

b. It’s a good idea to research your prospects before contacting them.

• Knowing something about their business model, history,

or key players can help you hone your pitch to meet their needs.

• They are also likely to be impressed that you took time to

learn about their business.



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No matter which strategies you pursue, focus on professionalism.

• For example, be persistent, but don’t annoy your prospect by calling every day or sending frequent emails.

• If you promise to be back in touch at a certain time, keep that promise.

• Be courteous to everyone you talk to at an organization, regardless of their role.

• The basic rule: don’t do anything you wouldn’t want a sales- person to do to you.

5. The Presentation

To make the most of the meeting:

a. Establish your professionalism quickly by, for example, arriving on time, dressing appropriately, and turning your mobile phone off or on silent.

b. During the meeting, avoid inconsiderate gestures such as putting a glass on top of the prospect’s papers, yawning, or letting your eyes wander.

c. Carefully plan how you will structure the meeting.

• For fi rst-time presentations, a PowerPoint presentation or other slide show-style guided talk may work well since you have control over the fl ow of information.

• Bring print copies in case of technical issues.

d. Give prospects ample opportunity to talk, and listen closely to what they say—being a good listener will raise their confi dence in you.

•

•

•

•

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e. Be prepared for potential objections to the sale.

f. Take some time before your meeting to list all reasonable hurdles, such as the budget, needing to check with the team, the project timeline – they will vary with the nature of your sale, but should be somewhat predictable.

g. To the degree possible, have a solution to each objection.

If budget is the issue, you may want to suggest a phased approach, or some sort of payment schedule.

h. Don’t take all objections at face value. Instead, ask questions to get an insight into the prospect’s real concerns.

For example, if they say, “It’s too expensive. I’m working with a limited budget,” the real message may be, “I’m worried that my boss will think I paid too much.”

You can use this insight to reinforce, for example, that your solution is competitively priced, or of superior quality to competitors, or more fl exible or lower cost in the long run.

i. If you don’t have an answer to a question, it’s perfectly fair to say “I don’t know,” as long as you offer to research the question and get back to the prospect.

It’s much better for your credibility to come clean than to appear evasive or poorly-informed.

For example, if project completion speed is of the essence, you may want to increase the fee to add staff to a project.


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Bonus Tip. The Close

a. When you face buying resistance:

• Don’t take it as a personal rejection. If the prospect is speaking with you, they are probably open to buying from you.

• Any reasonably large purchase is a risk, so buyers often need fi nal encouragement that the purchase will not be a mistake.

b. Use buying objections to move into a trial close.

• For example, if the objection is about cost, you might say, “If I were to offer you a payment plan of four quarterly payments, would that meet your needs?”

• Once you have handled all objections through the trial close, you’re ready to make the fi nal close.

• Keep it short and simple. “Do we have a deal?” may suffi ce; “Can we get started?” is upbeat and forward-looking.

d. Because there is often nervous energy associated with a close, some sellers get fl ustered when they fi nally get a yes.

• They may offer to provide faster turnaround or throw in some extra services.

• Resist the urge to “re-close.”

• Get any signatures you need, say thank you, and end the meeting.

• You may want to schedule a follow-up meeting to discuss next steps, but don’t use this moment to discuss administrative issues like who to send the bill to.

Here is a handy quick reference guide to Cisco Channel communications, programs, promotion tools, and resources forCisco partners. Now you can cut through the vast array of informationto get to what you need quickly.

Partner Central The partner central site is a good starting point for partners to fi nd information on all topics relevant to partners – marketing, programs, sales tools, pricing and much more.http://www.cisco.com/asiapac/ partners/index_partner.shtml

LogosPartner logos can be downloaded from this site:http://www.cisco.com/web/partners/market/partner-marks.html

Cisco partner logo usage - quick reference http://www.cisco.com/web/partners/downloads/partner/WWChannels/marketing_promotions/tools/logos/QuickRef_CiscoPartnerLogos.pdf

Marketing Tools – Quick Reference

Cisco Partner Logo UsageQuick Reference

IntroductionThe Cisco partner logo may be used to communicate your relationship with Cisco. It should be displayed in conjunction with your company logo but may not be more prominent (in size or location) than your logo. Use only the Cisco partner logo provided to you and only as stated in your partner or program member agreement.

File Formats, Colors, and SizesCisco partner logos are provided in eps, gif, and .emf formats in a variety of color spaces and sizes. See the tables at left for detailed information and fi le names. When matching color for embroidery use the PANTONE® coated color swatch.

The .psd format logos are intended to be placed over a color background in an Adobe Photoshop document. The document will then need to be saved in

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(PartnerType)

an appropriate fi le format. If saving as a .gif, .jpg, or .png use the highest possiblequality settings.

Do not alter, redraw, or recolor any of the logos.

Do not scale the Bitmap RGB logos.

Clear Space and StagingAn invisible rectangular border, equal in width to the “1/2B” should bemaintained around the perimeter of theCisco partner logo. In all media, the Cisco partner logo must be separated from any names, logos, or product names. Do not place the Cisco partner logo on busy or low-contrast backgrounds.

Do not use the Cisco partner logo at less than .75-inch-wide in print.

For additional information refer to your Logo Usage guidelines.

File Name:(Partner Type)2cRGB.ppt

Vector .eps Logos are for print use only

Vector .eps Logos (size in inches) Provided in:

Two-Color Cisco Blue/Cisco Red

One-Color Black

One-Color White

(PartnerType)

.75"wide

File Names:(Partner Type)2c.eps (2-color PANTONE)(Partner Type)2c_CMYK.eps (2-color CMYK)

(Partner Type)_blk.eps (1-color black)(Partner Type)_wht.psd (1-color white)

Bitmap RGB Logos are for on screen use only

Bitmap RGB Logos (size in pixels) Provided in: Provided in:


White (as layered .psd file)

94 pixwide

62 pixwide

File Names:(Partner Type)2cRGB_62x.gif(Partner Type)2cRGB_94x.gif(Partner Type)_wht_62x.psd(Partner Type)_wht_94x.psd

RGB .emf Presentation Logo is for presentation use only

RGB .emf Presentation Logo (size in inches, actual size not shown)

Provided in:


1.77”wide

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Marketing Tools – Useful Links


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Select Partner Portal www.cisco.com/go/ap/select

Cisco Marketing Library The marketing library gives you access to Cisco marketing assets – images, logos, examples of campaigns etc www.cisco.com/go/vam

Human Network website Experience the Human network: http://www.cisco.com/web/thehumannetwork/index.html

“Manage your partnership” Tools One site with links to all the tools available to Cisco partners – technical, sales, marketing and training http://www.cisco.com/web/partners/tools/

SMB University Make sure you check out the SMB University course offerings. They are free to you and give you technical training and business acumen training direct to your desktop. www.cisco.com/go/smbuniversity

Cisco Channel Partner (CPI) Newsletter Subscribe to Cisco Channel Partner (CPI) Newsletter to receive important news specific to your region, tailored to help grow your Cisco business. www.cisco.com/web/partners/news

Technology links – places to find useful text and product information for marketing campaigns

Securitywww.cisco.com/go/security

Unified Communicationswww.cisco.com/go/uc

SBCSwww.cisco.com/go/sbcs

Wirelesswww.cisco.com/go/wireless

Switchingwww.cisco.com/go/switching

Routingwww.cisco.com/go/routing

Notes

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A Marketing Guide for Cisco Distribution Partners

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Notes

Notes

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A Marketing Guide for Cisco Distribution Partners

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Notes

Cisco has more than 200 offices worldwide. Addresses, phone numbers, and fax numbers are listed on the Cisco Website at www.cisco.com/go/offices.

©2008 Cisco Systems, Inc. All rights reserved. CCVP, the Cisco logo, and the Cisco Square Bridge logo are trademarks of Cisco Systems, Inc.; Changing the Way We Work, Live, Play, and Learn is a service mark of Cisco Systems, Inc.; and Access Registrar, Aironet, BPX, Catalyst, CCDA, CCDP, CCIE, CCIP, CCNA, CCNP, CCSP, Cisco, the Cisco Certified Internetwork Expert logo, Cisco IOS, Cisco Press, Cisco Systems,

Cisco Systems Capital, the Cisco Systems logo, Cisco Unity, Enterprise/Solver, EtherChannel, EtherFast, EtherSwitch, Fast Step, Follow Me Browsing, FormShare, GigaDrive, HomeLink, Internet Quotient, IOS, iPhone, IP/TV, iQ Expertise, the iQ logo, iQ Net Readiness Scorecard, iQuick Study, LightStream, Linksys, MeetingPlace, MGX, Networking Academy, Network Registrar, PIX, ProConnect, ScriptShare, SMARTnet, StackWise, The Fastest Way to Increase Your Internet Quotient, and TransPath are registered trademarks of Cisco Systems, Inc. and/or its affiliates in the United States and certain other countries.

All other trademarks mentioned in this document or Website 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. (0708R)

Cisco has more than 200 offices worldwide. Addresses, phone numbers, and fax numbers are listed on the Cisco Website at www.cisco.com/go/offices.

©2008 Cisco Systems, Inc. All rights reserved. CCVP, the Cisco logo, and the Cisco Square Bridge logo are trademarks of Cisco Systems, Inc.; Changing the Way We Work, Live, Play, and Learn is a service mark of Cisco Systems, Inc.; and Access Registrar, Aironet, BPX, Catalyst, CCDA, CCDP, CCIE, CCIP, CCNA, CCNP, CCSP, Cisco, the Cisco Certified Internetwork Expert logo, Cisco IOS, Cisco Press, Cisco Systems, Cisco Systems Capital, the Cisco Systems logo, Cisco Unity, Enterprise/Solver, EtherChannel, EtherFast, EtherSwitch, Fast Step, Follow Me Browsing, FormShare, GigaDrive, HomeLink, Internet Quotient, IOS, iPhone, IP/TV, iQ Expertise, the iQ logo, iQ Net Readiness Scorecard, iQuick Study, LightStream, Linksys, MeetingPlace, MGX, Networking Academy, Network Registrar, PIX, ProConnect, ScriptShare, SMARTnet, StackWise, The Fastest Way to Increase Your Internet Quotient, and TransPath are registered trademarks of Cisco Systems, Inc. and/or its affiliates in the United States and certain other countries.

All other trademarks mentioned in this document or Website 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. (0708R)

Americas HeadquartersCisco Systems, Inc.170 West Tasman DriveSan Jose, CA 95134-1706USAwww.cisco.comTel: 408 526-4000800 553-NETS (6387)Fax: 408 527-0883

Asia Pacific HeadquartersCisco Systems, Inc.168 Robinson Road#28-01 Capital TowerSingapore 068912www.cisco.comTel: +65 6317 7777Fax: +65 6317 7799

Europe HeadquartersCisco Systems International BVHaarlerbergparkHaarlerbergweg 13-191101 CH AmsterdamThe Netherlandswww-europe.cisco.comTel: +31 0 800 020 0791Fax: +31 0 20 357 1100

Americas HeadquartersCisco Systems, Inc.170 West Tasman DriveSan Jose, CA 95134-1706USAwww.cisco.comTel: 408 526-4000800 553-NETS (6387)Fax: 408 527-0883

Asia Pacific HeadquartersCisco Systems, Inc.168 Robinson Road#28-01 Capital TowerSingapore 068912www.cisco.comTel: +65 6317 7777Fax: +65 6317 7799

Europe HeadquartersCisco Systems International BVHaarlerbergparkHaarlerbergweg 13-191101 CH AmsterdamThe Netherlandswww-europe.cisco.comTel: +31 0 800 020 0791Fax: +31 0 20 357 1100

CISCO/rightontheline/5950/01.08

A Marketing Guide for Cisco Select · PDF fileadvantage of unforeseen events, ... 5 A...

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