>>He may ultimately feel that way. As has been mentioned,it is true that the INS acquisition would have been outside the model for a CSCO. CSCO already owned a piece of INS and had an intimate relationship with it. Sometimes you don't know hat you had until it is gone... Breaking the mold sometimes is painful at the time but can provide long term benefits. We shall see.
"Not all the smart investments, we should note, are
in technology: Remember Cisco's recent investment
of $1 billion in KPMG's consulting practice? That
was a frontal assault on Lucent (which around the
same time acquired consultant International
Network Services for $3.7 billion) and on the
networking business in general. Not only can Cisco
tap its own thousands of sales reps; under the
KPMG deal, KPMG will add another 4,000
consultants, specially trained to set up Cisco
products in corporate networks.
Another brilliant stroke."
- Jim Seymour, president of Seymour Group, an
information-strategies consulting firm working with
corporate clients in the U.S., Europe and Asia, and
a longtime columnist for PC Magazine. Under no
circumstances does the information in this column
represent a recommendation to buy or sell stocks.
At time of publication, Seymour was long Lucent
and Qwest, although positions can change at any
time. Seymour does not write about companies that
are consulting clients of Seymour Group, or have
been in recent years.
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