Drake, I guess the best analogy to what CSCO is doing vs. what NETA is doing would be to say that to diversify to the degree NETA has done would require CSCO to go into the cable, modem, CSU, DSU, T1 channel back, connector, rack, cabinet and raised-floor computer room business. At some point, having the same vendor isn't really relevant, particularly if the products don't really have any direct interoperability or don't rely on each other to perform their tasks. This is particularly relevant in the bundling of "suites," in that some prospects view the price of the suite as excessive because they are sometimes forced into getting things they don't need or use, yet they perceive an extra cost is built in as a result.
In fact, there is a risk of having one vendor - it is extremely rare that one company does everything better, and exclusivity can lead one into complacency - I see it all the time, and it usually results in a statement akin to: "I didn't know you could do that!"
Most of the technological world gravitates toward specialization, but NETA seems to have defined its specialization as growth through acquisition; I've described it before as becoming "a mile wide and an inch deep." It's time to dredge down in there and get some depth so more of the products become true "best of breed." Tough job, but Larson indicates that's what they're going to be doing.
JMO.
Mr. K. |
