Read the case below and answer the questions that follow.

Cisco Systems is famous for developing the Internet routers and switches on which the World Wide Web was built. When the Internet boom of the 1990s ended with the dot-com bust, John Chambers, CEO of Cisco, saw demand for his companys products drop drastically. Chambers realized the Internet router market by itself would no longer generate the huge profits the company was used to. Chambers embarked on a major planning initiative to enter new markets and industries.

Cisco wanted to develop anything that would drive up the desire for faster Internet service and thus the need for expanded bandwidth, which would of course be provided by Cisco's core products (routers). The company expanded into consumer electronics. New acquisitions encouraged users to share personal videos or use teleconferencing, both of which increased the demand for bandwidth. There became increased demand for Cisco's products from ISPs, YouTube, Facebook, cable providers, and others.

Cisco continues to buy and develop technologies in strategic areas such as switching, next-generation network (NGN) routing, collaboration, service provider video, data center, wireless, and security. In addition to its product offerings, Cisco developed a broad range of service offerings, including technical support services and advanced services. The company is delivering its technology and services to their customers as solutions for their priorities including cloud, video, mobility, security, collaboration, and analytics. More recently, Cisco has been developing products to capitalize on the emerging Internet of Everything and what it sees as a market transition involving more programmable, flexible, and virtual networks.

Still, these products and services revolve around Ciscos core networking business, and are true to Ciscos mission statement: Shape the future of the Internet by creating unprecedented value and opportunity for our customers, employees, investors, and ecosystem partners.

1. When the dot-com market failed in the early 2000s, John Chambers recognized that, in terms of a SWOT analysis, continuing with their strategy of concentrating only on the router market would actually be a(n)

A)Strength

B)Threat

C)Weakness

D)Trigger

E)Opportunity

2. Which of the following is Ciscos mission statement?

A)to invent the software needed for 21st century computing

B)to emerge from the current downturn positioned to be a global leader in public surveillance systems

C)shape the future of the Internet by creating unprecedented value and opportunity for our customers, employees, investors, and ecosystem partners

D)to rule the cloud and provide our customers with the opportunity to take advantage of faster processes with every technology change

E) to create the best routers

3.When Cisco bought and developed technologies in strategic areas such as switching and next-generation network (NGN) routing, the managers were taking which step in the planning process?

A) defining the organizations business

B) analyzing the current situation

C) implementing strategy

D) determining the organizations mission

E) formulating strategy

4. The decision to develop anything that would drive up the desire for faster Internet service and the need for expanded bandwidth represents part of Ciscos

A) design of corporate structure control.

B) functional-level plan.

C) business-level plan.

D) corporate-level plan.

E) business-level strategy.

5. When Cisco buys or develops new products and services because it keeps in touch with where new technologies and client needs are heading, it is following its

A)structural plans.

B)time differential of plans.

C)long-term plans.

D)short-term plans.

6. When managers at Cisco create plans for its networking equipment division or for its public surveillance systems division, they are engaged in _____ level planning.

A) global-

B) internet-

C) business-

D) corporate-

E) Functional-