Since its establishment, has successfully acquired seven companies Avocent, has maintained sales and net profit of more than 15% annual growth rate. Competition legislation in April this year, science and technology after the acquisition, Avocent still did not stop the pace of mergers and acquisitions. What is the secret to continued success Avocent's acquisition?
Known as the "KVM" father of Avocent Corporation or even for many ordinary users might not be familiar with the SMEs. KVM exactly? KVM refers to the computer's keyboard, video monitor and mouse. Avocent was formed in 2000 by the world's two manufacturers of KVM switches Apex and Cybex merged company.
When the cold when the turmoil in IT industry in the fields of KVM in this meticulous, Avocent is almost no competition. Nasdaq opened the financial statements, from the date of establishment, Avocent's sales revenue, net profit is almost more than 15% per year soared. Its secret?
Avocent unified management has become the future development of technology strategy. In new markets, Avocent acquisition strategy will be adopted to achieve unified management you?
Born in the acquisition, growth in M &. Avocent how to manage mergers and acquisitions business, to achieve high-speed multi-sheet growth?
Brain drain is the aftermath of the majority of mergers and acquisitions, Avocent what charm can leave people?
Avocent global strategic situation, China began to play an increasingly important role in the future will be how China Avocent layout?
This year in August, Avocent, executive vice president of global Daiweipeili (Dave Perry) came to China to personally promote the Avocent IT infrastructure management and information security solutions, China Computer Fan Zhaoxia deputy editor an exclusive interview conducted on Daiweipeili .
M & A way to maintain 20% growth
Fan Zhaoxia: Currently, Avocent LANDesk acquisition of the progress. This year in April, Avocent also successfully acquired technology competition legislation. Reviewing history, we know Avocent itself in 2000 by the merger of Cybex and Apex. Acquisition of different enterprises have different objectives, some are to defeat rivals, some to make up for in technology. So, Avocent's acquisition are based on what many consider?
Perry: I am very happy to have the opportunity to "China Computer Newspaper," to share and communicate our management practices. Our acquisitions have different reasons, basically, before the acquisition of more technical reasons, because we feel they are part of the company's intellectual property is a good complement existing solutions, but are all relatively small amount acquisition. The last two, that is, LANDesk and competition legislation this year to acquire more technology is expanding the market from the point of view.
Fan Zhaoxia: Avocent last 12 months of sales revenue is 416 million U.S. dollars to acquire LANDesk just need 416 million U.S. dollars. This is not the company's biggest acquisition since the establishment? LANDesk future strategic development of the company have any significance?
Perry: It is the company's biggest acquisition. We think that the price is quite reasonable in the long run, both from a strategic point of view or financial point of view, if the integration will be smooth significant. In terms of technology, LANDesk desktop technology has strong competitive edge, and our programs, mainly in server-side, the integration of our programs just to add. In the market, their desktop client and our server customers also complement each other. Should be said that the two sides are mutually complementary relationship.
Fan Zhaoxia: After completion of the acquisition, the company server and desktop operating ratio be?
Perry: LANDesk dominant position in the desktop market. Overall sales of view, LANDesk annual sales of about 100 million U.S. dollars, Avocent about 400 million U.S. dollars, the ratio is almost 1:4.
Fan Zhaoxia: Avocent since its inception has maintained rapid growth in sales revenue, the main reason for that? Competition legislation in Q1 completed the acquisition of technology, Q2 compared to Q1 sales revenue has increased by 20%, which is related with the acquisition?
Perry: Our server market growth and market growth are closely related. From a global perspective, the server market growth remains 10% to 12%, slightly higher than we server market growth a few percentage points, remained at 15%. After the acquisition of science and technology competition now established, as it Linix server market advantage the company of great help. There LANDesk, after completion of the acquisition we will focus on new markets such as the desktop area, hopes to maintain 20% growth.
Fan Zhaoxia: new markets for the future, Avocent also to acquire the main it?
Perry: From the pragmatic point of view, if the internal to the development, we are willing to do market research and development. With these two acquisitions, the next two years, we will not have a large acquisition.
Communication in the integration of enterprise management
Fan Zhaoxia: Since its establishment, Avocent
Are always to buy, I believe that some of these acquisitions
Very successful, while others may not be satisfactory.
So, Avocent acquired the proportion of successful
How much?
Perry: A successful acquisition is dependent on retaining talent. From this perspective, Avocent acquisition is the most successful, many of them now Avocent senior managers from the acquired company. Learned from our experience, rapid integration is very important. Competition legislation to acquire technology, for example, this is a relatively recent success of the integration, from the legal sense, we announced the completion of the acquisition of beginning, two weeks after the completion of product integration, after sales, the market all together soon. From the second quarter of this year's earnings of view, as we have completed the first quarter after integration, we have very good results, achieved 20% growth.
Fan Zhaoxia: But we see a lot is that the acquired company's executives will leave in a very short time. But as far as I know, in 2000 the establishment of Avocent Cybex Apex after the merger, the company's senior management as Apex, you insist stayed so far in the company plays a very important role. Your own experience?
Perry: I was leaving to see a lot of things that I have a passion to do so, and the company's culture is based integration. In fact, now left high and not only me who still Chief Legal Officer. In addition, a large number of engineers have also stayed. Avocent said the acquisition should be a great deal after the people left behind still more.
Fan Zhaoxia: the now popular phrase, the most important talent in the 21st century. You also agree that the view that the acquisition of the most critical is how the people together. In fact, among people both simple and complex, in the acquisition process, many people in the region, has a different culture, then Avocent is how to integrate all together? T
Perry: Avocent is still a relatively young company, our own culture is also in the formation process, allowing new employees to help the company come in after the formation of a new culture. On the other hand, every time we buy is not so simple, the situation is very challenging. The recipe is the successful integration of communication should be. We believe that through good communication, employees can basically understand it, because we are willing and with a successful company. I am often involved in this work. The competition in the acquisition of technology to establish the first thing is that I established the original game along with Chief Technology Officer and staff to do direct line of communication, it is very important.
Fan Zhaoxia: If you do not meet the company's culture, how you doing?
Perry: change of culture.
Fan Zhaoxia: standing on top of the point of doing so would be relatively easy, but the company most people, they might not be able to change the corporate culture.
Perry: We should try to initiate such a change. Most people underestimate their own influence in the company, at least I think so. Avocent want every employee constantly put forward reasonable proposals, the company continued to turn for the better.
Fan Zhaoxia: As a professional manager, the most important thing is what?
Perry: trust the most important.
Fan Zhaoxia: From your experience, whether to the acquisition of the company a simple suggestion?
Perry: early to do a more difficult decision not to delay. In short, once to do a difficult decision, and if we are suspicious of The longer the delay, we trust will be lower.
Technology Strategy
Management should also be standardized
Fan Zhaoxia: Avocent IT Infrastructure Management in the share market leading position, what do you think the next step in the development of this market? Avocent main competitors?
Perry: From the strategic perspective of view, Avocent wish to provide a unified interface to manage all IT infrastructure, including hardware, middleware, gateways and software. There are certainly many companies do IT management, including some large software companies, we do not think they are our competitors, because we are concerned about the content or not the same. Real terms from the competition, you want to do is still only a unified interface, our family. Because many manufacturers have different management platform, we want to do a neutral and unifying platform to let our customers to operate more easily a single interface.
Fan Zhaoxia: Do you think Avocent no real competitors in the market, competition is a distressing thing too much, then there is no competitor is a good thing? T
Perry: In fact, some segments in which we still face a lot of competition, including KVM, serial, software management. We are committed to give customers more value, so to encourage their own development, not too concerned about the situation of competitors.
Fan Zhaoxia: in the development process, in addition to product technology, Avocent in R & D investment and market development is how to locate it?
Perry: Avocent is a technology company, invest in R & D is very large, such as embedded technology. On the one hand we have acquired these technologies, and we want to integrate more technology to form the overall program, the overall value to customers, which is the focus of our research. At present, we invested heavily in software.
Fan Zhaoxia: Avocent both the original core business, but also new business, how companies balance the core business and new business relationship? Now everyone is talking about "too much competition for the Red Sea, to find blue sea", can share with us the experience of Avocent to develop new business?
Perry: The reason we split into different branches, do not want their face too much in the short term business pressures, make them more independent to do some long-term strategy. Of course this also has a high risk, some departments may be what the final results are not. Avocent eyes of blue sea is the area we think worthwhile investment. For example a few years ago, we invested digital desktop, after a long time has no market effect, but now with virtualization, blade server, hot, this market shows strong growth potential, we have also to go ahead in the market.
Fan Zhaoxia: persist for so long, there is no time to back down? Give up or persist in an idea, after all, do not.
Perry: Digital Desktop investment, we have acquired a company called TWO-C, but has no market, there was much internal discussion, is to abandon or adhere to, it now appears the market has shown a ray of hope. Many companies have acquired a number of subsidiaries belonging to the edge of technology, products, prospects will be kept good.
It really takes a lot of determination, but also at great risk to continually invest in these new areas. We are more fortunate, the company's core business is still very healthy, but recent developments are very strong, to have the ability to invest in the potential opportunities. As is buying into the LANDesk, in addition to its desktop management, etc. We like the core product, but some technology does not fall into this category, we have to consider how to continue to invest in these new products. I am very excited that we in Salt Lake City, Beijing will have a stronger team.
China's strategic market is oxygen
Fan Zhaoxia: Avocent business in China has gradually developed. For China, this huge market, Avocent, how will cut into? Business development in China, what other ideas?
Perry: We attach great importance to the Chinese market. This is from the perspective of the two: one is market demand, China has developed rapidly, to get stronger as China Jing Zheng, Qiang Cheng Wei of the world's most important markets; second is China's talent market, China Yongyoupangda first-class human resources, the company will gradually strengthen future research and development in China. If completed the acquisition of LANDesk, our global staff of 2,000 people will have 200 employees from China, we can see that 10% is no small proportion.
Fan Zhaoxia: Avocent attaches importance to China's market and personnel, now general manager of Avocent Chengxiao Dan of China has a very good in the mouth, then you which side he is more fancy, his assessment has more value to which side?
Perry: I most valued his experience, he had to a little-known in the Chinese market the company to achieve industry-leading position, many of them strategic thinking and planning. Meanwhile, he's localization needs and feedback is very valuable. In the assessment, marketing is very important, it is the oxygen of enterprise development. We have many opportunities in China, the current area coverage, channel network, customer penetration is still at an early stage, integrated view, marketing is an important indicator, of course, depends on our team last proposal.
Fan Zhaoxia: only good for marketing products is not enough, as the business development in China, What do you think will meet the challenges Avocent?
Perry: China's vast territory, advocacy communication will be more difficult than that of general state. Therefore, we will choose the focus of market penetration, the first is to focus on large customers, such as telecommunications, finance, power and other industries. In addition, customers in China to realize as soon as possible Avocent can provide them with what kind of value would be difficult, I believe that this cycle will be longer, but we will take a multi-polar strategy, and increasing investment in China, because from a global perspective China is the best investment value of the markets. For example, we will enhance sales, market, investment, science and technology in the completion of competition legislation and then complete the acquisition if the acquisition of LANDesk, we are in China, sales and marketing staff will double. This time, and I hope that a better understanding of China, but also gives better hope that the recommendations of the local team.
Fan Zhaoxia: Many multinational companies have good experience there will be copied to the world China's failures, I am glad Avocent will deepen understanding of China and listen more to local recommendations. Then your management style like?
Perry: Select the right people, try to support them. Now, we not only listen to local staff, the angle of the headquarters will also stand to learn continuously, which not only understand the local market, including products and technology recommendations.
Fan Zhaoxia: What about the proposal, you accept or not to consider the criteria?
Perry: to balance the interests between the regions and headquarters. As each regional manager, are the most wanted to maximize the benefits of the region, to the regional priorities as the most important thing. We need a lot of communication and ensure that we meet as a team to the ultimate direction of the company.
Fan Zhaoxia: less specific term, Avocent global OEM strategy and brand strategy to implement in parallel, in the future whether China would adopt the same strategy?
Perry: Globally, we did with IBM, HP, Siemens, Fujitsu maintains several major OEM manufacturers cooperation strategy, they are also selling our products in China, and OEM brands for us is also a supplement. Of course, other potential OEM customers in China, we also take energy to build relationships with them, so we are using a multi-polar marketing strategy.
Daiweipeili Resume
Avocent Daiweipeili is executive vice president of worldwide sales, responsible for worldwide sales Avocent branded products, mainly through the method of distribution, and with the foundry (OEM) partnership will own-brand products sold or licensed to the top computer companies.
Avocent as executive vice president of global OEM market, in February 2005 to April 2005 period, Perry is responsible for Avocent's OEM business in the world, including sales, business development, marketing, program management and systems engineering and so on. He also is responsible for OEM strategic technology, including analog and digital console management devices, embedded systems development and IP licensing and so on. From 2000 to 2005, he served as Avocent's senior vice president of OEM sales.
Perry joined in 1998 in the city of Redmond, Washington Apex company, responsible for leading the company's global marketing organization. For the next two years, the company's revenue growth from 54 million U.S. dollars to 1.07 billion.
Perry was awarded the Southwest Texas State University bachelor's degree and an MBA from the University 鍝堜竵瑗胯挋鏂?
Link
About Avocent
Avocent for enterprise data centers, small and medium business and branch office IT architecture management solutions, the world's leading suppliers.
2000, Avocent by the world's two KVM (keyboard, video monitor and mouse) switch manufacturers Apex and Cybex Computer Products Corporation merger. Backed by its experience, product innovation and strategic acquisitions, Avocent in advanced digital, embedded (IPMI), wireless and mobile technology has led the world.
In 2001, Avocent acquisition of Equinox Systems, 2002, acquired 2C Computing, 2003, acquired Soronti, Inc. 2004 M & Crystal Link Technologies, OSA Technologies, Inc. And Sonic Mobility, Inc. 2006 was acquired Cyclades Corporation. Currently, Avocent has a total of 1,300 employees, its sales, operations and R & D centers around the world.
Branded products including local and remote switching, serial console servers, digital extension, embedded, wireless, mobile and video display solutions. Avocent hardware and software combination will help customers centralized management. IT administrators can only operate a console controlling the local and remote servers, network data center devices and mobile, power and environmental equipment.
Avocent actively involved in the development of industry standards and specifications and integration with their products. Such trades involve silicon, firmware, remote access cards and blade server management modules.
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