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Aug 06, 2022 (Stock Traders Daily via COMTEX) -- Stock Traders Daily has produced this trading report using a proprietary method. This methodology seeks to optimize the entry and exit levels to maximize results and limit risk, and it is also applied to Index options, ETFs, and futures for our subscribers. This report optimizes trading in Cisco Systems (NASDAQ: CSCO) with integrated risk controls.
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Use the basic rules of Technical Analysis. Here are some examples: if CSCO is testing support the signal is to buy and target resistance. On the other hand, if resistance is tested, that is a sign to short, and target support. No matter which side the trade is, long or short, the trigger point is both a place to enter and as a risk control.
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CSCO Technical Summary | Raw Data for the Trading Plans
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The internet you know today is gradually going the way of the original web. Those of us old enough will remember web 1.0–that clunky world of screeching modems where companies essentially created online brochures and Amazon made its debut as “the world’s largest bookstore.” Then came web 2.0, with everything-as-a-service delivered by centralized applications and social apps hosted by cloud giants.
At some point in the future, we’ll regard web 2.0 in the same way we think of those ancient dial-up days. That’s because the internet is already changing into an online world of decentralized applications and file storage, known as web 3.0 or simply web3.
The aspect of web3 that’s most exciting–and most concerning to cybersecurity wonks like me–is the metaverse, an immersive 3D experience where people can explore, shop, play games, spend time with distant friends, attend a concert, or hold a business meeting. The metaverse is what bold virtual reality pioneers envisioned way back in the ‘90s when most people lacked the compute power, storage, or network bandwidth to make it real.
Think of the metaverse as the next iteration of social media. It’s a place where internet users will increasingly spend hours and money engaging with friends, content, goods, and services.
To enable this, metaverse users and platforms are relying on cryptocurrency and its underlying blockchain technology. Cryptocurrency in particular is playing a huge role in both making metaverse experiences possible–it’s largely how people pay for goods and services in virtual worlds–and in presenting uniquely vexing cybersecurity challenges.
For one thing, cryptocurrency itself can be staggeringly risky, as millions of crypto investors recently learned the hard way. Since late 2021, $2 trillion in cryptocurrency wealth has vanished. After investors witnessed both currencies and established crypto exchanges crash and burn, the FOMO that prompted millions to buy Bitcoin, Ethereum and the rest when crypto values were on the rise appears to have evaporated to some degree. A accurate survey found that 60% of cryptocurrency investors expect Bitcoin’s value to continue to decline.
As it turns out, a lot of people seem to have decided they aren’t ready to act as their own banks, which essentially is what cryptocurrency requires today. And while they wait for the crypto winter to thaw, those of us with an eye on the security implications of crypto-funded metaverse experiences see this as a golden opportunity.
We can use this break to build a more secure metaverse.
The metaverse today is already experiencing security growing pains. Much of this has to do with the use of cryptocurrency blockchains, which function as a distributed public ledger of all historical transactions. Armed with the hash of a transaction, or the address of a cryptocurrency wallet, anyone can examine any of the transactions that have previously occurred.
This is great for transparency, which is one of the big selling points of cryptocurrency. But it also means everyone has access to all the information available on that blockchain. And not everyone can be trusted. Here are five areas where the metaverse presents security risks.
There are other risks, but these should supply you an idea of how this new world is breeding new security concerns.
Now is the time we should be thinking about, and acting on, new measures to secure the metaverse.
To begin with, metaverse platform and service providers must step up. They and their constituents have a lot to lose which, let’s be honest, is the primary incentive for bolstering cybersecurity protections no matter where you go. They need to examine how they interact with users, and where the security gaps are. They must understand their vulnerabilities and take a risk-based approach to addressing them. They must invest in security resilience, because cybercriminals are evolving as rapidly as the techniques defenders use to combat them.
Some platform providers are already taking action. Crypto marketplace OpenSea recently announced it will hide fraudulent transactions from users to protect them from scammers. This is a good start, and in a way it serves as a kind of model for other platforms. At Cisco Talos, we know from experience how algorithms driven by machine learning are enormously helpful in identifying potential and active threats. That same kind of technology can be deployed to help gaming, shopping, trading, and other platforms find and eliminate threats for their users.
There’s still time for further protections, such as systems that create abstraction layers between users’ wallet identities and their metaverse presence. As the metaverse evolves, we must take a feature-by-feature approach to locking down the web3 experience. After all, that’s how internet security evolved in the first place.
And because the metaverse is likely to become a fully integrated and open environment, one in which a virtual good purchased on one platform could be worn or used on another, we must take the same approach to security. Proprietary solutions will have no place here. The very ethos of web3 demands it. At Cisco, we’re already creating that open, integrated environment for the multi-cloud future every business is adopting. It’s a perfect fit for the metaverse.
Eventually, the crypto winter will end, so we can’t waste this opportunity to build a safer metaverse before the insanity returns. Security industry leaders should take this moment to map out a secure future for this next generation of the internet.
Secure collaboration technologies that help people get work done from anywhere are top of mind for every CIO, putting pressure on IT teams to both support the unprecedented shift to remote work while simultaneously planning a return to the office. Today, Cisco (NASDAQ: CSCO) announced key Webex enhancements to help, including: industry-leading security and compliance capabilities, intelligent and actionable insights to deliver consistent user experiences, and an integration with Box. Additionally, the integration of Epic for healthcare will supply patients choices for engaging with providers key to their wellness.
As a long-time market leader, Webex continues to support the changing needs of our customers. In April, Webex supported half a billion meeting participants who generated 25 billion meeting minutes – more than triple the average volume.
“Keeping employees, heads of state, healthcare providers and many more securely connected and productive is at the heart of what we do. Even before the pandemic, Cisco was one of the world’s largest collaboration providers, supporting nearly half the world’s video conferencing. Now we’re supporting 3X the normal volumes.” said Javed Khan, VP and GM, Cisco’s Collaboration Group. “We are proud we could be there for our customers when they needed us most, and we will continue to be there moving forward as we navigate through these times.”
– More capacity to enable continuity on Webex
Webex has become a lifeline for hospitals, federal governments, higher education, and businesses big and small. To stay ahead of demand and continue to deliver the quality our users expect, we’ve invested in incredible amounts of global capacity; in fact, we are now running the Webex platform at 3X the previous capacity.
– More security to ensure connectivity, high security and productivity
As the world’s largest enterprise security company, Cisco is committed to security, privacy and transparency – it’s why Cisco Collaboration is trusted by 95% of the Fortune 500. Building upon the security capabilities designed into the Webex platform, we’ve now extended data loss prevention (DLP) retention, Legal Hold and eDiscovery to Webex Meetings. This gives an unprecedented level of security and protection for all meeting content – recordings, transcriptions, action items and highlights. This is yet another industry-first security offering for Webex Meetings. We are also expanding our end-to-end encryption options to include AES 256 Bit encryption with GCM mode, providing increased protection for meeting data and resistance against tampering.
– New means to manage an enlarged remote workforce and a return to office.
Cisco Webex Control Hub provides intelligent and actionable insights, enabling IT to manage all collaboration workloads through a single pane of glass whether workers are at home or in the office. COVID-19 era use-cases for Control Hub include:
– Instantly deploy Webex Assistant, our voice assistant technology, to conference room devices. Control Hub makes this a simple task even if you have tens of thousands of devices. This will minimize the number of times people touch the screen or touchpad in shared spaces.
– Tap into deep insights about meeting room usage to influence not only cleaning schedules but also how a company plans the future office layout. Easily identify the most used rooms—use this data to inform cleaning schedules or rethink how to configure meeting spaces to better meet needs.
– Drill down into ‘real-time meetings’ data to better troubleshoot experiences and also understand changing workstyle patterns throughout the transition back to the office.
– Analyze usage trends to highlight which services and devices an organization needs to invest in.
– Easily troubleshoot and support remote workers, so teams remain productive.
Also, the company is adding to Control Hub a cloud-connected UC feature that simplifies IT workflows for hybrid deployments and expanded Webex Calling analytics. Read about them here.
Additionally, Cisco has now integrated Webex Teams and Box, the leading cloud content management platform that is used by 68% of the Fortune 500 and nearly 100,000 businesses globally. Of course, Webex Teams already has a highly secure, easy-to-use file sharing capability built right in. But now customers can choose to use Box as well as any of the other platforms being integrated.
– Cisco is making telehealth easier for patients and providers alike by integrating with Epic.
Cisco’s new integration with Epic electronic health record software enables providers to use Webex Teams to conduct a video visit with a patient, review medical history and update clinical documentation. Patients don’t need to get anything—they simply login to the highly secure session over a web browser and get the care they need. More than 250 million patients have a current electronic record in Epic. Other Cisco Partners are also building and deploying telehealth applications and solutions, helping clinicians to deliver care to patients around the world.
Submitted by Cisco Systems, Inc.
This post is guest authored by Bryan Wiggins, provider Diversity Leader, Global Procurement Services at Cisco. He is an Execution Owner of Cisco’s Social Justice Action 7, provider Engagement. Bryan has a nearly 20-year career with Cisco and is a US Army Veteran.
Seven years ago, I heard Cisco’s chief procurement officer, Alexandra Lopez, was making a visit to Hampton Roads, Virginia, to meet with businesses in an historically underutilized business zone or “HUBZone.” HUBZones are created to provide opportunities to small businesses disadvantaged by their location in urban and rural communities. I lived within driving distance, so I asked if I could join her. I had no idea the trip would be a pivotal moment in my career and would result in my role supporting Cisco’s social justice efforts and how we can make Cisco’s spending with third-party suppliers more equitable.
We met with one small business in the HUBZone performing back-office finance work for a major web company. They tapped into a richly capable but geographically disadvantaged talent base, military spouses, 30% of whom were unemployed or underemployed. A small company, they brought innovation and agility to their work, pioneering remote work at a time few were. When it was time to relocate, if the employee was performing well, the company would send them off to their spouse’s next duty assignment — anywhere in the world — with a laptop and their job.
When I heard this, I imagined what such an opportunity would have meant to me and my wife in the early years of our careers. Prior to working at Cisco, I was a helicopter pilot in the US Army. Like many service members, I had a spouse who left a promising career of her own to support my military career. I knew at that moment I wanted to be a part of uncovering unrealized business value in diverse suppliers, which have been traditionally overlooked or excluded. I had heard that Alexandra was planning to create a new supplier diversity program within Cisco’s Global Procurement Services organization, so I took the opportunity to tell her I wanted to work on it. This was the beginning of my journey.
A history of provider diversity
Cisco spends more than $5 billion annually in controllable indirect spend in the US. Over the last 6 years we have:
Actions to drive provider diversity
In 2020 Cisco launched its Social Justice Beliefs and 12 Actions. Action 7, provider Engagement, put a spotlight on the provider diversity programs Cisco has had in place for years, accelerating them and expanding our commitment in new ways.
As a result, we have made concrete progress to address social justice with respect to our provider community:
Recently, our procurement category leaders and business functions finalized their diverse provider spend targets, and they have begun to execute on their plans. As contracts come up for bid, we are working these targets into our pipeline. By the end of 2023, we expect to double our percentage spend with diverse suppliers.
It’s not about giving business to diverse suppliers — it’s about opportunities for diverse suppliers to compete being built into the DNA of our business.
Sponsorship is a key driver of success
Our executive provider sponsorship program has been a powerful tool to advance social justice in procurement. It pairs diverse suppliers with Cisco executives for regular meetings during which they learn more about Cisco’s priorities and receive coaching and feedback. Additionally, these suppliers are invited to monthly curriculum meetings, speaker events, and networking opportunities.
With the 56 suppliers that have completed or are currently enrolled in our sponsorship programs, we have seen some encouraging trends emerge. First, we routinely see sponsorship participants increase their Cisco business—which is not something we promise them when they join the program. We also see their provider performance increase, where their scores are consistently higher than preferred suppliers, while concurrently lowering their risk — a scoring that is sometimes weighted against smaller companies.
“Our executive provider sponsorship program has been a powerful tool to advance social justice in procurement.”
A drive to succeed
In my years working in Global Procurement Services, I have seen over and over that our diverse suppliers tend to be smaller companies, which often have a drive to succeed that translates into greater innovation, agility, flexibility, and creativity.
I believe deeply in the benefits of provider diversity. If I did not, I never would have turned to Alexandra on that day and asked to be put in this role. Through Action 7, we are not only continuing our commitment to provider diversity, but we are also expanding and already seeing the tangible results of our actions — powering an inclusive future for all.
View original content here.
Let’s face it. The uncertain economic conditions we are in will put a great deal of pressure on CMOs and their teams to deliver results under less-than-ideal situations. To do that, CMOs must create and lead a high-performing organization. While this is not a new challenge, the urgency is increasing at many companies. Fortunately, new research from Forrester may help marketing leaders take steps that could Excellerate the contributions of their function.
According to the study’s author Jennifer Ross, senior research director for Forrester’s CMO Strategies, “In high-performing B2B marketing organizations, the marketing ecosystem revolves around a uniform organizational understanding of the company’s target audiences. In the age of the customer, Forrester believes that B2B organizations will outperform competitors only when the customer is at the center of the company’s entire operating model and all functions consistently deliver superior customer experiences. Companies that are customer-centric tend to have four identifying characteristics: customer-led, insights-driven, fast, and connected. These characteristics are evident at all levels of the organization — from the C-suite down to the individual. Every process design, technology built or bought, interaction, and employee contributes to a marketing organization’s ability to deliver exceptional experiences for its customers.
Once the customer-focused strategy is place, attention can turn to the marketing organization design that will support the strategy. To do that, Ross advised, “Leaders must start with defining the capabilities needed to achieve the desired outcomes.” That list isn’t short - augment customer insights, enhance brand relevance, generate demand, drive leads, Excellerate conversions, create better customer experiences, launch new products, energize channel partners, enable sellers, optimize media spend, engage employees, open new markets and host successful events, all by developing stimulating content and leveraging the martech stack. By defining the competencies, Ross said, “You can more easily think about a natural grouping of those competencies that start to form what might look like teams in your organization structure.”
She continued, “You can't stop there. To truly optimize performance, you must then think about orchestration, which is both the processes that enable the work to get done and the operating models that facilitate the right kind of interlock.” Siloes, fiefdoms and territorialism can be killers of organizational performance that results from disconnected activities and incoherent customer experiences.
Ross elaborated, “It doesn't matter how good you think your structure is. If you don't have the right infrastructure. If you aren't facilitating or fostering the right kind of culture, and you don't have governance and accountability around all of the things that you've set-up, you are going to disrupt your ecosystem.”
Dell Technologies’ CMO Allison Dew echoed the importance of customer centricity. She said, “The tough part is in the ‘how’. How exactly do you make customer centricity work and how do you get beyond the platitudes?” What has Dell done to address the ‘how’? Dew shared, “The most important thing we have done is focus on our own customer data, driving our own programs and building a thoughtful, integrated approach to our martech stack. I see too many companies locking themselves into one vendor’s approach. This integrated approach allows us to continue to build on the vision of privacy-informed personalization.” She added that the company was able to put this philosophy to good use at the beginning of the pandemic. “Our original plan for that spring was to celebrate the success of small businesses. As the world changed so dramatically, that message would have been tone deaf at best and potentially offensive. Yet there was demand in unexpected places and our ability to see that in our data and refocus on the urgent work from home needs helped us respond more effectively to our customers.”
Managing cross-functional orchestration and individual accountability is a challenge for many B2B marketing leaders. Qualcomm’s CMO Don McGuire has take steps in the past year to address this challenge. He elaborated, “Creating an environment where my team feels a sense of personal passion and team successes is an important part of my role as a leader. We have redesigned our office and created a collaborative, open work space where people have greater interaction within their teams and across functions. We have regular company-wide performance reviews where individuals are rated on their personal performance and progress and encouraged to set goals for professional development. In addition to this, I host bi-weekly leadership forums, extended staff meetings, quarterly business reviews, bi-annual offsite team development events, bi-annual planning sessions and a regular “One Marketing” sharing of project and campaign progress. And to keep us progressing, a dedicated role has been created to continuously look at new ways of doing things to insure that innovation within marketing never stops and opportunities for individuals and our team continue to evolve.”
Cisco’s CMO Carrie Palin endorsed Forrester’s view on the importance of culture. She shared, “Culture is such a critically important aspect of building a high-performance organization. A year into my role at Cisco, I can honestly say that our corporate culture is one of the best that I have experienced in my career. From the top down, we live and breathe a culture of transparency, inclusivity, accountability, innovation, and compassion – all connected to our purpose of powering an inclusive future for ALL. They’re not just words on the wall—we actually walk the talk. This is a huge differentiator for helping Cisco attract and retain talent as well as customers and partners.”
Chandar Pattabhiram, CMO of Coupa, reiterated the importance of accountability and culture in building a high-performance marketing team. He elaborated, “Accountability is best achieved through a culture of psychological safety. We all make mistakes. I make mistakes. CEOs make mistakes. Everyone at every level of any company makes mistakes. What's important is that we learn from our mistakes. Here at Coupa, we work hard to foster a collaborative work environment where professionalism, integrity, and passion collide to ensure this foundation.” Pattabhiram continued, “More tactically, goals must be explicitly clear. Teams need granular goals so they know what they are being measured on and accountable for. Without a destination, there is no road. At Coupa, every initiative has a measurable outcome. We work backwards to identify and align on the milestones we need to get there. We decide on the activities to execute on. And we chart status along the way. We also believe in rewarding success. We recognize and reward outstanding team members on a regular basis. This helps increase collaboration and engagement, and empower team members to take action and drive change.”
For the readers interested in the stock health of Cisco Systems Inc. (CSCO). It is currently valued at $45.37. When the transactions were called off in the previous session, Stock hit the highs of $45.49, after setting-off with the price of $45.11. Company’s stock value dipped to $44.83 during the trading on the day. When the trading was stopped its value was $45.62.Recently in News on July 29, 2022, How Cisco Is Pursuing Social Justice Through provider Diversity. By Stacey Faucett. You can read further details here
Cisco Systems Inc. had a pretty Dodgy run when it comes to the market performance. The 1-year high price for the company’s stock is recorded $63.35 on 01/03/22, with the lowest value was $40.82 for the same time period, recorded on 07/05/22.
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Price records that include history of low and high prices in the period of 52 weeks can tell a lot about the stock’s existing status and the future performance. Presently, Cisco Systems Inc. shares are logging -29.42% during the 52-week period from high price, and 11.15% higher than the lowest price point for the same timeframe. The stock’s price range for the 52-week period managed to maintain the performance between $40.82 and $64.29.
The company’s shares, operating in the sector of Technology managed to top a trading volume set approximately around 23696771 for the day, which was evidently lower, when compared to the average daily volumes of the shares.
When it comes to the year-to-date metrics, the Cisco Systems Inc. (CSCO) recorded performance in the market was -28.40%, having the revenues showcasing -10.39% on a quarterly basis in comparison with the same period year before. At the time of this writing, the total market value of the company is set at 184.85B, as it employees total of 79500 workers.
During the last month, 11 analysts gave the Cisco Systems Inc. a BUY rating, 3 of the polled analysts branded the stock as an OVERWEIGHT, 12 analysts were recommending to HOLD this stock, 0 of them gave the stock UNDERWEIGHT rating, and 1 of the polled analysts provided SELL rating.
According to the data provided on Barchart.com, the moving average of the company in the 100-day period was set at 48.36, with a change in the price was noted -10.22. In a similar fashion, Cisco Systems Inc. posted a movement of -18.38% for the period of last 100 days, recording 22,972,941 in trading volumes.
Total Debt to Equity Ratio (D/E) can also provide valuable insight into the company’s financial health and market status. The debt to equity ratio can be calculated by dividing the present total liabilities of a company by shareholders’ equity. Debt to Equity thus makes a valuable metrics that describes the debt, company is using in order to support assets, correlating with the value of shareholders’ equity The total Debt to Equity ratio for CSCO is recording 0.23 at the time of this writing. In addition, long term Debt to Equity ratio is set at 0.21.
Raw Stochastic average of Cisco Systems Inc. in the period of last 50 days is set at 47.15%. The result represents downgrade in oppose to Raw Stochastic average for the period of the last 20 days, recording 90.19%. In the last 20 days, the company’s Stochastic %K was 92.83% and its Stochastic %D was recorded 88.07%.
Now, considering the stocks previous presentation, multiple moving trends are noted. Year-to-date Price performance of the company’s stock appears to be encouraging, given the fact the metric is recording -28.40%. Additionally, trading for the stock in the period of the last six months notably deteriorated by -16.94%, alongside a downfall of -17.61% for the period of the last 12 months. The shares increased approximately by 2.05% in the 7-day charts and went down by 5.81% in the period of the last 30 days. Common stock shares were lifted by -10.39% during last recorded quarter.
Going to a football match and actually living the action in person is a feeling that's extremely hard to describe with words.
From the intense (and quite literal) vibrations you feel beneath your feet, to the lively, loud atmosphere around you – it's a one-of-a-kind experience that everyone should have at least once in their lives.
And with that, it's normal for emotions to run high, with immense joy and anguish coming in equal parts. Regardless, fans always show off their scarves with pride. It's a symbol of solidarity with the team, and a way to quickly identify yourself as a supporter. Plus, they keep you warm during those cold, chilly days.
Manchester City has partnered with Cisco to develop special high-tech scarves that use built-in sensors to measure the ups and downs that fans feel throughout a game.
On July 27, 2022, the Premier League football club unveiled what they're calling the 'Connected Scarf', which features an 'EmotiBit' sensor that can track the wearer's heart rate, body temperature, and even their emotional state during a match.
"At Manchester City, we continue to explore the latest technologies to deliver high quality fan experiences and bring them closer to the club. A scarf is an iconic item that football fans across the globe own and wear to show their passion and support, and this latest activity with Cisco is an innovative, new way to bring fans together and connect with them in a new and exciting way," said Nuria Tarré, Chief Marketing & Fan Experience Officer, City Football Group.
Cisco has already completed a pilot program to test the scarf, with the help of six 'lifelong' supporters of the football club. The fans were told to watch the team play while wearing the Connected Scarf. Throughout the game, researchers were able to record 120 'moments of interest' thanks to the scarves.
"Being a true passionate fan is physiological, it has nothing to do with how many games you attend or where you are in the world. It's what unites us as a collective. Now we’ve got the data to prove it,” said Chintan Patel, chief technology officer of Cisco UK and Ireland.
“Using the data, we’ll be able to understand fans more than ever before. It provides an opportunity to be more inclusive and learn more about the role sport plays in all our lives.”
Though there isn't too much info about the scarf, what we do know is that it probably won't be for sale to just anyone. Only a select few (fans of the club, of course) will be able to get their hands on a Connected Scarf. This also applies to fans of Man City's U.S.-based sister club: New York City FC.
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