Both companies have access to distinct key resources the other party does not have.

On the side of Cisco this include:

- access to capital

- a strong distribution network

- access to an international market

- products, which can be integrated and increase value for customers

On the other hand, Ir

- highly competent employ:
- market leader position in it's core competency (with a strong market segment
growth, a competitive product & a reliable
subscription system

Therefor, it would be mutually beneficial to merge competencies, as Cisco should

not only be acquiring Ironport for its
competitive product, but also the engineers who set it up.

Eliminating both companys' barriers fully rather destroys value, as human capital
is a key driver in the value creation of
Ironport. So absorption is not an option.

Allowing full autonomy does not enable synergies to the wanted extent, so
preservation also makes no sense|