Lesson 19 E-Commerce Business Structures - PowerPoint PPT Presentation

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Lesson 19 E-Commerce Business Structures Overview Key Companies The Players Selling Security High Tech in the Market Stocks Change in 2003 Internet 509.2% e-Business 258.5% e-Consumer 2512.5% e-Business 25 BEA Systems Broadcom Check Point Cisco Corning Dell Computer

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Lesson 19 e commerce business structures l.jpg

Lesson 19E-Commerce Business Structures


Overview l.jpg

Overview

  • Key Companies

  • The Players

  • Selling Security


High tech in the market l.jpg

High Tech in the Market

StocksChange in 2003

  • Internet 509.2%

  • e-Business 258.5%

  • e-Consumer 2512.5%


E business 25 l.jpg

e-Business 25

  • BEA Systems

  • Broadcom

  • Check Point

  • Cisco

  • Corning

  • Dell Computer

  • DoubleClick

  • EMC

  • Internet Security

  • JDS Uniphase

  • Juniper

  • Level Three

  • Macromedia

  • Mercury Intract

  • NetIQ

  • NetRatings

  • Netwk Appliance

  • Network Associates

  • Openwave

  • Oracle

  • RealNetworks

  • Siebel Systems

  • Sun Microsystems

  • Tibco Software

  • Verisign


E consumer 25 l.jpg

e-Consumer 25

  • GSI Commerce

  • Hotels.com

  • Intuit

  • J2 Global Comm

  • Lending Tree

  • Net.Bank

  • Net2Phone

  • Overture Services

  • Priceline.com

  • Charles Schwab

  • SkillSoft

  • Terra Networks

  • United Online

  • Unv Phoenix-Onin

  • WebEx

  • Yahoo

  • Aether System

  • Amazon.com

  • Ameritrade

  • Cnet

  • Checkfree

  • E-Trade

  • eBay

  • Earthlink

  • Expedia.com


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The Key Players

  • CEO - Chief Executive Officer

  • COO - Chief Operating Officer

  • CFO - Chief Finance Officer

  • CTO - Chief Technology Officer

  • CIO - Chief Information Officer

  • CSO - Chief SecurityOfficer


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Player Roles

  • CEO - “The Boss”… bottom-line for shareholders

  • COO - concerned about customer issues and sales

  • CFO - “It’s the budget stupid”

  • CTO - “network up-time is my game”

  • CIO - “value added, focus on prodcutivity and profits”


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CSO

  • 200 CSOs practicing in US now

  • Typically not at executive level

  • Requires a skilled diplomat, negotiator, and motivator

  • CSO face an up-hill battle dealing with company politics, increasing security awareness, and gaining commitment


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CSO Typical Tasks

  • Evaluation of risk

  • Counseling on security measures

  • Development of security procedures

  • oversight of policy and administration

  • Communiucation with outside consultants and outsourcers

Source: SC Magazine, Mar 2003, Illena Armstrong


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CFOs View of Security

  • They use a different metric for security

  • “We are secure enough”

  • No department gets everything they want

  • Enterprises spend 3-10% of revenues on technology

  • 1-3% of expenditures go toward security

“The security professional needs to get involved in the metrics

that make the CFO successful.”

Source: SC Magazine, Mar 2003, Ryon Packer


Security for the pragmatist l.jpg

Security for the Pragmatist

  • Require minimal overhead and infrastructure change

  • Interoperable across organizations, platforms, applications and infrastructures

  • Compatible with existing and future IT investments

  • Be simple and cost-effective to implement and support

  • Be easy to sue for platform administrator and desktop end user

Source: SC Magazine, Mar 2003, Steve Crawford


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Selling Security

  • CSO must be able to speak to CEO, CFO, CIO in his/her terms

  • Must be able to articulate ROT (and TCO)

  • “Most departments see security as an impediment or competitor”

  • Package security in terms of “risk management, business opportunity, reduction of risk, bettering the business”

  • Link beefing up security with strategic objectives of organization

“If you don’t communicate with your user base, you are not

going to get traction.” Adam Hansen

Source: SC Magazine, Mar 2003, Illena Armstrong


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Summary

  • Role of CSO maturing

  • Real Hurdles Remain

  • Marketing and salesmanship key


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