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Lesson 19 E-Commerce Business Structures

Lesson 19 E-Commerce Business Structures Overview Key Companies The Players Selling Security High Tech in the Market Stocks Change in 2003 Internet 50 9.2% e-Business 25 8.5% e-Consumer 25 12.5% e-Business 25 BEA Systems Broadcom Check Point Cisco Corning Dell Computer

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Lesson 19 E-Commerce Business Structures

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  1. Lesson 19E-Commerce Business Structures

  2. Overview • Key Companies • The Players • Selling Security

  3. High Tech in the Market StocksChange in 2003 • Internet 50 9.2% • e-Business 25 8.5% • e-Consumer 25 12.5%

  4. 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

  5. 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

  6. 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

  7. 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”

  8. 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

  9. 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

  10. 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

  11. 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

  12. 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

  13. Summary • Role of CSO maturing • Real Hurdles Remain • Marketing and salesmanship key

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