Showing posts with label services. Show all posts
Showing posts with label services. Show all posts

Friday, April 11, 2008

System Daemons and Services

Windows servers have background processes that perform many functions, called services. Unix systems also have background processes that work in a similar manner that are called daemons. Regardless of what you call them, these processes, which are called background because they do not require interaction with the keyboard but instead execute on the computer waiting to perform some function, can introduce security problems when they are not needed.

You should become familiar with the background processes on any servers in your network and disable those that are not needed. For example, on Unix systems, there are many background daemons associated with the TCP/IP suite of protocols. Some systems might need all of these, whereas some might need just a few or none of them. It might be that you do need these services. It might be that they need to be configured properly prevent their misuse. You should read the dumentation that comes with your Unix or Linux system to determine the capabilities that these daemons provide and disable them on systems that do no need them.

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For example, tftp (the trivial ftp transport application) is a stripped-down version of FTP. It is com and usually can be easily implemented in an EPROM. For this reason, it is useful in some devices need to download operating software from a host. However, note that unlike FTP, tftp has no acc control mechanisms. This means that a username and password are not used. Because there is no authentication, this can be a real security problem if it is not configured properly, such that it can used only for its intended purpose.

On Windows servers, you can use two programs that are provided with the Resource Kits to install or run almost any executable program or batch file as a service. These are INSTRV.EXE, which can be used to install an executable, and SRVANY.EXE, which can be used to make other kinds of files into services. On a server that has several users logging in frequently, you might want to make it a regular part of your routine maintenance to review the services running on the machines and disable or remove those that are not installed by the initial operating-system installation or those that did not come from products you have applied to the system.

To do this, you will need to keep an inventory of what runs on each server, but this kind of inventory information can be useful for other purposes, such as when you need to reinstall a server that has been destroyed by a catastrophic failure.

Removing Dead Wood

Every operating system comes with default options installed that you might not be aware of unless you have read the documentation carefully. For example, default user accounts might be created

when you install the OS or later install a product. For example, the GUEST account in Windows operating systems is installed by default. You should always disable or remove this account. The Administrator account is also a vulnerable target because it is present on all Windows Server computers from Windows NT through Server 2003. You cannot delete this account, but you can rename it so that the hacker's job becomes more difficult. Also, you shouldn't use the Administrator account on a regular basis. Instead, create individual administrative user accounts for each system administrator trusted to perform these high-level tasks. Then put them into the Domain Admins group to allow these users to exercise administrator privileges, while maintaining an audit trail of the actual users who performed certain actions. You should always use separate administrative accounts for your domain administrators. Never use the same account for domain administration as is used for regular user functions. Administrators should be logged in with administrative accounts only when performing activities that require elevated permissions. You can also use group policies to further restrict what each user can do.

Regularly review the user accounts that exist on the network. Use the auditing features provided to determine when an account has not been in use for a long period, and if you can find no reason for its existence, disable it. Maybe someone in another department did not notify you when a user was terminated, or maybe an account was created for an expected new employee or contractor who later changed his mind and did not come on board. New accounts such as these are typically created with a simple password and can leave gaping security holes in your network.

Old programs and files that are no longer needed, or the use for which you are not sure, are also easy targets to cause security problems. As a rule of thumb, if it's not needed, back it up to tape and delete it! If a user finds that something she needs is missing, she will tell you!

When installing a new application product for a user, be sure you know the capabilities of the application. Don't install unneeded optional features that will not normally be used. Read the documentation!

Wednesday, February 27, 2008

Outline marketing plan for Asuk Creative Limited a B2B provider of Internet services

This subsection was kindly supplied by Craig Martin and Spencer Tarring, ASUK Creative and Brunel University respectively.

Background

ASUK Creative Limited (www.asuk.com) was formed in 1998 to provide a complete set of services, from consultancy to hosting, in the business-to-business Internet industry. After introducing a small range of low-cost dedicated servers in 1999, this small Internet design company began to make an impact on the market. Its servers were the cheapest in the UK, and potential clients flocked to find the catch. At first, progress was slow, but Web-hosting guides and directories quickly picked up on the low prices, and market penetration began. Although ASUK Creative manages to compete successfully on price, it struggles to compete with the big players and the more established brand names such as Fasthosts (www.fasthosts.co.uk) and Dellhost (www.dellhost.co.uk) in the field of support and reliability. Growth over the first two years was steady, but at the end of 2001, ASUK faced a declining growth rate. ASUK's corporate Web site focuses on other parts of the business, such as Web integration consultancy and database programming, that are in decline. This is stunting the growth of the dedicated server product, while the market is growing rapidly. ASUK Creative Limited needs to take advantage of this growth by improving its marketing output.

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Audit

Initially, an analysis of where ASUK stands can be achieved through a SWOT and PEST analysis as shown below:

SWOT

Strengths

  • competitive pricing on products;
  • no minimum contracts, whereas other competitors demand 12 months minimum;
  • quality and performance;
  • flexibility in product variations;
  • friendly service;
  • offers twenty-four hours, seven-day support;
  • existing loyal customer base;
  • recognized brand.
  • Weaknesses
  • small company in comparison to competitors;
  • low capital;
  • lack of product resilience;
  • poor support response times;
  • budget network operations centre;
  • only the English language supported by the sales and support teams;
  • online documentation thin and outdated;
  • under-staffed.
  • Opportunities
  • * fast-growing international markets;
  • partnership opportunities with automated administration developers, opening the market to less experienced users.

Threats

  • competition increasingly dropping prices;
  • market saturation: many companies are trying to take advantage of the increase in market worth;
  • technological advances cause hardware to devalue quickly;
  • failure of suppliers to deliver mission-critical services;
  • decrease in bandwidth costs means more companies can afford in-house operations, eliminating the need for hosting companies.

PEST

Political

  • law in regard to copyright: since dedicated servers are not controlled by ASUK, it must ensure all users understand the law;government actively encouraging use of Internet.

Economic

  • worldwide recession looms;
  • introduction of the euro;
  • fraud: the increase of credit card fraud has had two effects. First, ASUK receive more fraudulent orders; and second, real customers are less willing to give out card details.
  • Social and cultural
  • Language barriers: ASUK supports only English.

Technological

  • bandwidth usage; that is, easier access by users means that bandwidth levels are increasing;
  • speed of hardware redundancy (depreciation).

After carefully assessing ASUK's position and its strengths and weaknesses within its existing market, the owners came to the conclusion that it would be in ASUK's best interest to differentiate the dedicated server market from the other services it provides. This would entail establishing a separate entity, which in effect would require the building of a new brand. After they had conducted a survey of existing clients, it became apparent that the following features were needed:

  • the ability to manage services online;
  • the ability to upgrade services online;
  • more reliable technical and telephone support;
  • easier server management software for inexperienced users.

In order to build this brand, ASUK must eliminate these weaknesses identified by the survey, and add additional value to the service under the new brand. To encourage consumption and recognition of the new brand, the company needs to offer some value-added incentives. After assessing the existing market, ASUK identified three fundamentals employed by the industry that could also help obtain a competitive advantage;

  1. thirty-day 100 per cent money back guarantee (risk reversal program);
  2. UK price match;
  3. no minimum contract.

With the newly developed brand, ASUK will have the mechanism to penetrate fresh high-growth market areas such as Asia. For example, in India, dedicated server sales will hit $43.1 million by 2004; together with an annual growth rate of 146 per cent for the Application Service Provider (ASP) market, this gives opportunity and potential for ASUK to diversify into new market sectors.

Thursday, January 31, 2008

Emerging e-Marketplaces

In its traditional sense, a 'marketplace' allows information to be disseminated and activity between buyers and suppliers to be co-ordinated. Before the slump in 2000, many firms took a huge 'leap of faith', investing large sums of money into new forms of technology and the associated business practices, without always fully realizing the implications of doing so. In the B2B electronic marketplace arena in particular, new exchanges appeared overnight, and from a peak of some 8,000 the inevitable shake-out reduced the number to about 2,000 in early 2002 (according to www.ebusiness.uk.corn, February 2002). The e-Marketplace industry is therefore only just beginning to evolve, and a wealth of confusion currently exists as to the optimal strategy for companies to adopt. Many commentators see it as the next wave of the IT/information revolution.

The division of markets by spatial competition is now evaporating because of the scalability and virtual geographical nature of the Internet. The emergence of B2B e-Marketplaces is leading to more open collaboration among buyers and suppliers, and the rise in information-based products and services on the Internet has led to the circumvention of traditional intermediary business and information brokers. As evidenced by the travel industry, traditional market structures are being transformed and are giving rise to new forms of intermediaries and business models. With the introduction of new technologies that take advantage of this e-Marketplace phenomenon, markets can perform transactions on a glob scale, and thus grow exponentially.

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Some of the most notable early impacts on market structure have been i the financial services industry, where online brokerage services such as E*Trad have stolen market share away from many of the established brokerage firm such as Goldman Sachs. Each user of E*Trade benefits from a larger network, since online booking enables a larger number of transactions to be made. It facilitates the exchange of 'investor tips' and the usage of discussion forums on the membership Web pages. As a result, more and more traders are willing to in the E*Trade 'community' and thus use the E*Trade platform for trading. An optimum e-Marketplace entry strategy must take into consideration a umber of factors:

  • the estimated lifespan of the market;
  • the degree of change required to existing business processes;
  • the costs of imitating the pioneer;
  • the extent of financial resources available;
  • the likely cost of customer acquisition.

At present, despite the ongoing shake-out, many marketplaces are striving each critical mass. The initial focus has been on transactions, with only a -term view taken towards collaboration. Some, particularly independent marketplaces such as Chemdex (chemicals) and Opitmark (equities), have already been forced to close down. Transactions are limited and costly at this stage, and there is little incentive for many industry participants to take advantage of what is currently available. Moreover, creating an online catalogue remains complex process, and the willingness of many companies to use marketplaces a medium of exchange has been less than enthusiastic. Some prefer to keep prices confidential and negotiate closely with their customers. In addition, most of the FTSE 100 and Fortune 500 companies are locked in to existing electronic technologies such as EDI, which represents an expensive point-to-point trading network.

Despite current low usage levels, the potential for e-Marketplaces is evidenced by many recent studies. For example in a research report conducted by Forrester Research (2001), more than 75 per cent of companies envisaged trading online by 2004, and at least 50 per cent expect to participate in four or more e- Marketplaces by 2004. According to Durlacher (2000), B2B e-Commerce is estimated to account for almost 20 per cent of GDP in the UK and approximately 12 per cent of GDP in all of Europe by 2004. Forrester Research (2001) notes that while industries are moving at different speeds in order to take advantage of B2B initiatives, the automobile industry is leading the way with a forecast spend of almost 200,000 million euros by 2005. For example, Covisint, owned by Ford Motor Co., DaimlerChrysler AG, General Motors Corp., Renault SA, Nissan Motor Co., Commerce One Inc. and Oracle, plans to reduce supply chain costs and bring efficiencies to its owners' business operations. As a result, many B2B e-Marketplaces are incorporating a variety of value-added services in their offering in order to attract participants and differentiate themselves from competitors, and thus create a sustainable revenue model that is also profitable. These services vary across different industries and products, but some of the most common features include:

  • auctioning;
  • collaborative planning, forecasting and replenishment (CPFR);
  • improved knowledge management, reporting and visibility;
  • e-Procurement;
  • supply-chain management;
  • e-Logistics services.

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