Tag Archives: Device

What Is Changing The Game in Network Security?

Interview with Philippe Courtot, CEO, Qualys

Situation: Companies experiencing security breaches and data theft are regularly in the headlines. Those launching these attacks are increasingly well organized and very creative. What is changing the game in network security and how can you respond?

Advice from Philippe Courtot:

  • The movements from enterprise software to Software as a Service (SaaS), and from mainframes to PCs to mobile devices increase the challenges of protecting enterprise environments. Therefore, a cohesive technology platform is imperative.
  • Companies are sensitive to the possibility of attack at any time. There are three principal attack vectors: breach through web applications, breach through email and browsers, and breach by device. Between PCs, iPhones and Android devices, the PC is the most closely linked to the corporate intranet while often the most vulnerable because users are lax about updating their systems and applications.
  • Attackers often target a company executive or high level administrative assistant to access the user’s profile and passwords.  In one type of attack called spear fishing, the attacker creates emails tailored to the person targeted appearing to come from a colleague or friend. When the target clicks on the email, a small piece of code is inserted in the computer, which can give control to the attacker. Another way to gain control of a computer is through physical access. An attacker can learn about a pending vacation via Facebook or twitter, providing an opportunity for home invasion. Once the attacker has access to the computer, they can plant a control program on the system. When the user returns, the attackers can make fast, brief forays inserting additional code or taking data from the enterprise network. They may use the information themselves, or sell it to others.

Given these new realities, how does a company prevent attack?

  • First, the company must thoroughly analyze and understand their vulnerabilities which are all potential entry points for an attacker. Once vulnerabilities are mapped, work on a schedule to remediate them.
  • Second, you must educate all users about the threats. This is especially critical for any personnel who have access to secure company data.
  • Third, invest in and build additional defenses to shield all remaining vulnerabilities. Make sure that employees are drilled on the defenses and that they are used. One growing trend is the use of two factor authentication, requiring employees to carry token generation devices with them to use in addition to their password. These tokens can be delivered by smart phone.

You can contact Philippe Courtot at pcourtot@qualys.com

Key Words:  Network, Security, Breach, Data, Theft, Response, Mainframe, PC, Mobile, Enterprise, Environment, Criminal, Government, Attack, Vector, Social Network, Email, Browser, Web, Application, Device, Spear Fishing, Executive, Assistant, Profile, Password, Vulnerability, Educate, Defense, ID

How Do You Bridge The Supply Demand Gap?

Interview with Jim Hogan, CEO, SView LLC

Situation: The rapid evolution of mobile devices creates new opportunities to build mobile enterprise application businesses. However for businesses there is no clear path to mobilizing business applications. How do you bridge the gap between supply and demand in mobile enterprise apps?

Advice:

  • There are three legs to the stool of a successful SMB business model: developer platform, go to market strategy, and licensing and maintenance sales strategy. There is a consolidation play available for a small company that can generate traction in all three.
  • As to developer platforms, Microsoft originally got traction for Windows by being maniacal about building great developer relationships. Over time they leveraged this and just got better and better.
    • There are several platforms available that show promise, including Rhomobile, Mobile Nation HQ, and Appcelerator.
    • All are small now – in the $1-20 million revenue range. Their principal challenge is identifying a viable go to market strategy.
    • Another platform that shows promise is IBM’s Eclipse IDE.
  • Next is go to market strategies. Yahoo recently launched a search engine for mobile apps in Yahoo for Mobile. This is important to the creation of a viable market place for apps regardless of platform. If a viable platform developer can do a deal to generate a market for business apps this will go a long way to developing a successful go to market strategy.
  • The third leg, development of a long-term licensing and maintenance sales strategy, will most likely occur through acquisition of a company with the first two pieces. The lead would be an initial developer platform but could spin off to others.
    • Apple has started looking into this play with its iCloud strategy; the challenge for Apple will be making it enterprise-friendly.
    • Who else could do this? RIM and Microsoft both have a long history serving business customers, huge customer bases and  and the marketing capabilities to support mobile business applications. The wild card may be HP – currently the largest hardware purveyor in the enterprise and consumer space, and with the new WebOs platform from their purchase of Palm
  • It will be fascinating to watch how this market develops.

You can contact Jim Hogan at jahogan@jahogan.net

Key Words: Mobile, Device, Enterprise, Application, App, Opportunity, Scalable, B2C, Gap, Supply, Demand, Developer, Platform, Go to Market, Licensing, Maintenance Sales, Rhomobile, Mobile Nation HQ, Appcelerator, Microsoft, Yahoo, RIM, HP, Palm

How do you Respond Strategically to Market Uncertainty?

Interview with Kevin Moser, CEO, Dfine, inc.

Situation: The medical device industry faces uncertainty due to potential changes in reimbursement, increased regulation accompanying health care reform, longer FDA approval timelines and the economy. How does this impact strategy for an early stage medical device company?

Advice:

  • First and foremost it puts a premium on focus. We compete in a market dominated by large incumbents. When introducing new products in the past we would have blanketed the market to maximize early market share. Now we are being much more selective in terms of where we compete and putting more effort into targeted geographies.
  • This focus is accompanied by more caution and control of spending. We will only hire a new sales rep, for example, if we are assured that there is a significant customer base in the market that rep will serve.
  • Similarly, we are being much more cautious in our capital equipment decisions, and if an employee leaves we do not automatically replace that individual.
  • In terms of price planning, where in the past we would have counted on annual price increases, we now plan for the potential of prices decreasing over time to reflect new pressure on reimbursement and cost containment. As another example, in 2012 there will be a new tax on medical device companies. We assume that this will reduce our margins where in the past we might have passed it on to the buyer. Reduced margins will also impact our new product investment strategy.
  • The big change in long-range planning is that we are focused on slow, sustainable growth – maintaining both gross and net margins and profitability. This is a major change from five years ago when our focus was on maximizing rapid market penetration for new products. We want to be self-sufficient financially and thus avoid having to rely upon future fund-raising rounds.

You can contact Kevin at kevinm@dfineinc.com

Key Words: Medical, Device, Reimbursement, Regulation, Health Care Reform, FDA, Focus, Product Introduction, Spending Control, Hiring, Pricing, Growth