Choosing a hosting provider is filled with pitfalls. It is easy to sign up with a substandard provider as well as over paying for bandwidth, disk space, features you don't need. If you are planning a large enterprise you' ll need to choose either a dedicated server (your own machine, but this brings server administration into picture and it's not for casual user), or go with high quality virtual hosting. You'll need a provider that supplies you with enough bandwidth (10 Gigs is enough for all but largest sites) as well as enough disk space (100 - 300 MB, one of our sites generates 100 MB of log files each month!) and excellent tech support. Also ask about their connection to backbone and uptime stats for last few months.

The next step is to plan site itself. Before you start first graphic or HTML page you should decide how site should work. Are you going to use static HTML pages or a database that serves pages to users on fly? There are advantages and disadvantages to both methods of course, and you can blend two as well. Many sites use static HTML for their main pages and a DB to drive content or shopping sections of site. There are many other considerations as well: to use frames or not, heavy use of graphics or quick and clean, what scripting language to use, etc. In our experience initial planning of a web project is number one indicator of success or failure, poorly planned sites rarely stay afloat for more than six months.

By doing proper planning and putting enough money into project you can start a new online business (or re-tool your existing one) and be competitive in marketplace.

1.Education: Every employee of your organization and any independent contractors working in facility need to be briefed on requirement not to disseminate any technical and /or commercial information to anyone outside organization, except on a need-to- know-basis. This includes everyone from Chairman and CEO to maintenance staff. Few companies realize just how much significant information can often be parlayed at local watering hole. Merely "hanging out at local lunch or after work gathering spot" is an old, but tried and true technique that has enabled many a competitive intelligence gatherer to learn critical information. It is amazing what one can learn from production workers or administrative support staff over a beer or two, especially on a Friday after work. Casual conversation can reveal information such as production problems, order backlogs, customer and supplier names, quality problems, new product developments and strategies, capital expansion plans, hirings, firings, lay-offs and far more.

In addition, management, marketing, technical and contracts personnel should all be thoroughly briefed on applicable government technical data export regulations. This mandatory education for all should be standard for new hires, as well as reviewed periodically at company meetings and in newsletters and through other means.

Competitive intelligence gathering and industrial espionage are issues that are seriously underestimated by most companies today, especially in North America.

1.The Leadership should appoint a single Point Of Contact ("POC") with an alternate in cases of their absence, who must approve export of any documentation. This includes data released in hard copy, fax, electronically, verbally and by visit, either of foreign nationals or during visits to foreign companies or government offices.

1.A written policy regarding exchange of technical data between organization's U.S. and any off-shore company owned or representative offices and personnel.

1.A written policy regarding employees taking technical and business data, both hard copy and electronic, home or downloading it remotely to work on after hours.

1.A written policy regarding what types of technical and business data may be carried on laptop computers and/or downloaded when outside of country.

Although not exhaustive, this will form a good basis for beginning a program to guard against export law violations and loss of competition sensitive data.