The Mystery of the Unknown!

Written by Dina Safar & Joseph Ghabi


The mystery ofrepparttar unknown – by Dina Safar & Joseph Ghabi Your Work place is no longer available, disaster has struck, and time is money! How many times have you heard these statements? It is a nightmare for CIOs and IT directors to have to explain downtime to their CEO and CFO. For many CEOs and CFOs, what was important yesterday is no longer valid today. Too much concentration and spending has been invested intorepparttar 106147 infrastructure of networking which opposesrepparttar 106148 reality of today, that is more concentrated upon business availability and continuity. What would happen if your company had a small disaster that equals to big trouble? If something happens torepparttar 106149 workplace, then how much will it cost to recover lost data? What contingency plan does your company have? And finally, how much will all ofrepparttar 106150 above costs? This is not an example of psychic divination, it is a mere fact and we all experimented that after September 11th 2001. There are different variations to business continuity, which will all depend on to which extent is acceptable for a company to have a downtime. Is it two days, one hour or perhaps not even a mere 5 minutes? Doesrepparttar 106151 company need business continuity torepparttar 106152 extent of an off-site disaster recovery? Business continuity can be differentiated in two levels. 1- Business continuity where we secure and manage all risks which may be brought about by technology failure. This includes human error, equipment failure, database corruption, hacking and various other external disasters. 2- Business continuity where we require an offsite backup (Disaster Recovery Site) to resumerepparttar 106153 same level of productivity in case of workplace disruption. The disaster recovery (DR) planning deals with massive site failure whether it is complete or partial. Site failure is typicallyrepparttar 106154 permanent consequence of broadly disruptive forces. Threats to businesses are more obvious today, however, they have always existed and they always will prevail. The event, which occurred on September 11, changedrepparttar 106155 definition of crisis management plans since many companies had disaster recovery plans in place. However, very few had an off-site plan. A DR plan begins with evaluatingrepparttar 106156 vulnerabilities of an organization’s information technology assets. Your business may have done some work towards planning for a possible disaster but will it survive such circumstances? The next important step is to find outrepparttar 106157 effect of a disaster on your business. How much money could you lose ifrepparttar 106158 IT systems are no longer available? How much money would it cost to recover your IT systems? The third step is to develop a disaster recovery strategy that fits your requirements in terms of cost and time. Afterrepparttar 106159 strategy has been definedrepparttar 106160 detailed work of ‘disaster recovery’ begins by implementingrepparttar 106161 plan that will allow your business to survive any situation. Studies have shown that evenrepparttar 106162 best plan will not succeed if it has not been practiced and maintained. On a final note, a long-term program of testing and maintenance should be attempted to ensure thatrepparttar 106163 plan will work at any time.

Setting Up a Toll Gate for Content

Written by Marcia Yudkin


Contrary to dire predictions that people will never pay for content onrepparttar Internet, thousands of entrepreneurs are setting up successful subscription Web sites. Whether you have a content site that you plan to start charging for or are inrepparttar 106146 process of creating a new site with content behind a toll gate, success comes from understanding what people will pay for online and including two key marketing ingredients to persuade them to sign up.

Before committing yourself to a paid subscription site, think long and hard aboutrepparttar 106147 value you will be offering subscribers. Be ruthless and conservative in your assumptions! Here are some general categories of things that people in a number of niches are willing to pay for:

* inside or expert information that helps them make more money or save money

* fresher or more complete data than they can get elsewhere

* something that consistently brightens their day better than anything else

* solutions to their problem right this minute, especially if it'srepparttar 106148 middle ofrepparttar 106149 night or a deadline looms

* tools, samples, templates, plans, patterns, checklists, downloads, scripts

* access to experts or celebrities

* opportunity to interact with other members of their niche or people who share a relatively unusual interest

* interactive or personalized features not available elsewhere

* fresh information available conveniently and on a reliable schedule

* reviews, recommendations, resources, case studies

* step-by-step instruction at their level

*repparttar 106150 opportunity to feel they are making a difference and staying informed about a cause that's important to them

* information that is exactly tailored to their niche needs rather than generic

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