Was ist das eigentlich? Cyberrisiken verständlich erklärt

Es wird viel über Cyberrisiken gesprochen. Oftmals fehlt aber das grundsätzliche Verständnis, was Cyberrisiken überhaupt sind. Ohne diese zu verstehen, lässt sich aber auch kein Versicherungsschutz gestalten.

Beinahe alle Aktivitäten des täglichen Lebens können heute über das Internet abgewickelt werden. Online-Shopping und Online-Banking sind im Alltag angekommen. Diese Entwicklung trifft längst nicht nur auf Privatleute, sondern auch auf Firmen zu. Das Schlagwort Industrie 4.0 verheißt bereits eine zunehmende Vernetzung diverser geschäftlicher Vorgänge über das Internet.

Anbieter von Cyberversicherungen für kleinere und mittelständische Unternehmen (KMU) haben Versicherungen die Erfahrung gemacht, dass trotz dieser eindeutigen Entwicklung Cyberrisiken immer noch unterschätzt werden, da sie als etwas Abstraktes wahrgenommen werden. Für KMU kann dies ein gefährlicher Trugschluss sein, da gerade hier Cyberattacken existenzbedrohende Ausmaße annehmen können. So wird noch häufig gefragt, was Cyberrisiken eigentlich sind. Diese Frage ist mehr als verständlich, denn ohne (Cyber-)Risiken bestünde auch kein Bedarf für eine (Cyber-)Versicherung.

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Exam Number : Salesforce-Consumer-Goods-Cloud
Exam Name : Salesforce Certified Consumer Goods Cloud Accredited Professional
Vendor Name : Salesforce
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Salesforce-Consumer-Goods-Cloud exam Format | Salesforce-Consumer-Goods-Cloud Course Contents | Salesforce-Consumer-Goods-Cloud Course Outline | Salesforce-Consumer-Goods-Cloud exam Syllabus | Salesforce-Consumer-Goods-Cloud exam Objectives


Exam Specification: Salesforce Certified Consumer Goods Cloud Accredited Professional

Exam Name: Salesforce Certified Consumer Goods Cloud Accredited Professional
Exam Code: Not specified
Exam Duration: Not specified
Passing Score: Not specified
Exam Format: Multiple-choice, multiple-answer

Course Outline:

1. Introduction to Consumer Goods Cloud
- Understanding the role of the Consumer Goods Cloud Accredited Professional
- Overview of the Consumer Goods Cloud solution and its capabilities
- Exploring the unique requirements and challenges in the consumer goods industry

2. Consumer Goods Cloud Implementation and Configuration
- Understanding the implementation process of Consumer Goods Cloud
- Configuring Consumer Goods Cloud objects, fields, and relationships
- Setting up data models to support consumer goods management

3. Account and Contact Management
- Configuring account and contact management processes
- Setting up customer hierarchies and relationships
- Implementing account segmentation and targeting strategies

4. Order and Inventory Management
- Designing order management processes and workflows
- Managing product catalog and pricing information
- Implementing inventory tracking and fulfillment processes

5. Retail Execution and Visit Planning
- Configuring retail execution processes for field sales teams
- Setting up visit planning and route optimization
- Enabling real-time collaboration and communication with retail partners

6. Trade Promotion Management
- Implementing trade promotion planning and budgeting processes
- Configuring trade promotion programs and discounts
- Monitoring and analyzing trade promotion effectiveness

7. Analytics and Reporting
- Designing and creating custom reports and dashboards
- Analyzing sales, inventory, and trade promotion data
- Providing actionable insights for sales and marketing teams

8. Integration and Data Management
- Integrating Consumer Goods Cloud with other systems and data sources
- Managing data migration and data integration processes
- Ensuring data security and privacy compliance

Exam Objectives:

1. Understand the role and responsibilities of a Salesforce Consumer Goods Cloud Accredited Professional.
2. Configure and customize Consumer Goods Cloud to meet specific consumer goods industry requirements.
3. Manage account and contact information effectively.
4. Implement order and inventory management processes.
5. Set up and manage retail execution and visit planning processes.
6. Manage trade promotion planning and execution.
7. Design and create reports and analytics to track sales and performance.
8. Integrate Consumer Goods Cloud with external systems and manage data migration.

Exam Syllabus:

Section 1: Introduction to Consumer Goods Cloud (10%)
- Role and responsibilities of a Salesforce Consumer Goods Cloud Accredited Professional
- Overview of Consumer Goods Cloud and its capabilities
- Understanding the unique requirements and challenges in the consumer goods industry

Section 2: Consumer Goods Cloud Implementation and Configuration (15%)
- Implementation process for Consumer Goods Cloud
- Configuration of Consumer Goods Cloud objects, fields, and relationships
- Data modeling for consumer goods management

Section 3: Account and Contact Management (15%)
- Configuration of account and contact management processes
- Customer hierarchies and relationship management
- Account segmentation and targeting strategies

Section 4: Order and Inventory Management (15%)
- Designing order management processes and workflows
- Product catalog and pricing management
- Inventory tracking and fulfillment processes

Section 5: Retail Execution and Visit Planning (15%)
- Configuration of retail execution processes for field sales teams
- Visit planning and route optimization
- Real-time collaboration and communication with retail partners

Section 6: Trade Promotion Management (15%)
- Trade promotion planning and budgeting processes
- Configuration of trade promotion programs and discounts
- Monitoring and analyzing trade promotion effectiveness

Section 7: Analytics and Reporting (10%)
- Designing and creating custom reports and dashboards
- Analysis of

sales, inventory, and trade promotion data
- Providing actionable insights for sales and marketing teams

Section 8: Integration and Data Management (15%)
- Integration of Consumer Goods Cloud with other systems and data sources
- Data migration and data integration processes
- Data security and privacy compliance



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Salesforce: Multi-Cloud Adoption Drives Big Deal Growth, Harvesting Margin And Earnings Growth

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Salesforce (NYSE:CRM) is the number one CRM service provider globally, and it has expanded its cloud services into sales, service, digital, platform, and data cloud. These multi-cloud platforms are becoming the core technology platforms for enterprises. They increased their deals of more than $1 million by 80% in Q3 FY23. The adoption of multi-cloud solutions is driving their topline growth. Their expense management initiatives enable them to expand their operating margins and grow their free cash flow. I am initiating a "Hold" recommendation with a fair value of $250 per share.

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Key Risks Conclusion

Could HubSpot Become the Next Salesforce?

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HubSpot (NYSE: HUBS) has grown rapidly since its public debut nine years ago. From 2014 to 2022, the cloud-based customer relationship management (CRM) and marketing software provider grew its revenues at a compound annual rate of 40% as its total number of customers grew from 13,607 to 167,386. Its adjusted operating margin also improved from negative 27.7% in 2014 to positive 9.8% in 2022.

HubSpot's stock has risen by a whopping 1,868% from its IPO price of $25 -- which would have turned a $2,000 investment into over $39,000. But with an enterprise value of $24 billion, it's still only a tenth as valuable as cloud-based CRM leader Salesforce, which has an enterprise value of $241 billion. Can HubSpot keep growing over the next few decades and become as big as Salesforce one day?

Image source: Getty Images.

The key differences between HubSpot and Salesforce

Cloud-based CRM platforms like those offered by HubSpot and Salesforce make it easier for companies to store, organize, and analyze information about their individual customers. Putting all of that information in a centralized cloud-based location also enables companies to analyze sales trends and make faster, data-driven decisions.

HubSpot and Salesforce also provide marketing tools for crafting lower-cost "inbound" marketing campaigns -- such as social media campaigns, viral videos, or blogs -- which drive consumers to seek out brands on their own. They also provide lead generation and search engine optimization (SEO) tools to boost a company's online exposure.

Their two business models sound similar, but HubSpot primarily targets smaller businesses while Salesforce focuses on larger enterprises. HubSpot's CRM platform is a lot simpler than Salesforce's platform, but HubSpot offers it as a free service to tether more customers to the marketing and analytics services it charges for. Salesforce's CRM platform is a paid service that serves as a launchpad for its other cloud-based marketing, analytics, data visualization, app development, and collaboration services.

Story continues

Simply put, HubSpot is a smaller CRM and marketing play, while Salesforce is a cloud software giant that competes more intensively against other enterprise software heavyweights like Microsoft and Adobe.

According to IDC, Salesforce controls 23% of the global CRM market, while its closest competitors -- Microsoft, Adobe, SAP, and Oracle -- each hold mid-single digit shares. HubSpot doesn't even make the top-five list.

The CRM market is gradually maturing

HubSpot expects its revenue to rise by 24% to $2.1 billion this year as macroeconomic headwinds curb its near-term growth. From 2022 to 2025, analysts expect its revenue to continue rising at a compound annual rate of 21% and reach $3.04 billion by the final year.

That would be comparable to the $3.05 billion in revenue that Salesforce booked in its fiscal 2013 (which ended in January 2013). From its fiscal 2013 to fiscal 2023, Salesforce grew its revenues at a compound annual rate of 26% to reach $31.4 billion. But from fiscal 2023 to fiscal 2026, analysts expect its revenues will only rise at a compound annual rate of 11% as its business matures.

That growth slowdown highlights another key difference between the two companies. Salesforce leveraged its first-mover advantage to become the top CRM company, but that market's growth is cooling off. HubSpot carved out a niche for itself that allowed it to avoid going toe-to-toe against Salesforce, but it probably can't grow as rapidly as Salesforce did over the past decade given the state of the CRM market.

Could HubSpot become as big as today's Salesforce?

However, HubSpot believes it can continue to grow as smaller businesses continue to scale up their cloud-based CRM systems and marketing campaigns. It also expects its development of new artificial intelligence (AI) tools for generating digital content, summarizing calls and emails, creating chatbots, analyzing data, and optimizing marketing campaigns to boost its revenue per customer and widen its competitive moat. It could also acquire smaller companies to expand its ecosystem.

According to a forecast from Grand View Research, the global CRM market could still grow at a compound annual rate of 14% from 2023 to 2030. If HubSpot's sales simply keep pace with that market, it could generate $5.2 billion in revenue in 2030. If it continues to grow at a slower compound annual rate of 13% over the following 15 years, it could generate $31 billion in revenue by 2045 -- which would make it comparable to today's Salesforce.

But a lot of things could prevent HubSpot from ever reaching that lofty target. Salesforce, Microsoft, and the other enterprise CRM leaders could launch more free CRM services for small businesses, challenging HubSpot in its niche. Recessions, geopolitical conflicts, and other macro headwinds could stunt HubSpot's growth. The rise of new AI-driven services could disrupt older CRM and inbound marketing services.

How those longer-term challenges might play out is impossible to predict, so investors should instead focus on HubSpot's core strengths: It is still growing rapidly, its margins are expanding, and analysts expect it to turn profitable on a generally accepted accounting principles (GAAP) basis by 2025. In other words, HubSpot still has plenty of room to grow -- even if it never becomes a megacap cloud software giant like Salesforce.

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Could HubSpot Become the Next Salesforce? was originally published by The Motley Fool


Salesforce surges on Q3 earnings beat amid 'green shoots' of cloud demand rebound

No result found, try new keyword!amid what it described as improving demand for its cloud-focused client software offerings. Salesforce said earnings for the three months ending in October, its fiscal third quarter rose 51% ...
 


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Warum sind Cyberrisiken so schwer greifbar?

Als mehr oder weniger neuartiges Phänomen stellen Cyberrisiken Unternehmen und Versicherer vor besondere Herausforderungen. Nicht nur die neuen Schadenszenarien sind abstrakter oder noch nicht bekannt. Häufig sind immaterielle Werte durch Cyberrisiken in Gefahr. Diese wertvollen Vermögensgegenstände sind schwer bewertbar.

Obwohl die Gefahr durchaus wahrgenommen wird, unterschätzen viele Firmen ihr eigenes Risiko. Dies liegt unter anderem auch an den Veröffentlichungen zu Cyberrisiken. In der Presse finden sich unzählige Berichte von Cyberattacken auf namhafte und große Unternehmen. Den Weg in die Presse finden eben nur die spektakulären Fälle. Die dort genannten Schadenszenarien werden dann für das eigene Unternehmen als unrealistisch eingestuft. Die für die KMU nicht minder gefährlichen Cyber­attacken werden nur selten publiziert.

Aufgrund der fehlenden öffentlichen Meldungen von Sicherheitsvorfällen an Sicherheitsbehörden und wegen der fehlenden Presseberichte fällt es schwer, Fakten und Zahlen zur Risikolage zu erheben. Aber ohne diese Grundlage fällt es schwer, in entsprechende Sicherheitsmaßnahmen zu investieren.

Erklärungsleitfaden anhand eines Ursache-Wirkungs-Modells

Häufig nähert man sich dem Thema Cyberrisiko anlass- oder eventbezogen, also wenn sich neue Schaden­szenarien wie die weltweite WannaCry-Attacke entwickeln. Häufig wird auch akteursgebunden beleuchtet, wer Angreifer oder Opfer sein kann. Dadurch begrenzt man sich bei dem Thema häufig zu sehr nur auf die Cyberkriminalität. Um dem Thema Cyberrisiko jedoch gerecht zu werden, müssen auch weitere Ursachen hinzugezogen werden.

Mit einer Kategorisierung kann das Thema ganzheitlich und nachvollziehbar strukturiert werden. Ebenso hilft eine solche Kategorisierung dabei, eine Abgrenzung vorzunehmen, für welche Gefahren Versicherungsschutz über eine etwaige Cyberversicherung besteht und für welche nicht.

Die Ursachen sind dabei die Risiken, während finanzielle bzw. nicht finanzielle Verluste die Wirkungen sind. Cyberrisiken werden demnach in zwei Hauptursachen eingeteilt. Auf der einen Seite sind die nicht kriminellen Ursachen und auf der anderen Seite die kriminellen Ursachen zu nennen. Beide Ursachen können dabei in drei Untergruppen unterteilt werden.

Nicht kriminelle Ursachen

Höhere Gewalt

Häufig hat man bei dem Thema Cyberrisiko nur die kriminellen Ursachen vor Augen. Aber auch höhere Gewalt kann zu einem empfindlichen Datenverlust führen oder zumindest die Verfügbarkeit von Daten einschränken, indem Rechenzentren durch Naturkatastrophen wie beispielsweise Überschwemmungen oder Erdbeben zerstört werden. Ebenso sind Stromausfälle denkbar.

Menschliches Versagen/Fehlverhalten

Als Cyberrisiken sind auch unbeabsichtigtes und menschliches Fehlverhalten denkbar. Hierunter könnte das versehentliche Veröffentlichen von sensiblen Informationen fallen. Möglich sind eine falsche Adressierung, Wahl einer falschen Faxnummer oder das Hochladen sensibler Daten auf einen öffentlichen Bereich der Homepage.

Technisches Versagen

Auch Hardwaredefekte können zu einem herben Datenverlust führen. Neben einem Überhitzen von Rechnern sind Kurzschlüsse in Systemtechnik oder sogenannte Headcrashes von Festplatten denkbare Szenarien.

Kriminelle Ursachen

Hackerangriffe

Hackerangriffe oder Cyberattacken sind in der Regel die Szenarien, die die Presse dominieren. Häufig wird von spektakulären Datendiebstählen auf große Firmen oder von weltweiten Angriffen mit sogenannten Kryptotrojanern berichtet. Opfer kann am Ende aber jeder werden. Ziele, Methoden und auch das Interesse sind vielfältig. Neben dem finanziellen Interesse können Hackerangriffe auch zur Spionage oder Sabotage eingesetzt werden. Mögliche Hackermethoden sind unter anderem: Social Engineering, Trojaner, DoS-Attacken oder Viren.

Physischer Angriff

Die Zielsetzung eines physischen Angriffs ist ähnlich dem eines Hacker­angriffs. Dabei wird nicht auf die Tools eines Hackerangriffs zurückgegriffen, sondern durch das physische Eindringen in Unternehmensgebäude das Ziel erreicht. Häufig sind es Mitarbeiter, die vertrauliche Informationen stehlen, da sie bereits den notwendigen Zugang zu den Daten besitzen.

Erpressung

Obwohl die Erpressung aufgrund der eingesetzten Methoden auch als Hacker­angriff gewertet werden könnte, ergibt eine Differenzierung Sinn. Erpressungsfälle durch Kryptotrojaner sind eines der häufigsten Schadenszenarien für kleinere und mittelständische Unternehmen. Außerdem sind auch Erpressungsfälle denkbar, bei denen sensible Daten gestohlen wurden und ein Lösegeld gefordert wird, damit sie nicht veröffentlicht oder weiterverkauft werden.

Ihre Cyberversicherung sollte zumindet folgende Schäden abdecken:

Cyber-Kosten:

  • Soforthilfe und Forensik-Kosten (Kosten der Ursachenermittlung, Benachrichtigungskosten und Callcenter-Leistung)
  • Krisenkommunikation / PR-Maßnahmen
  • Systemverbesserungen nach einer Cyber-Attacke
  • Aufwendungen vor Eintritt des Versicherungsfalls

Cyber-Drittschäden (Haftpflicht):

  • Befriedigung oder Abwehr von Ansprüchen Dritter
  • Rechtswidrige elektronische Kommunikation
  • Ansprüche der E-Payment-Serviceprovider
  • Vertragsstrafe wegen der Verletzung von Geheimhaltungspflichten und Datenschutzvereinbarungen
  • Vertragliche Schadenersatzansprüche
  • Vertragliche Haftpflicht bei Datenverarbeitung durch Dritte
  • Rechtsverteidigungskosten

Cyber-Eigenschäden:

  • Betriebsunterbrechung
  • Betriebsunterbrechung durch Ausfall von Dienstleister (optional)
  • Mehrkosten
  • Wiederherstellung von Daten (auch Entfernen der Schadsoftware)
  • Cyber-Diebstahl: elektronischer Zahlungsverkehr, fehlerhafter Versand von Waren, Telefon-Mehrkosten/erhöhte Nutzungsentgelte
  • Cyber-Erpressung
  • Entschädigung mit Strafcharakter/Bußgeld
  • Ersatz-IT-Hardware
  • Cyber-Betrug