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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Series6 test Format | Series6 Course Contents | Series6 Course Outline | Series6 test Syllabus | Series6 test Objectives

The Series 6 test is the Investment Company and Variable Contracts Products Representative Qualification
Exam. The examination is developed and maintained by the Financial Industry Regulatory Authority (FINRA).
This Content Outline provides a comprehensive guide to the Topics covered on the Investment Company and
Variable Contracts Products Representative Qualification test (Series 6). The outline is intended to
familiarize examination candidates with the range of subjects covered on the examination, as well as the depth of
knowledge required. sample questions are also included to acquaint candidates with the types of multiple-choice
questions used on the examination. It is recommended that candidates refer to the content outline as part of their
preparation to take the examination. Candidates are responsible for planning their course of study in preparation for
the examination.

The Series 6 test is designed to assess the competency of entry-level Investment Company and Variable
Contracts Products Representatives. It is intended to safeguard the investing public by helping to ensure that
Investment Company and Variable Contracts Products Representatives are competent to perform their jobs. Given
this purpose, the Series 6 test seeks to measure the degree to which each candidate possesses the
knowledge, skills and abilities needed to perform the critical functions of an Investment Company and Variable
Contracts Products Representative. For more information about the permissible activities of an Investment Company
and Variable Contracts Products Representative.

Job Functions Number of Questions

Function 1 Regulatory fundamentals and business development 22

Function 2 Evaluates customers financial information, identifies investment objectives, provides information on investment products, and makes suitable recommendations 47

Function 3 Opens, maintains, transfers and closes accounts and retains appropriate account records 21

Function 4 Obtains, verifies, and confirms customer purchase and sale instructions 10

Total 100

The Series 6 Content Outline was developed based on the results of a job analysis study of Investment Company
and Variable Contracts Products Representatives. The job analysis process included collecting data about the job
functions, tasks and required knowledge of Investment Company and Variable Contracts Products Representatives
from a wide variety of firms using numerous data collection techniques, including a survey.

To ensure and sustain the job relevance of the examination, under the guidance of FINRA staff, a committee of
industry representatives (“the Committee”) writes, reviews and validates all test questions. Test questions are
subjected to multiple reviews prior to inclusion on the examination and each question is linked directly to a
component of the content outline. Test questions vary in difficulty and complexity. Each question will have only one
correct or best answer.

The bank of test questions changes constantly as a result of amendments to, or the introduction of, government and
self-regulatory organization (SRO) rules and regulations, changes in industry practice and the introduction of new
products. It is the candidates responsibility to keep abreast of such changes when preparing to take the
examination. test questions and their statistical performance are analyzed routinely by FINRA staff and the
Committee to ensure that test questions continue to be relevant to the functions of Investment Company and Variable
Contracts Products Representatives. test questions are updated when necessary to reflect current industry
practices and government and SRO rules and regulations.

The examination is administered via computer. A tutorial on how to take the examination via computer is provided
prior to taking the examination. Each candidates examination includes 5 additional, unidentified pretest questions
that do not contribute toward the candidate's score. The 5 questions are randomly distributed throughout the
examination. Therefore, each candidates examination consists of a total of 105 questions (100 scored and 5
unscored). Each scored test question is worth one point. There is no penalty for guessing. Therefore, candidates
should attempt to answer all questions. Candidates will be allowed 135 minutes to complete the examination.
Scratch paper and basic electronic calculators will be provided to candidates by the test administrator, and must be
returned to the Test Center administrator at the end of the testing session. Some test questions involve calculations.
Only calculators provided by the Test Center administrators are allowed for use during the examination.
Candidates will not be permitted to bring any reference material to their testing session. Severe penalties are
imposed on candidates who cheat or attempt to cheat on FINRA-administered examinations.

Following a well-established process known as standard setting, FINRA determines the passing score for the
examination based on the judgment of a committee of industry professionals with the designated registration. For the
Series 6 exam, the passing score is 70. This passing score reflects the competency needed to hold the designated

All candidate test scores have been placed on a common scale using a statistical adjustment process known as
equating. Equating scores to a common scale accounts for the slight variations in difficulty that may exist among the
different sets of test questions that candidates receive. This allows for a fair comparison of scores and ensures that
every candidate is held to the same passing standard regardless of which set of test questions he or she received.

On the day of the test, candidates will receive a report of their test results both on screen and in paper format at the
end of their test session. The score report will indicate pass/fail status and a score profile indicating performance
based on each major content area covered on the examination. It is recommended that candidates who fail the
examination review the information provided on the score report, as they may want to focus on the areas that they
performed poorly on when preparing to retake the examination. For security reasons, the examination and individual
test questions are not available for review after taking the examination.

FUNCTION 1 – Regulatory fundamentals and business development

1.1: Demonstrates understanding of fundamental regulatory knowledge and provides personal
and professional information required to be disclosed to obtain and maintain appropriate

Knowledge of:

• General industry regulations, including SEC, SRO, and state requirements

• Registration, qualification, continuing education, and termination of employment of associated

• Permitted activities for registered and non-registered associated persons


Article I – Definitions

Paragraph (rr) – Person Associated with a Member

Article III – Qualifications of Members and Associated Persons

Section 1 – Persons Eligible to Become Members and Associated Person of Members

Section 3 – Ineligibility of Certain Persons for Membership or Association

Section 4 – Definition of Disqualification

Article V – Registered Representatives and Associated Persons


1010 – Electronic Filing Requirements for Uniform Forms

1122 – Filing of Misleading Information as to Membership or Registration

1250 – Continuing Education Requirements

2263 – Arbitration Disclosure to Associated Persons Signing or Acknowledging Form U4

3110 – Supervision

3270 – Outside Business Activities of an Associated Person

4530 – Reporting Requirements

8312 – FINRA BrokerCheck Disclosure

NASD Rules

IM-1000-2 – Status of Persons Serving in the Armed Forces of the United States

1031 – Registration Requirements

1032(b) – Investment Company and Variable Contracts Products Representative

1060 – Persons Exempt from Registration

1070 – Qualification Exams and Waiver of Requirements

1080 – Confidentiality of Exams

3010(e) – Supervision (Qualifications Investigated)

3010(f) – Supervision (Applicants Responsibility)

3040 – Private Securities Transactions of an Associated Person

3050 – Transactions for or by Associated Persons

Securities Exchange Act of 1934

Section 3(a) – Definitions and Application of Title

Section 15 – Registration and Regulation of Brokers and Dealers

Section 15A – Registered Securities Associations

Section 17(f)(2) – Accounts and Records, Reports, Exams of Exchanges, Members,
and Others

Rule 17f-2 – Fingerprinting of Security Industry Personnel

Investment Advisers Act of 1940

Section 201 – Findings

Section 202(a) – Definitions (of investment advisers and persons associated with an
investment adviser)

Section 203 – Registration of Investment Advisers

1.2: Solicits business by contacting and building relationships with customers and prospects in
person, by telephone, mail or electronic means

Knowledge of:

• Product definitions and classifications

• Required approvals and content standards of public communications: retail communications,
institutional communications, correspondence, research reports, telephone solicitations

• Appropriate use of professional designations

• Definition of regulated investment company by the Internal Revenue Code

• “Conduit” or “pipeline” theory, required distribution of income and realized capital gains

• “Do-not-call” lists and other telemarketing requirements


2210 – Communications with the Public

2212 – Use of Investment Companies Rankings in Retail Communications

2213 – Requirements for the Use of Bond Mutual Fund Volatility Rating

2214 – Requirements for the Use of Investment Analysis Tools

3160 – Networking Arrangements Between Members and Financial Institutions

3170 – Tape Recording of Registered Persons by Certain Firms

3230 – Telemarketing

4512 – Customer Account Information

5230 – Payments Involving Publications that Influence the Market Price of a

NASD Rules

IM-2210-2 – Communications with the Public About Variable Life Insurance and Variable

Securities Act of 1933

Section 2 – Definitions; Promotion of Efficiency, Competition, and Capital Formation

(definitions of “offer to sell” and “prospectus”)

Section 5 – Prohibitions Relating to Interstate Commerce and the Mails

Section 17 – Fraudulent Interstate Transactions

Rule 134 – Communications Not Deemed a Prospectus

Rule 482 – Advertising by an Investment Company as Satisfying Requirements of Section

10 of Securities Act of 1933

Investment Company Act of 1940

Section 2 – General Definitions

Section 3 – Definition of Investment Company

Section 4 – Classification of Investment Companies

Section 5 – Subclassification of Management Companies

Section 6 – Exemptions

Section 8 – Registration of Investment Companies

Rule 34b-1 – Sales Literature Deemed to Be Misleading

1.3: Discusses the products and services offered with customers and prospects and distributes

offering and disclosure documents

Knowledge of:

• Content and delivery of prospectuses, Statement of Additional Information (SAI), and other offering


• Networking arrangements

• Regulations related to marketing/prospecting

• Initial privacy disclosures to customers (e.g., definitions, privacy and opt-out notices, disclosure

limitations, exceptions)


2020 – Use of Manipulative, Deceptive, or other Fraudulent Devices

2266 – SIPC Information


2420 – Dealing with Non-Members

Securities Exchange Act of 1934

Section 3(a)(4)(B) – Definitions and Application, Broker (Exception for Certain Bank


Section 10 – Manipulative and Deceptive Devices

Rule 10b-3 – Employment of Manipulative and Deceptive Devices by Brokers or Dealers

Securities Act of 1933

Section 10 – Information Required in Prospectus

Section 23 – Unlawful Representations

Regulation D – Rules Governing the Limited Offer and Sale of Securities Without

Registration Under the Securities Act of 1933

Rule 431 – Summary Prospectuses

Rule 498 – Summary Prospectuses for Open-End Management Investment Companies

Rule 501 – Definitions and Terms Used in Regulation D

Rule 506 – Exemption for Limited Offers and Sales Without Regard to Dollar Amount of


Investment Company Act of 1940

Section 35 – Unlawful Representations and Names

Rule 35d-1– Investment Company Names

1.4: Conducts seminars and holds other public forums with customers and prospects, and

obtains appropriate approvals

Knowledge of:

• Definitions of retail communications, institutional communications and correspondence, including

categorization of public appearances, seminars and related sales literature and advertising

• Regulations regarding communications with the public

• Standards and approval of communications


2210 – Communications with the Public


IM-2210-2 – Communications with the Public About Variable Life Insurance and Variable


Securities Act of 1933

Section 12 – Civil Liabilities Arising in Connection with Prospectuses and Communications

Rule 135a – Generic Advertising

Rule 135b – Materials Not Deemed an Offer to Sell or Offer to Buy Nor a Prospectus

Rule 156 – Investment Company Sales Literature

Rule 482 – Advertising by an Investment Company as Satisfying Requirements of Section

10 of Securities Act of 1933

Investment Company Act of 1940

Section 30(b) – Periodic and Other Reports; Reports of Affiliated Persons

Rule 34b-1 – Sales Literature Deemed to be Misleading

FUNCTION 2 – Evaluates customers financial information, identifies

investment objectives, provides information on investment products, and

makes suitable recommendations

2.1: Gathers customers financial and non-financial information to identify, analyze, and assess

risk tolerance, investment experience and sophistication level

Knowledge of:

• Essential facts regarding customers and customer relationships

• Financial and personal profile of a customer (e.g., age, other investments, financial situation and

needs, tax status, investment objectives, investment experience, investment time horizon, liquidity

needs, risk tolerance)

• Reasonable-basis suitability, customer-specific suitability and quantitative suitability

• Investment strategies and recommendations to hold


2010 – Standards of Commercial Honor and Principles of Trade

2090 – Know Your Customer

2111 – Suitability

2111.03 – Recommended Strategies

2111.05 – Components of Suitability Obligations

2.2: Makes suitable investment recommendations based on customers current investment profile,

including financial status, tax status, and investment objectives and explains to customers

how recommended products are structured and priced and the risks associated with the

underlying investments

Knowledge of:

• Investment profile and strategies

• Types of investment returns (e.g., dividends, capital gains, return of capital)

• Securities markets (e.g., exchange markets, over-the-counter (OTC)/negotiated market, new issue

market (e.g., primary offering, role of investment banker))

• Fair dealings with customers and appropriate business conduct (e.g., application, definitions, sales

charges, withhold orders, refund of sales charges, dealer concessions, member compensation,

execution of portfolio transactions, breakpoint sales)

• FINRAs cash and non-cash compensation regulations (e.g., gifts and business entertainment


• Insider trading and prohibited activities (e.g., churning, front running, switching, commingling,

unauthorized trading, guarantees against losses, selling away)

• Capitalization, pricing, secondary market trading, and redeemability

• Types of underlying securities

° Equity securities: Definitions and features of common stock, preferred stock and other

types of equity securities (e.g., ADRs, rights, and warrants)

° Debt securities: Definitions and features of corporate bonds and other debt securities

(e.g., zero coupon bond, convertible bond, mortgage-backed securities (pass through),

collateralized mortgage obligations (CMOs), asset-backed securities (ABS))

° Options: definition and features

° U.S. Treasury securities (e.g., Treasury bills, notes, and bonds, Separate Trading of

Registered Interest and Principal Securities (STRIPS), and Treasury Inflation

Protection Securities (TIPS))

° U.S. government agencies securities (e.g., Government National Mortgage

Association (GNMA) securities, Federal National Mortgage Association (FNMA)

securities, Federal Home Loan Mortgage Corporation (FHLMC) securities) issuing

agencies and their purposes, risks, payment of interest and principal

° Municipal bonds (General Obligation (GO) bonds, Revenue bonds)

° Other types of debt securities and money market instruments, including but not limited

to: corporate commercial paper, brokered certificates of deposit (CDs) and bankers


• Other investment types, including but not limited to: Exchange Traded Funds (ETFs) and hedge


• Variable annuities, deferred variable annuities and variable life (fees and charges, premiums,

riders, investment options, death benefits and payout options)

• Tax considerations

° Mutual fund investor activities, reporting dividend and capital gains distributions to IRS

and state tax agency, tax treatment of securities transactions and realized/unrealized

net capital gains/losses, exchanges as taxable event, shareholders tax basis (e.g.,

offering price, exchange of securities, gift of securities, inheritance of securities,

reinvested dividends and capital gains distributions)

° Determining holding period of securities (e.g., trade date, acquisition, redemption,

wash sale rule)

° Tax treatment of variable annuity contracts (e.g., accumulation period, annuitization

period, 72(t) taxation of annuity payments, withdrawals and surrenders, death benefits,

1035 exchanges)

° Tax treatment of variable life insurance to the policyholder (e.g., during the life of the

policy, upon the death of the insured, upon full or partial surrender of the policy, 1035

exchanges, modified endowment contract (MEC))


2000 Series – Duties and Conflicts

2060 – Use of Information Obtained in Fiduciary Capacity

2111 - Suitability

2150 – Improper Use of Customers Securities or Funds; Prohibition Against Guarantees

and Sharing in Accounts

2320 – Variable Contracts of an Insurance Company

2330 – Members Responsibilities Regarding Deferred Variable Annuities

2342 – “Breakpoint” Sales

3220 – Influencing or Rewarding Employees of Others

3240 – Borrowing From or Lending to Customers

NASD Rules

IM-2420-1 — Transactions Between Members and Non-Members

IM-2420-2 — Continuing Commissions Policy

1060(b) – Persons Exempt from Registration

2830 – Investment Company Securities


G-19 – Suitability of Recommendations and Transactions; Discretionary Accounts

Securities Exchange Act of 1934

Section 3(a) – Definitions and Application (Definitions of broker, dealer, security,

investment contract)

Section 20A – Liability to Contemporaneous Traders for Insider Trading

Section 21A – Civil Penalties for Insider Trading

Rule 10b-5 – Employment of Manipulative and Deceptive Devices

Securities Act of 1933

Section 2 – Definitions; Promotion of Efficiency, Competition, and Capital Formation

(Definitions of issuer and underwriter)

Investment Company Act of 1940

Section 8(b) — Registration of Investment Companies

Section 11 — Offers of Exchange

Section 12 — Functions and Activities of Investment Companies

Rule 12b-1 — Distribution of Shares by Registered Open-End Management Investment


Section 13 — Changes in Investment Policy

Section 19 — Payments or Distributions

Rule 19a-1 — Written Statement to Accompany Dividend Payments by Management


Rule 19b-1 — Frequency of Distribution of Capital Gains

Section 22 — Distribution, Redemption, and Repurchase of Redeemable Securities

Rule 22c-1 — Pricing of Redeemable Securities For Distribution, Redemption and


Rule 22d-1 — Exemption From Section 22(d) to Permit Sales of Redeemable Securities at

Prices Which Reflect Sales Loads Set Pursuant to a Schedule

Rule 22d-2 — Exemption From Section 22(d) for Certain Registered Separate Accounts

Rule 22e-1 — Exemption From Section 22(e) During Annuity Payment Period of Variable

Annuity Contracts Participating in Certain Registered Separate Accounts

Section 23 — Distribution and Repurchase of Securities: Closed-End Companies

Section 35 — Unlawful Representations and Names

Section 37 — Larceny and Embezzlement

Insider Trading and Securities Fraud Enforcement Act of 1988

Section 3 - Civil Penalties of Controlling Persons for Illegal Insider Trading by Controlled


Section 4 - Increases in Criminal Penalties

2.3: Provides appropriate disclosures concerning products, risks, services, costs, fees, current

quotes and explains pricing method

Knowledge of:

• Definitions, characteristics, and concepts of products, types of accounts, and plans

• Price and yield terms (e.g., bid, ask, NAV, premium, par)

• Tax treatment, contributions, accumulation, withdrawals, account ownership, beneficiaries,

benefits, required minimum distributions (RMD), and rollovers and transfers

• Retirement and tax advantaged plans

° Types of individual retirement accounts (e.g., IRAs: traditional, Roth and SEP)

° Employer-sponsored retirement plans (e.g., Simplified Employee Pension Plan (SEP),

Savings Incentive Match Plans for Employees (SIMPLE), IRA and 401(k), 403(b) and

403(b)(7); 501(c)(3), and 457 plans, Employee Retirement Income Security Act


° Non-qualified deferred compensation

° Education plans (e.g., 529 College Savings Plans, Coverdell Education Savings Plan)

• Open-end investment company

° Fund shares, important factors in comparison of funds, structure and operation (e.g.,

functions of the board of directors, investor advisor, underwriter/distributor, custodian,

and transfer agent), rights of shareholders, exchange privileges within families of

funds, automatic reinvestment of dividend income and capital gains distributions,

systematic purchase and withdrawal plans, performance, dollar cost averaging (DCA)

• Mutual fund

° Types of portfolios and funds (e.g., money market, fixed income, equity, specialized)

° NAV per share, offering price, ex-dividend, share class, SEC Rule 12b-1 distribution

plans, letter of intent, rights of accumulation,

° Fees, charges, and expenses including no load, load (e.g., front-end, back-end),

management fees, 12b-1 fees, administrative expenses, redemption fee, reduced

sales charges/quantity discounts, and breakpoints

• Variable annuity and variable life insurance

° Insurance company separate accounts/general accounts (Exempt under 3a-8 of the

Securities Act of 1933, Investment Company Act of 1940 Section 2(a)(37))

° Valuation of variable annuity contracts (accumulation units, annuitization units,

assumed interest rate (AIR), relationship between AIR and actual rate of return)

° Variable life insurance (fixed and flexible premium types)

° Fees, charges, and expenses including management fees, 12b-1 fees, mortality and

expense charges, administrative expenses, payout or withdrawal plans, conversion

privilege, restrictions, contingent deferred sales charge, and reduced sales

charges/quantity discounts

• Unit Investment Trust (UIT)

• Closed-end fund

° Capitalization, pricing, distribution, redemption restrictions


2330 – Members Responsibilities Regarding Deferred Variable Annuities

2330(b) – Recommendation Requirements

2330(e) – Training

Securities Act of 1933

Section 3a-8 – Classes of Securities under this Title

Investment Company Act of 1940

Section 2(a)(37) – General Definitions

Rule 12b-1 – Distribution of Shares by Registered Open-End Management Investment


2.4: Provides explanations to customers regarding how economic events and investment risk

factors may impact investments

Knowledge of:

• Investment risk factors (e.g., call, capital, credit, currency, inflationary, interest rate, liquidity,

market (systematic, non-systematic), social and political, pre-payment, reinvestment, timing)

• Concept of risk/reward and the effects of diversification

• Types of investment strategies

• Sources of market and investment information (e.g., news outlets, internet, rating agencies,

research reports) and economic factors (e.g., inflation, deflation, monetary policy, economic policy)

• The role of the Federal Reserve Board

• Changing interest rates and the effect on money supply, fiscal policy, federal taxation and spending

• International economic factors (e.g., currency exchange rates, balance of trade, gross domestic

product (GDP))

FUNCTION 3 – Opens, maintains, transfers and closes accounts and

retains appropriate account records

3.1: Provides information and disclosures to customers regarding various account types,

characteristics, and restrictions

Knowledge of:

• Account registration types (e.g., individual, JTWROS, UGMA)

• Distribution elections (e.g., cash, reinvestment)

3.2: Obtains and updates customer information and documentation necessary to open, maintain,

and close the account

Knowledge of:

• Customer screening (e.g., Customer Identification Program (CIP), determining whether a customer

is an associated person of another broker-dealer)

• Account authorizations and legal documents (e.g., power of attorney, authorized account user,

discretionary accounts, Transfer on Death (TOD), beneficiary forms)

• Recordkeeping (e.g., retention of customer and firm-related records)

• Customer account record maintenance (e.g., update personal information, holding of customer

mail, sending required SEC Rule 17a-3 notifications)

• Transferring customer accounts between broker-dealers (e.g., Automated Customer Account

Transfer Service (ACATS))

• Account registration changes and internal transfers (e.g., TOD, divorce)

• Delivery of annual reports and notices of corporate actions (e.g., proxy statements)


2090 – Know Your Customer

2251 – Forwarding of Proxy and Other Issuer-Related Materials

2267 – Investor Education and Protection

3150 – Holding of Customer Mail

3250 – Designation of Accounts

4510 Series – Books and Records Requirements

11870 – Customer Account Transfer Contracts

NASD Rules

2510 – Discretionary Accounts

Securities Exchange Act of 1934

Rule 17a-3 – Records to Be Made by Certain Exchange Members, Brokers and Dealers

Rule 17a-3(a)(9) – Customer Account Information

Rule 17a-3(a)(17) – Customer Account Records and Updates

Rule 17a-4 – Records to Be Preserved by Certain Exchange Members, Brokers and


Rule 17a-4(b)(6) – Records relating to discretionary authority

Rule 17a-8 – Financial Recordkeeping and Reporting of Currency and Foreign


Regulation S-P – Privacy of Customer Financial Information and Safeguarding Personal



Section 326 – Customer Identification Programs

3.3: Identifies and responds appropriately to suspicious customer account activity for the life of

an account

Knowledge of:

• Anti-Money Laundering (AML) compliance procedures, program, and reporting (e.g., Bank Secrecy

Act (BSA), Office of Foreign Asset Control (OFAC) Specially Designated Nationals (SDN) list,

Currency Transactions Reports (CTRs), Customer Identification Program (CIP), Suspicious Activity

Reports (SARs))

• Circumstances for notifying FinCEN or refusing or restricting activity in an account and/or closing



3310 – Anti-Money Laundering Compliance Program


Section 314 – Cooperative Efforts to Deter Money Laundering

Section 352 – Anti-Money Laundering Programs

FUNCTION 4 – Obtains, verifies, and confirms customer purchase and sale


4.1: Verifies, enters and monitors orders in accordance with customers instructions and

regulatory requirements and reports trade executions to customers

Knowledge of:

• Cash accounts (e.g., prompt payment for securities purchased, extension of time, frozen accounts)

• Market terms (e.g., trade date, settlement date, ex-dividend date)

• Delivery requirements and settlement of transactions

• Trade execution activities (e.g., market timing, late trading, prompt payment for securities

purchased, extension of time, frozen accounts, prohibition on arranging loans for others)

• Information required on an order ticket

• Sharing of referral fees and commissions

• Confirmations and account statements


2232 – Customer Confirmations

4510 – Books and Records Requirements

4514 – Authorization Records for Negotiable Instruments Drawn From a Customers


4515 – Approval and Documentation of Changes in Account Name or Designation

5310 – Best Execution and Interpositioning

11860 – COD Orders

NASD Rules

2340 – Customer Account Statements

Securities Exchange Act of 1934

Section 17 – Accounts and Records, Reports, Exams of Exchanges, Members, and


Rule 10b-10 — Confirmation of Transactions

Rule 17a-3(a)(6) and (a)(7) – Order Tickets and Memoranda of Purchases and Sales

Rule 17a-3(a)(19) – Records to Be Made by Certain Exchange Members, Brokers and


Federal Reserve Board

Regulation T – Credit by Brokers and Dealers

4.2: Informs the appropriate supervisor and assists in the resolution of trade discrepancies,

possible errors, disputes, and complaints

Knowledge of:

• Customer complaint procedures

• Arbitration procedures

Investigations and sanctions


2080 – Obtaining an Order of Expungement of Customer Dispute Information from the

Central Registration Depository (CRD) System

3110 – Supervision

4513 – Records of Written Customer Complaints

4530 – Reporting Requirements

8000 Series – Investigations and Sanctions

9000 Series – Code of Procedure

12000 Series – Code of Arbitration Procedure for Customer Disputes

13000 Series – Code of Arbitration Procedure for Industry Disputes

14000 Series – Mediation Ground Rules

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How to start an online coaching business in 7 simple steps

“Was that OK?” 

☝️ This is the most common question Oprah Winfrey hears from her guest after the interview. Barack Obama asked her that. So did George W. Bush and Beyonce. People that they think are so rock-solid and confident. Yet, showing that they are also insecure with that simple “Was I OK?” question.

Why am I bringing this up? Because people across the board are insecure and looking for guidance, both on a business and private level. In the age of the recession, layoffs, wildfires, heatwaves, and the AI revolution, they all feel the world is spinning too fast.

There are so many essential questions about careers, finances, entrepreneurship, mental health, and many more that need answers. 

And this is where online coaches step in!

If you’re thinking about helping people and starting your own online coaching business, you’re in the right place.

You will walk away from this article with a clear action plan for building your online coaching program.

But before that, let’s find out if you can become an online coach.

Table Of Contents

Online coach — is it you?

A vision of running a successful online coaching business can seduce you like an exquisite dinner in a 5-star hotel next to the cast of Barbie and Oppenheimer movies gathered around one table. 

Just look at the numbers:

  • Over the last few years, the coaching business has been on an upward trajectory. According to the ICF Global Coaching Study, coaching is a $2.85 billion global industry.
  • The ROI of coaching programs can be insane! One case study from the International Society for Performance Improvement showed a stunning 221% return on investment.
  • And according to CNBC, life coaches can earn $100-$150/hour. And if that’s not enticing enough, the most thriving online coaches establish their pricing based on value rather than on working hours, and they charge their coaching clients as much as $35K per month.
  • The tricky part is that even the most glamorous-looking business is not meant for everyone. For example, a few years back, I thought I’d redefine myself and become a software developer. And, kid you not, I attended a course, and after a few hours, I left the classroom, absolutely bored to tears.

    And the same can be with providing online coaching services. It requires specific core competencies. During the “Make Millions as a Consultant or Coach” webinar, Alan Weiss, a highly esteemed coach and consultant, emphasized the six vital skills every online coach should possess:

  • Critical thinking — you need to know how to recognize patterns and the dynamics behind making decisions and implementing innovations.
  • Speed — which means the nerve to do things rapidly as opposed to things done excellently
  • Superb language skills — the way you communicate will help you to cut through the noise
  • Healthy intellectual curiosity — you must be willing to unlearn and constantly learn.
  • Enthusiasm and energy — those two are contagious and are one of the aspects that will determine whether or not new clients will gravitate to you.
  • A healthy sense of humor — as mentioned above, this is a natural soft skill that will help you create a bond with your coaching clients.
  • On top of those, you must also bear in mind that running a coaching practice comes with much responsibility. And finally, who you are and how you act also significantly influences the people you coach.

    Sounds like you? Great! It’s time to break down the building of your online coaching program!

    How to start an online coaching business in 7 steps

    OK, the external conditions are convenient. And yes — ironically, even the black swans, such as the economic downturn, post-COVID aftermath, or AI taking over human jobs, can be beneficial for your online business as a coach.

    You also have the motivation — the numbers behind the coaching industry are worth a shot.

    And finally, your mindset and skills are on the money.

    Remember, though, that the below steps won’t translate into an overnight success. Becoming a thriving online coaching entrepreneur takes time, dedication, and trial and error.

    That said, let’s dive into the first step.

    1. Select your coaching niche

    Being a coach is an extensive term, so you need to narrow down your scope of work from the get-go. This part will substantially determine your value proposition, the final package of your coaching services, and marketing channels.

    From a life coach to a career coach — which one is you?

    This part is tricky. Your logic, intuition, and most coaches in the business would tell you — you need to know your niche inside-out before building your successful coaching business.

    In other words, you’re unable to coach clients on managing their finances if you don’t come from a financial background (unless you’re just passionate about investing and have saved seven figures over the last few years).

    The same rule would apply to:

  • Business coaching — it’s a way to go if you have years of managerial experience under your belt or you’re a founder of at least one blooming startup. If not, convincing people to pay for your coaching program will be a challenge.
  • Life coaching — this one requires both psychological background and real-life experience. The second part of the equation means you should shine as an example to lead others to excel. 
  • Health and wellness coaching — first, you must prove that your life is healthy and balanced before taking this responsibility for others. If your nutrition, sleeping habits, and other aspects of well-being are spot on, feel free to tap into a growing demand for health coaches.
  • Career coaching — if you come from an HR and recruiting environment, or your career path is a winning streak, you can smoothly transition to coach others about their next career moves. 
  • So, the primary questions should be — what is your experience and skill set? Suppose your expertise boils down to marketing, legal, education, IT, or real estate. In that case, the choice will come naturally because you understand how things work in a particular industry.

    OK, but what if you want to try something completely different? Can you do that? Here’s what Karolina Kurcwald, freelance marketing strategist and a job coach, has to say:

    “A consultant or a mentor should substantially know the ins and outs of a particular niche. But it’s not a must-have for a coach. Because, in essence, a coach works to help clients bring out their skills and potential. So an authentic coach should, first of all, know how to do that. The niche here is secondary.”

    What is your ideal target market?

    Once you decide on your online coaching business type, based on your experience or passion, it’s time to understand your ideal market.

    Let’s say you want to become a business coach. Would you like to cover every possible industry within that category? Or would you instead focus on being a business coach for logistics, HR, software development, retail, or manufacturing?

    The same with life coaching. Who would be your ideal buyer? Women in their 50s who are on a soul-searching journey? Divorced men fighting with addictions? Young moms or super-active students?

    Defining your target audience will take you to the next step of crafting your online coaching program.

    2. Solve their problem

    What are their pain points? What are the villains they have to face every day? Identifying the most nerve-wracking challenges that are raising cortisol levels among your potential clients is paramount.

    Analyze your target audience

    There are several ways you can discover those problems:

  • From your experience — if you know a specific industry at the back of your hand, you know those challenges perfectly because you kept facing them for years. Which makes it super-easy for you to emphasize with your potential clients and be authentic in your messaging.
  • Monitoring social media and forums — observing posts on Facebook or LinkedIn groups, following related hashtags, or browsing threads on Quora, Reddit, or Slack communities can be a golden source of knowledge.
  • From market research — the best way to validate your assumptions is to talk to your potential coaching clients. Interviews with open questions can equip you with insights you wouldn’t discover otherwise, and running surveys can help you legitimize them at scale.
  • At this stage, your role is to nail the problem that keeps coming up. For example, it can be a burnout issue for folks in their 30s and 40s working in technology. In that case, the core of your coaching program should include work-life boundaries, stress management, and wellness activities.

    For Agnieszka Śladkowska, a career and self-confidence trainer and founder at Gorilla Job, job seekers were the core audience. Here’s how she identified their problems:

    “First, they investigated recruiters’ behavior based on their observations, conversations, and surveys. Next, they launched their free resume analysis campaign, which showed us where job candidates misaligned with recruiters’ requirements. Besides, I recruited for over 10 years before launching Gorilla Job, meaning that probably at least 10,000 candidates have passed through my hands. I observed them not only during recruitment interviews with me but also with hiring managers.”

    Matthew Pollard, best-selling author and a Rapid Growth Guy, was super-precise in picking his audience, so the problem identification came naturally:

    “I focus on helping introverted service providers obtain rapid growth. Because I have a defined niche, all my clients have the same issues. Most coaches focus on helping everyone with everything. Not only is that terrible for marketing, but it also makes helping their clients difficult.”

    3. Define your value proposition

    Once you know your target audience, their challenges, and goals, and have all the preparation to help them tackle those pain points and reach them, now it’s time to summarize it.

    Whether you use a physical or digital drawing board, work on creating a concise and compelling statement. Let’s take that burnout example. If your online coaching is to help anxious professionals working in IT companies, your value statement could go like this:

    “I help overwhelmed tech certified to overcome their burnout and achieve work-life balance.”

    Here’s how Agnieszka Śladkowska worked on the value for job seekers:

    “Selling a product, which is not the cheapest to clients with a minimal budget, had to deliver a true value and a chance for a quick return on investment. In my case, the value was: 

  • the knowledge about what recruiters expect, 
  • guiding through and supporting job seekers during the entire hiring process, 
  • teaching them how to find the right job and manage their emotions,
  • training them to handle a job interview and to choose the best offer.”
  • Having a rock-solid value proposition is essential. But remember that your online coaching business can evolve over time. And you can reiterate your statement accordingly. Remember Alan Weiss, a boutique coach and consultant? In the “Make Millions as a Consultant or Coach” webinar, he said:

    “When working with Fortune 500 companies, my value proposition was: I dramatically Improve individual and corporate performance. Today, when I’m working with individual entrepreneurs all over the world, my value proposition is: I Improve people’s lives and their businesses beyond their greatest aspirations.”

    4. Start building your brand

    You can be surprised here and say, “Hey, building a brand before creating an actual coaching program?” Yes, that sounds counterintuitive, but hear me out. 

    Most likely, you’re in your 9 to 5 job. Which gives you comfort and time to test the waters and start positioning yourself as an authority in a specific field. 

    Besides, starting a coaching business doesn’t have to follow a linear path. And Meena Kumari Adnani’s story is a perfect example.

    Build your following on social media

    Meena Kumari Adnani is an international speaker and a famous self-empowerment and business coach for women. But before she started her successful business as a coach, she faced a dramatic turning point. During the “Building your self-worth and net worth” webinar, Meena shared a story of losing all her savings overnight. 

    She was devastated. As a form of self-therapy, she created a Facebook group to share ways to overcome depression and get back on her feet. Her content resonated with people so much that members invited their friends, creating momentum. A momentum that led to Meena’s own coaching business.

    Luisa Zhou, who made multiple six figures in her year as an online coach, also started by being super-active in Facebook groups, providing valuable free answers, which helped attract clients.

    Agnieszka Śladkowska, mentioned above, has grown her following by providing free resume analysis, sharing valuable materials that helped people prepare for recruitment, and unusual communication that was both substantive and fun:

    “Our competition lacks a sense of humor, so for people, it was a breath of fresh air and gave us a valuable thing. Really wonderful clients. Sensitive, with a sense of humor, and brilliant.”

    Which social media platform should you tap into? For business coaching, LinkedIn should be the most natural environment. Many life and other coaches still use live streaming and reels on Facebook. If you are a health and wellness coach, Instagram should be your go-to LeonLogothetis, aka “The Kindness Guy,” has 143K followers on Instagram, and LindseyVonn, an Olympic champion who teaches about mental health and a champion mindset, has 2.2M folks following her posts.

    Create a simple website

    Social media presence is crucial. But you probably heard that mantra “don’t build your house on a rented land”? Platforms change constantly — from the algorithms to total rebranding (farewell Twitter, welcome X).

    So creating your own website is table stakes. 

    The main obstacle early founders have boils down to limited budget and resources. Hiring a graphic designer and a web developer comes with significant costs. And it will take time to create. But perfection can kill excellence.

    The good news is that you can do it way faster and cheaper with GetResponse! Our website builder will make it a breeze! You have two options:

  • A drag-and-drop editor with pre-made templates
  • Or a fresh AI-powered website creator
  • With the first option, you can choose from hundreds of pre-designed templates grouped in several categories or customize your website with blank templates.

    And if you want to try the AI alternative, you need to enter your coaching business type, select a website category, and play around with a description of what you do.

    Next, you can select the components of your future site:

    The AI starts working magic after entering business details and picking a color tone! Here’s what came out of that 1-minute exercise:

    The platform created a draft home page with related subpages, stock photos, and web copy. What’s super handy is that you can easily connect that web project to your domain:

    Deliver value through free webinars

    You can call them webinars, and you can call them online events, video calls, or podcasts. The idea behind them is the same — to garner a legion of fans that will gradually convert into clients.

    Online events are an ideal content type for providing free value and generating leads at the same time. Webinars allow you to juggle different media formats (presentation, video, screen sharing) to solve problems most engagingly.

    In essence, online events will help you to:

  • build your credibility as an upcoming coach,
  • reiterate your market research by gathering feedback through chat and surveys,
  • start building your email list for future email marketing campaigns,
  • create a bond with your potential new clients,
  • see how your future group sessions will go.
  • I know — webinars can look complex and challenging to run, but this time investment will pay off! All you need to start is a solid webinar platform. Luckily, you don’t have to travel far to find one! With GetResponse, you can hit two targets with one arrow:

  • run webinars,
  • build and manage an email list of your webinar attendees.
  • How to create a webinar? Check out this video, where their product super-star, Pedro Simão, will walk you through the process:

    5. Create your online coaching program

    With all your homework, insights, feedback, and your following, you can start an online coaching business at this stage. Pack it all up in a valuable, easy-to-understand, and sellable package. The best approach is to structure and break it down into clear steps. 

    Need a couple of hints from a real-life coaching business? Here’s how Agnieszka Śladkowska has built her career training program:

    “I didn’t use a particular methodology or a framework, but my knowledge about a recruiting process from a recruiter’s point of view and thousands of observations of how this process works on the candidate’s side. Where do the difficulties appear? Where do motivation drops and wrong thinking come from? The premise of this program was all about its complexity, practicality, and ease of implementation.”

    And here’s how Matthew Pollard has crafted his coaching program at Rapid Growth for introverted business professionals:

    “I decided to only coach for short engagements and only wanted to focus on several main objectives. I decided I could deliver those in 3 sessions and told myself I’d get a bonus in a free extra session if I were wrong. Now it’s a black box, and I’ve turned the same 6 hours of coaching into a nine-week academy. Coaches that coach on everything find it much harder to build and sell online courses, as the clients they attract are too diverse.”


  • To become a fully legit and recognized coach, consider getting a certification from International Coaching Federation (ICF).
  • Instead of taking your first steps alone, you can tap into existing coaching platforms and marketplaces such as Mighty Networks.
  • 6. Set up your rates

    Time to price your coaching services and products. First, find competitors in your coaching niche and check how they do it. Second, determine how much you need to earn to secure your living and create financial freedom.

    There’s a discussion about hourly rating vs. value rating. Alan Weiss is a strong advocate for setting pricing based on value. In his opinion, a successful agreement between a coach and a client should have those foundations:

  • (Business) objectives — outcomes such as higher revenue or fewer expenses.
  • Metrics — to measure progress towards those outcomes.
  • Value — what your client gained from meeting the objective. Suppose a corporate client saved $1M thanks to the coaching service. That’s why he advises not to charge per hour of coaching work but per value (per project). 
  • But on the flip side, highly successful and hyper-focused coaches charge as much as $1K per hour. Multiply that by, let’s say, 20 coaching sessions a week. Only that will provide you $20K weekly!

    Still, other forms of coaching products will bring other pricing models to the table:

  • Mastermind groups
  • In person coaching training sessions
  • Online courses
  • Online tools
  • Paid webinars
  • Other types of monetization include selling books or speaking at conferences (and getting paid for that).

    7. Market your coaching

    OK, now it’s time to play offense and go out there to get your clients! And before you dive into this chapter, remember that even marketing companies keep testing different marketing strategies and trying to hack the best ways to acquire more clients.

    So, keep testing, see what’s working and what’s not, and implement changes accordingly.

    Create an email marketing campaign

    This is when you can reap the fruits of your previous webinar and content marketing activity. People registered to your online events are now in your email base. Earlier on, I highlighted why using GetResponse for running webinars has a positive “side effect” — you can orchestrate your newsletters and email sales campaigns from the same platform.

    Our newsletter editor has everything you need:

  • A subject line and preview text fields,
  • option to add your recipients,
  • time scheduling with a best-timing feature.
  • And several options to design your winning email: pre-designed templates, blank templates, an HTML editor, and an AI email generator.

    If that wasn’t cool enough, with their email marketing suite, you can also A/B test your emails and substantially increase your key metrics — open and click-through rates.

    Do email campaigns through GetResponse work for online coaches? Bryan Todder has been using their platform to handle email marketing for his financial online business:

    “I can make a campaign with six emails, resends, and automation. I can do it, beginning to end, within 30 to 45 minutes, at the most. It doesn’t take the whole day! And really, it just works!”

    Tap into your social following

    Have you been actively building your brand with social media posts? Now, it’s time to reveal yourself as a professional coach!

    Double down on the platform where your ideal clients hang out. By definition, for B2B and career-oriented online coaching players, the natural playground will be LinkedIn:

    But Instagram and Facebook aren’t the forbidden land for business coaching:

    Regardless of the platform, don’t forget to be client-focused and be sensitive with your sales pitches.

    Leverage networking and referrals

    Undoubtedly, promoting on social media is a common practice for many coaches, especially new ones.

    But to build a thriving online coaching business, your Elixir of Life should be networking and referrals. Especially in the corporate world, when decision-makers want to hire a coach or a consultant, they heavily rely on peer-to-peer recommendations rather than experimenting with coaches that accidentally appeared on their LinkedIn feed.

    Matthew Pollard, who now trains and mentors other online coaches, shares what he did to get his first paying clients:

    “I spoke for free at an event and went to a free mentoring event. I also went out networking. People that use social media to get their first clients are crazy. You need to go and validate that your message works with real people and get instant feedback.”

    Agnieszka Śladkowska also highlights the outstanding results of word-of-mouth:

    “In essence, the clients came to us themselves. They wrote valuable content, provided support, and built a community. Both interns purchase their product before starting their first job, and directors with financial expectations 20k+. What connects them is their readiness for changes in how they think about job hunting, a sense of humor, tolerance, and commitment. Very quickly, word of mouth became their primary source of clients.”

    Run paid ads

    Last, if you have a spare budget for advertising, you can experiment with paid social campaigns. Facebook and LinkedIn ad systems offer solid targeting options, letting you reach a specific audience with sponsored posts.

    You probably bumped into many coaching video ads if you’re a YouTube user. I keep seeing them all the time, and honestly, you can easily beat most of them with a bit of creativity and soul.

    Did you know? With GetResponse, you can easily create paid ads for Meta and Google!

    Go get them!

    That was a heck of a ride! You have walked through 7 steps to start an online coaching business, packed with real-life insights and hints from coaching professionals.

    A solid action plan is one thing. But to streamline the process, you also need comprehensive software. And with GetResponse, you can cover many aspects of marketing and sales activities, from building a website and running webinars to managing email marketing and marketing automation.

    Does it move the needle? With GetResponse’s automation suite, Ken Furukawa increased his online coaching revenue by over 100% in just six months!

    Ready to provide it a try? Their platform comes with a freemium plan — no credit card, no strings attached!

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    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 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.


    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:


    • 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


    • 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