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How to Fight Organized Cybercrime

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Kris Covino, CTO and co-founder of Date.com once received an e-mail that appeared to come from the United Kingdom. The writer explained that he had encountered a lot of fraudulent activity on Date.com, and asked for advice on how to detect fraudulent behavior. Covino wanted to be helpful. “I responded with information on some anti-fraud databases, places to check if a photo of a supposed Date.com user had been used in online scams, and an online discussion group about scams,” he says. “It was pretty comprehensive and I sent it off…but something about it bothered me.” So Covino checked the sender’s e-mail address against Date.com’s database of known frauds, and it matched up with a known scammer in Nigeria. “The scammers had proactively contacted me to find out how they could disguise themselves better!” Covino says. Not only that, at the same time he was answering the e-mail, the company’s customer service staff was fielding phone calls in which the caller claimed to be a Date.com user who’d been banned from the site, and asking for detailed information on how to avoid being banned in the future. There’s no question that in the past few years cybercrime has taken on new dimensions. “Ten years ago, it was teenagers with pony tails sitting in their garages,” says Fred Rica, principal at PricewaterhouseCoopers. “We now see a high level of organization, a high level of sophistication, and a high level of funding. Whether it’s coming from a nation-state, or organized crime, or somewhere else, they seem to have a lot of resources at their disposal.” And they operate across international borders. “We found many crime rings employed multiple teams that focused on different parts of a fraud operation,” Covino says. “For example, one team located in the U.S. would register free user accounts, but when it came time to input stolen credit card numbers to create fake pay accounts — which is illegal here — that was done from offshore. Then yet another team located predominantly in a few specific regions would use those accounts to perpetrate romance scams within our community.” Romance scams might include getting to know a Date.com member by e-mail or chat over a period of months, and then asking him or her to cash a check, for example. Cyber-gangs prey on small companies “If you ask a small business about safety, the response is often: ‘Who would hack me? I have nothing of value,’” reports Dirk Morris, CTO and founder of Untangle, an open-source security gateway for small businesses. They’re wrong. Organized cybercriminals are after two things that every company, large and small, has. The first is computers, which, if vulnerable, can be used as part of a botnet, sending out spam or performing other tasks without their users’ knowledge. The second is personally identifiable information, such as credit card or Social Security numbers, but also log-ins and passwords that could give the cybercriminals access to users’ accounts. In fact, organized cybercrime often targets small companies rather than larger corporations. “It’s just too easy to exploit small or medium-sized businesses,” says Ron Plesco, president and CEO of the National Cyber Forensics & Training Alliance. “Large corporations have more funds to remediate and mitigate. Small businesses don’t, and the bad guys know it. They’re concentrating on small businesses, and have been for the past year.” How you can avoid being a victim of cybercrime  Here are some steps that can help. Get the best security you can afford. You can’t match a large company’s security arsenal, and that’s okay. All you need is enough to make your company an unappealing target. “If the door to your house is locked, you have an alarm sign in the window, and a sign that says ‘Beware of the dog,’ a thief will probably go on to the next house,” Rica explains. It works the same with cyber-gangs: if you make it difficult to gain access, they’ll go bother someone else. Know your network patterns. It’s smart to review logs and usage on a periodic basis. For instance, by examining logs, Covino was able to determine that a user who appeared to be in the United Kingdom was actually in Nigeria when the scammer’s proxy server stopped working for a few moments, revealing the user’s actual location. Know your customers’ patterns. “You have to understand your customer base and have some information about how they use the site,” Covino says. “It’s impossible to fight this without some of that information.” Just as important, be aware of what user behaviors should be taken as red flags. For Modern Tribe, which sells Jewish themed t-shirts and other Judaica, that turned out to be large orders for t-shirts with overnight delivery and a shipping address that didn’t match the credit card billing address. The first time the company received such an order, it billed the credit card number and sent out the t-shirts for overnight delivery — and received an irate phone call a few days later from the credit card’s owner who had not authorized the charge. By then, it was too late to stop or recover the shipment, so Modern Tribe wound up eating the cost of the t-shirts and expedited shipping. However, there was a second order in process that also involved a large number of t-shirts, expedited delivery, and a shipping address that didn’t match the card’s billing address. “We immediately suspected that the second order was also fraudulent, so we looked into it, and when it turned out to be false, we were able to stop it,” says Jennie Rivlin, Modern Tribe’s founder. Since then, she says, her firm has received many such orders, but since they know the pattern, they can take extra steps to make sure an order is real before filling it. “We have had some larger orders where the billing and shipping address didn’t match, so we contacted the customers and it turned out to be fine,” Rivlin says. “But it was well worth taking that extra precaution.”

New Tactics in the War on Spam

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It’s depressing but true that most of the e-mail directed to your company is e-mail you don’t want. Overall, about 70 percent of the e-mail most businesses receive is spam, but that percentage can vary widely, depending on how well-known your business is, how available its e-mail addresses are, and how often employees submit their e-mail addresses on other websites. For a visible company with widely available e-mail addresses, the percentage can be much higher — 95 percent or even more. “At one company we worked with 99.7 percent of the e-mail received was spam,” notes Peter Firstbrook, research director at Gartner. Spam overall continues to grow, experts say, driven by a simple economic reality: spamming is a pretty good way to make money. “The spam industry, if you can call it that, has evolved over time,” notes Bill Kasje, vice president of development for spam solution Abaca. “There are now development programs for spammers and people and organizations who specialize in different areas of enabling spam. There are people who control botnets and rent time on their botnets to spammers.” A “botnet” is a group of computers that have been taken over by malware, usually without their owners’ knowledge, and can be set to secretly send out spam or perform other tasks. “Spam exists because it continues to provide real economic benefit to spammers,” Kasje says. Spam-fighting tools have grown more sophisticated as well, with two important weapons now available in the never-ending fight against spam — these should be components of whatever ant-spam solution you choose: Reputation Filter: A reputation filter examines the behavior of a website, automatically blocking those that send spam so that not only e-mail, but even mail connections are blocked; Tarpit: A tarpit slows down an incoming message, forcing the sending server to wait and retry after a few minutes. A legitimate e-mail application will do this, but spam generally won’t, since reaching the largest number of addresses in the shortest time is essential to spammers’ success. When it comes to fighting spam, there used to be three viable options, Firstbrook says: using a hosted anti-spam service, using a gateway device to block spam, or installing spam-blocking software. Though software solutions such as SpamAssassin remain quite popular, the need to constantly maintain the software and update information means software may not be the best approach for a small company, according to Firstbrook. Instead, he recommends either a gateway device that filters all incoming e-mail, or a hosted service, which filters your e-mail at its servers, and passes legitimate messages along. Gateway device The advantage of a gateway is that it may give you better control over spam filtering, and may provide some peace of mind if, for security reasons, you’re uncomfortable having your mail on someone else’s servers. On the other hand, you’re responsible for the hardware, and for providing enough bandwidth to handle ever-growing mail volumes. If you’re considering a gateway device, here are some questions to ask: How frequently do you update? Gateway devices generally come with a connection to the maker’s servers, which automatically download new spam definition lists. You should find out how often these new definitions go out. Spammers often use the window between when a vulnerability is discovered and when that hole is closed to launch as much spam as they can. Real or virtual gateway? These days, virtualization means never having to buy specific hardware, so it might make sense to consider using virtualization to create a virtual email gateway instead. What if I increase bandwidth? Limited bandwidth can act as a tarpit, discouraging spam because access to your system is too slow. Therefore, it’s best to make sure spam is under control before increasing that bandwidth. “I’ve talked to companies that scaled up their bandwidth to help handle spam volume — and their spam percentage immediately went up,” Firstbrook says. Hosted anti-spam service The argument for a hosted anti-spam service is that these services can respond to new spam threats instantly, with no delay while new information downloads to your gateway. They take most of the hassle out of fighting spam because you no longer have to worry about maintaining hardware or increasing bandwidth to handle e-mail. On the negative side, their system may not integrate quite as seamlessly with your e-mail application as a hardware solution would. If you’re interested in using hosted anti-spam, here are some questions to ask the provider: What are your guarantees? Does the provider offer a service level agreement (SLA) or other form of guarantee? If you can get one, an SLA provides added assurance that the service will work, and keep working. Is it customizable? Some services allow you to separately set filtering levels for messages that contain sexual words compared with, say, messages bearing business propositions from Nigeria. Given the particulars of your business, this might be handy: a medical practice, for instance, might not want to aggressively filter out messages mentioning body parts. What if I need other services later? Many anti-spam services have ancillary products such as archiving of (non-spam) e-mails, backup e-mail systems in case you are unable to use your usual e-mail software and other services. Even if you don’t need any of these right now, it’s a good idea to plan for the possibility that you might need them in the future, and negotiate option prices for the possible purchase of ancillary products at the same time as you make your original deal. “If you wait two years after you sign your contract, they’ll be less motivated to offer you a good deal,” Firstbrook says. SIDEBAR: Popular Spam-Fighting Products Here are some popular gateway appliances that fight spam: IronPort, now part of Cisco, provides gateway appliances for large corporations, but its lower-end boxes are both effective and affordable for small businesses. Secure Computing, recently acquired by McAfee, uses multi-layered techniques for added safety. Abaca’s gateway security comes with a 99 percent accuracy guarantee. There are also some hostedanti-spam services: Postini, now owned by Google, offers low-cost and flexible spam solutions for even the smallest of companies, with the ability to scale as your company grows. MessageLabs, recently acquired by Symantec, can both block spam and enforce company policy. The site keeps a monthly tally of spam percentage overall (69.7 percent in October). Microsoft Exchange Hosted Filtering (formerly FrontBridge) blocks both inbound and outbound spam, as well as disaster recovery.

How to Delete Data before Trashing Old PCs

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“Never listen to the guy in the pickup who says he’ll take your old equipment away for free,” says Gina Chiarella, COO of e-waste disposal company We Recycle!, Inc. “That’s the quickest way for your data to end up on a flea market table.” Getting rid of old technology can be hazardous, since there’s very likely sensitive data still on it. Even if you’ve erased and reformatted, computer hard drives contain loads of data you don’t want to let outside of your firewall – e-mails, contracts, planning documents, employees’ personal information, credit cards, and much more reside on these hard drives. Besides identity theft, data loss may leave you or your company liable under federal laws such as HIPAA, Sarbanes-Oxley, Graham-Leach-Bliley or under state laws. Criminal penalties include fines and prison terms up to 20 years. Not to mention the civil suits that can result. As many as 150 million computers are trashed each year, often without having their hard drives erased. According to the U.S. Department of Defense standards, secure deletion requires three complete rewrites on the drive before it’s considered clean. But some of the newer forensic data mining technologies could potentially retrieve material that’s been treated to even higher levels of erasure. If the wrong people were to gain access to it, they could hurt a business very seriously. The best way to eliminate data “Software that overwrites the whole drive, as the DoD recommends, is the best way to eliminate any data left on it,” said Chiarella. “If companies want to dispose of equipment that contains highly sensitive data and they don’t trust simply erasing, even when that erasure is considered secure, then they can go all the way and take it to a disposal company that uses a mechanical shredder and have the drives destroyed completely.” If you intend to reuse or recycle the drive yourself, there is excellent software that will do data erasure securely. Any program used for erasing a hard drive should follow the DoD’s clearing and sanitizing standard. A couple of the best are Darik’s Boot and Nuke, a free open source application, or Eraser, also free, from Irish software maker Heidi, Ltd. Beginning with Mac OS 10.3, Apple enhanced its security by introducing the Secure Empty Trash feature, which follows the DoD standards, and overwrites data seven times. If that’s not secure enough for you, then download the free program Permanent Eraser from Edenwaith Software, which overwrites your data 35 times. Disposing of hardware The problems of e-waste are even more complicated than just data security – the EPA estimates that over 220 million tons of old computers and other tech hardware are trashed yearly in the United States. E-waste contains high amounts of dangerous chemicals like mercury, cadmium, lead, and other toxins and carcinogens, and is often illegally exported to other countries where the material may not be disposed of properly. With too little oversight and regulation, much of this toxic waste ends up in places like Nigeria and China, where local populations now have high incidences of birth defects, infant death, cancer, and other illnesses. So what can a small or mid-sized business do when it needs to eliminate old equipment responsibly? “We recommend organizations deal with a licensed vendor to dispose of their technology,” said Robert Johnson, executive director of the National Association for Information Destruction (NAID), an international trade association for companies providing information destruction services. “A company interested in the quality and security of its data destruction needs to personally inspect the facilities of any disposal firm before dealing with them. Ask about how they manage their own business, and most importantly find out specifically how they dispose of the e-waste.” “When getting rid of tech equipment,” said Chiarella, small and mid-sized businesses “should also look at the website of the manufacturers of their equipment to see if they offer a ‘take back’ program for old equipment. OEMs do very good due-diligence to carefully and completely dispose these dangerous materials.” Sony, Apple, HP, Dell, and Lenovo, as well some other companies, all have programs to take back their products and recycle the materials — but just for safety, make sure you pull the hard drive for secure erasing or destruction. Check the company websites to find out if this is an option for your equipment. Also check with the Electronics Take Back Coalition for more information on companies offering this service. But while doing the right thing ecologically, make sure it’s done securely and carefully. Dealing securely with the disposal of your equipment and data destruction is something you can’t afford to scrimp on. “Cutting corners,” said Chiarella, “is never a good idea with data security. The fee that is associated with managing data destruction is far less than your cost of exposure of that data.”  

How to Delete Data before Trashing Old PCs

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“Never listen to the guy in the pickup who says he’ll take your old equipment away for free,” says Gina Chiarella, COO of e-waste disposal company We Recycle!, Inc. “That’s the quickest way for your data to end up on a flea market table.” Getting rid of old technology can be hazardous, since there’s very likely sensitive data still on it. Even if you’ve erased and reformatted, computer hard drives contain loads of data you don’t want to let outside of your firewall – e-mails, contracts, planning documents, employees’ personal information, credit cards, and much more reside on these hard drives. Besides identity theft, data loss may leave you or your company liable under federal laws such as HIPAA, Sarbanes-Oxley, Graham-Leach-Bliley or under state laws. Criminal penalties include fines and prison terms up to 20 years. Not to mention the civil suits that can result. As many as 150 million computers are trashed each year, often without having their hard drives erased. According to the U.S. Department of Defense standards, secure deletion requires three complete rewrites on the drive before it’s considered clean. But some of the newer forensic data mining technologies could potentially retrieve material that’s been treated to even higher levels of erasure. If the wrong people were to gain access to it, they could hurt a business very seriously. The best way to eliminate data “Software that overwrites the whole drive, as the DoD recommends, is the best way to eliminate any data left on it,” said Chiarella. “If companies want to dispose of equipment that contains highly sensitive data and they don’t trust simply erasing, even when that erasure is considered secure, then they can go all the way and take it to a disposal company that uses a mechanical shredder and have the drives destroyed completely.” If you intend to reuse or recycle the drive yourself, there is excellent software that will do data erasure securely. Any program used for erasing a hard drive should follow the DoD’s clearing and sanitizing standard. A couple of the best are Darik’s Boot and Nuke, a free open source application, or Eraser, also free, from Irish software maker Heidi, Ltd. Beginning with Mac OS 10.3, Apple enhanced its security by introducing the Secure Empty Trash feature, which follows the DoD standards, and overwrites data seven times. If that’s not secure enough for you, then download the free program Permanent Eraser from Edenwaith Software, which overwrites your data 35 times. Disposing of hardware The problems of e-waste are even more complicated than just data security – the EPA estimates that over 220 million tons of old computers and other tech hardware are trashed yearly in the United States. E-waste contains high amounts of dangerous chemicals like mercury, cadmium, lead, and other toxins and carcinogens, and is often illegally exported to other countries where the material may not be disposed of properly. With too little oversight and regulation, much of this toxic waste ends up in places like Nigeria and China, where local populations now have high incidences of birth defects, infant death, cancer, and other illnesses. So what can a small or mid-sized business do when it needs to eliminate old equipment responsibly? “We recommend organizations deal with a licensed vendor to dispose of their technology,” said Robert Johnson, executive director of the National Association for Information Destruction (NAID), an international trade association for companies providing information destruction services. “A company interested in the quality and security of its data destruction needs to personally inspect the facilities of any disposal firm before dealing with them. Ask about how they manage their own business, and most importantly find out specifically how they dispose of the e-waste.” “When getting rid of tech equipment,” said Chiarella, small and mid-sized businesses “should also look at the website of the manufacturers of their equipment to see if they offer a ‘take back’ program for old equipment. OEMs do very good due-diligence to carefully and completely dispose these dangerous materials.” Sony, Apple, HP, Dell, and Lenovo, as well some other companies, all have programs to take back their products and recycle the materials — but just for safety, make sure you pull the hard drive for secure erasing or destruction. Check the company websites to find out if this is an option for your equipment. Also check with the Electronics Take Back Coalition for more information on companies offering this service. But while doing the right thing ecologically, make sure it’s done securely and carefully. Dealing securely with the disposal of your equipment and data destruction is something you can’t afford to scrimp on. “Cutting corners,” said Chiarella, “is never a good idea with data security. The fee that is associated with managing data destruction is far less than your cost of exposure of that data.”  

One Internet, Indivisible

A major reason the Internet has been such a boon to business is that it’s been a single network, accessible to anyone from anywhere. Any entrepreneur can create a website that can be accessed by literally hundreds of millions of users. What country a customer lives in or what Web service he or she uses may affect how fast a website loads, but we’re all connected to the same Internet. Unfortunately, that is changing rapidly. The principal of maintaining the Internet as a single, interconnected network with no preference for one type of bits over another–what geeks call “network neutrality”–is under assault. Foreign countries have led the charge. Saudi Arabia blocks content that runs counter to the clerics’ interpretation of Islam. China bars its citizens’ access to sites created by, among others, practitioners of Falun Gong. What results is the fragmentation of the Internet. The network that we’ve grown accustomed to over the past decade is, in a very real sense, becoming multiple Internets, because the Internet you encounter from within China is different from the Internet you encounter in the United States. Western companies have helped accelerate this process by manufacturing the routers and software designed to let foreign governments filter the Internet. Prominent Internet companies based in the U.S. have also signaled that they are willing to work in a world where there are Internets rather than a single Internet. Because Google is routinely blocked by the Chinese firewall, for example, it has created a truncated index called Google.cn for its Chinese customers. The search giant has decided that providing at least some service in China–and disclosing to the rest of the world which searches are censored–is better than simply opting out of the Chinese Internet. It’s not just repressive regimes that are trying to turn the Internet into the Internets. Customers of the Canadian cable company Shaw will find that Vonage runs slowly on that network. In fact, Shaw warns users of all VoIP services that they may experience connection issues unless they pay a $10-per-month enhancement fee. It shouldn’t surprise you to know that Shaw offers a competing digital service. Similarly, phone carriers in Africa cut service to local Internet service providers when it became clear that those ISPs were enabling VoIP calls, reducing demand for the carriers’ lucrative long-distance services. The next frontier in the battle over network neutrality is likely to be the delivery of video services. BellSouth and AT&T have announced plans to sell “premium” network services that deliver video from some providers more quickly than video from others. If, say, a company like Yahoo pays AT&T a fee, its videos will download faster and at a higher quality than videos downloaded from Google, should Google choose not to pay. Google might be able to play this game, but the average business will not be able to. Premium services create a barrier to innovation in what has been one of humanity’s most innovative spaces. What may happen to companies in this brave new world? Soon, it no longer may be sufficient to know that you’re connected to “the Internet”–businesses will need to know where the bits they want are, and whether the provider they’re using for Internet service considers them premium or substandard. It will no longer be possible for a start-up to put a site on the Internet and assume that it’s equally accessible to everyone in the world. And existing companies may suddenly discover that they are reaching much smaller audiences than they’ve grown used to. The fragmentation of the Internet is the fragmentation of markets. In the same way that Chinese Internet users have gotten used to the fact that they’re connected to a network that delivers some bits quickly and some not at all, American users will discover the costs of a nonneutral network. Before AT&T and BellSouth move ahead with their plans to create premium services, they must win congressional approval. American entrepreneurs and consumers, and the politicians who represent them, may want to think very carefully before they embrace a world of many Internets. Ethan Zuckerman is a research fellow at the Berkman Center for Internet & Society at Harvard Law School and co-founder of weblog community Global Voices.

Ask Inc.

Q. Scammers have been downloading software from my website using stolen PayPal accounts. What can I do? Jerry Montealto Ecommercemax Solutions, Winnetka, Calif. Those PayPal accounts may have been swiped with the identity-theft technique known as phishing. Unfortunately, it’s your business that’s on the hook. PayPal’s seller-protection policy covers only physical goods, leaving digital dealers, who must refund scammed customers, out of luck. PayPal is considering extending coverage to digital goods this year, says spokesperson Amanda Pires. Your best bet is to beef up security. A number of tools let vendors vet orders before granting approval. For example, most shopping cart software can be customized to flag certain orders for rejection or further review. Companies such as Cybersource, based in Mountainview, Calif., also offer souped-up antifraud services. Rates vary, but prices start at $495 a month, plus 12 cents per transaction. How can you tell if a transaction looks hinky? First, check a map. Flag any order with a shipping address more than 50 miles away from a billing address (a must even for downloadable orders), says Doc Vaidhyanathan, VP of Product Marketing & Corporate Development for Arcot Systems, based in Sunnyvale, Calif. Computer IP addresses are also revealing. Last year, for example, online novelty store ThinkGeek experienced a surge in fraudulent credit card orders from computers in Singapore and Nigeria. So director William Vandais set the site to reject orders from those countries. The site also weeds orders from places with small upticks in fraud for manual review. Once you’ve directed an order to step out of line, give it the once-over. For example, make sure that the information on the order form matches that on the shopper’s PayPal account. Check that orders from repeat customers aren’t out of the ordinary: a guy who shells out $50 a pop suddenly slapping down $1,000, say. If an order still smells phishy, call the account holder for verbal authorization, explaining the fraud problem. “You don’t want to make it difficult for people to buy your merchandise,” says Vandais. “But you can’t give it away, either.” You should also estimate how much you spend on refunds each quarter and set aside funds to cover that loss. A few bad orders are going to sneak in no matter how many bouncers you station at the door. Q. I sell lampshades to niche retailers. Recently, some big chains have approached me. Should I sell to them under private label? Brandon Grinwis A’Homestead Co., Lapaze, Ind. The public doesn’t know from private. If your shades are sold under one name at Wal-Mart and another at Lamps Unto My Feet, consumers won’t get that it’s the same product. As a result, private-label deals have proliferated along with big-box stores, allowing manufacturers to play the field without coming off as a cheap date. But beware: A rose by any other name smells. At least it will to your existing customers if you try to keep them in the dark, says Todd Maute, vice president of marketing at Daymon Worldwide, a marketing firm based in Stamford, Conn., that specializes in private labels. Maute recommends telling your niche customers if you plan to go mass market, assuring them that the private label will protect your brand’s equity. You can further reassure them by adding value to the products you sell to specialty clients. Mary Swaab, CEO of Colorlab Cosmetics, based in Rockford, Ill., sells $5 lipsticks in plain silver tubes to mass retailers that package them as in-house brands. Swaab sells the same lipsticks to such high-end stores as Saks Fifth Avenue for $11 each. But Saks also gets colorful packaging and the Colorlab logo. Before signing a deal, determine whether the mass market is for you. Two years ago, Mark Dwight, CEO of San Francisco-based bag maker Timbuk2, backed out of an agreement to sell messenger bags at CompUSA stores under his own label. Sales were great, he says, but his $6 million business couldn’t handle the slim margins and CompUSA’s insatiable hunger for product. Dwight has turned down private-label offers as well; instead he is pursuing a larger share of the specialty market under the name Timbuk2. “The magic and the value of what you are creating in your business is in your brand,” he says. Looking for answers? Stumped by a thorny business problem? Let Inc. help. Send your questions to Askinc@inc.com.

What do you think the most important trend affecting small business will be?

E-Commerce and Internet in Business mentor Jakob Nielsen responds to the following questions: What do you think the most important trend affecting small business will be? How best can owners position their companies to take advantage of it? Jakob Nielsen’s response: The Internet provides great potential for niche businesses: if you specialize at being very good at something very specific, the Internet expands your reach so that you can connect with customers worldwide. Globalization is an important element of this trend, especially for small businesses that provide virtual products and services (i.e., those that can be delivered over the Net). For example, in my own case, I publish a series of reports on Web usability at www.nngroup.com/reports and the distribution of sales for the last three months is as follows: USA 40%Canada 4%Latin America 2%U.K. 16%Rest of Europe 25%Asia 8%Australia/NZ 4%Africa 1% More than half my sales are outside North America. This proves two things:First, it really is true that a targeted business can have substantial sales overseas. Second, since my topic happens to be how you should design your Web site, the huge demand from overseas shows that they are getting into the act. With the Web, business is international. Deal with it. Related Resources: Six Ways to Position Your Company for Success Copyright © 2001 inc.com LLC

The Fraud Bogeyman

CEO’s Notebook How Internet security complicates your merchant account Margaret Cobbs, founder of Velma Handbags, in Redwood City, Calif., recently experienced her first brush with Internet fraud: someone in Romania tried to purchase eight handbags from Velmabags.com using a stolen credit card. What could have been a $380 theft was thwarted by the fraud “police” at CCNow, a Delaware service that handles Internet credit-card payments. Unfortunately, such protection carries a price. CCNow collects 9% of every sale that Velma Handbags makes online. “That kind of makes you ache,” says Cobbs. But the alternative — opening a merchant account to process credit-card orders on the Web — was too expensive and risky for the first-time entrepreneur. The specter of Internet fraud has made it tougher for a small E-merchant to navigate the byzantine maze of credit-card-processing fees charged by banks — if it can get an E-merchant account at all. However, several new services — including CCNow, iBill, PayPal, and Verza — are offering a single merchant account that’s shared by a group of clients. At most of those E-merchant services, you pay no monthly fee — only a commission ranging from 1.9% to 9% of sales. Some also charge a separate transaction fee ranging from 25¢ to 99¢ an order. All the Internet-payment services claim to reduce the incidence of fraudulent orders by employing sophisticated screening software and common sense. For instance, “don’t take an order for 10 Rolexes,” says Verza’s Paul Kraaijvanger. But only PayPal offers a guarantee that sellers in good standing won’t be held liable for the cost of fraudulent orders. And the services don’t welcome every small business. CCNow, for one, maintains a long list of industries that it won’t do business with. Cobbs likes CCNow because its service is quick and easy to get started and it provides 24-hour service to her customers. But she faults what she calls the company’s “weird payment schedule.” There’s often a two-week lag between the time that CCNow processes an order and the time that it deposits the money — minus its commission — into Cobbs’s bank account. If a company earns more than $1,000 in any two-week period, CCNow holds the balance in reserve until the next pay period in case a buyer asks for a refund or disputes a sale. Whether such services will turn out to be a fair alternative to banks or just a “bank” of last resort isn’t clear. Pattie Sbardella, co-owner of Pattie’s Patch, a fruit-and-vegetable market in Hampton, N.Y., thinks she’s getting a good deal from Verza. She recalls how her bank refused to grant her an E-commerce account after deeming that her business was too risky. She tried using a merchant account from a bank she’d never heard of. Bad move. After suffering through high monthly fees, she gave up and turned to Verza. “I can give the Web site a chance without having all the overhead,” says Sbardella. Chargebacks: The Silent Killer If you sell your products online, you’re vulnerable to “chargebacks” — disputed credit-card charges. Buyers usually win disputes. Visa and MasterCard have threatened fines and account termination for sellers whose chargebacks exceed either 1% of transactions or 2.5% of monthly sales. How can you thwart chargebacks? Here are some tips from the experts: Ship only to credit-card billing addresses. California Computer Center’s monthly chargebacks dropped from seven to three after it stopped shipping to third-party addresses. CEO Kaveh Jabeli believes the remaining chargebacks come not from scammers but from “frustrated” customers. Beware of certain shipping destinations. Jabeli says that the Nigerian city of Lagos is “known for fraud.” Display strict return policies. Michael Lee, CEO of MSL Computers Inc., in College Point, N.Y., charges a 15% “restocking” fee for returns. Take American Express. Merchants report that fighting chargebacks with Visa and MasterCard can be nightmarish, since it means massaging two banks: yours and the customer’s. AmEx, by contrast, handles disputes directly. “AmEx opens a case and acts as a mediator,” notes Jabeli. – S.G. and Ilan Mochari CEO’S NOTEBOOK The Fraud Bogeyman Hot Tips When to Say When Selling Abroad without the Pain Hire Your Own Temp Managers Are You Ready for the Major Leagues? In a Former Life: Alan Schultz Please e-mail your comments to editors@inc.com.

Chargebacks: The Silent Killer

If you sell your products online, you’re vulnerable to “chargebacks” — disputed credit card charges. Buyers usually win disputes. Visa and MasterCard have threatened fines and account termination for sellers whose chargebacks exceed either 1% of transactions or 2.5% of monthly sales. How can you thwart chargebacks? Here are some tips from the experts. Ship only to credit card billing addresses. California Computer Center’s monthly chargebacks dropped from seven to three after it stopped shipping to third-party addresses. CEO Kaveh Jabeli believes the remaining chargebacks come not from scammers but from “frustrated” customers. Beware of certain shipping destinations. Jabeli says that the Nigerian city of Lagos is “known for fraud.” Display strict return policies. Michael Lee, CEO of MSL Computers Inc., in College Point, N.Y., charges a 15% “restocking” fee for returns. Take American Express. Merchants report that fighting chargebacks with Visa and MasterCard can be nightmarish, since it means massaging two banks: yours and the customer’s. AmEx, by contrast, handles disputes directly. “AmEx opens a case and acts as a mediator,” notes Jabeli. Copyright © 2001 G+J USA Publishing

I Really Must Be Going

E-Diaries An Internet entrepreneur bids farewell to his firstborn Although I’ve never been very religious, lately I’ve been thinking a lot about Moses. The guy leads his people out of Egypt, parts the Red Sea, hands over the reins to someone else, glimpses the Promised Land, and goes off to die. All of which was necessary in the greater scheme of things, I suppose. But hard cheese on Moses, all the same. Readers of my last column will have some idea why I’ve got Moses on the brain. In July, about a year after founding a marketing-services Internet company called Gazooba with my buddies Zen and Shanti, I stepped down as CEO to make room for a been-there-done-that executive named Colin Campbell. Venture capitalists had been telling me they’d invest only in a CEO with a track record of hiring and managing dozens — if not hundreds — of people. And, in fact, Colin almost immediately secured a handsome round of financing for the company. I harbor no doubts that passing the crown was the right move. Clearly, I wasn’t the man for this particular job. But that begged the question, Having hired Colin to be Gazooba’s CEO, what job was I the man for? Not long after coming on board, Colin asked me to propose a new role for myself. In an effort to come up with something, I spent one Sunday morning at a Starbucks on Polk Street, comparing my skills and passions with Gazooba’s hiring needs. Sipping a tall chai tea latte, I composed a list of things I’d learned to do — and loved doing — as a CEO and an entrepreneur. Here it is: 1. Persuaded a bunch of venture capitalists to back my half-baked idea. 2. Persuaded a bunch of smart people to leave cushy jobs to work for a company based on a half-baked idea and run by people with names like Zen and Shanti. 3. Chose for my company’s moniker a word that didn’t even exist but that we thought would make people smile. 4. Offered options to half the service population of northern California. 5. Presented my half-baked idea to big scary audiences at high-profile industry conferences. 6. Bribed real estate agents with T-shirts in order to secure prime San Francisco office space. 7. Made payroll by creatively cutting expenses, finagling bridge loans, and prostrating myself before vendors. 8. Persuaded big Web companies and even a major telecommunications company to pay money — money! — for my half-baked idea. 9. Chronicled the whole experience for a national business magazine whose editors kept warning me not to make anything up. I read over the list, and my eyes welled with tears as I recalled the thrills, chills, spills, and other nonrhyming but no less dramatic and emotionally charged events of the past year. Only then did I realize three things. First, no matter how much I loved working at Gazooba, I’d be bored silly with a job as vice-president of one thing or chief of another. Second, I was thoroughly addicted to whatever chemical is released by the brain upon the successful transformation of a half-baked idea into reality. And third, everyone in Starbucks was staring at me because I was sobbing like a schoolgirl. The next day Colin and I had lunch at the Tadich Grill, a venerable San Francisco seafood house around the corner from our office. Over sautéed sand dabs, I told Colin that I wasn’t sure there was a place for me in the new Gazooba or, more to the point, that there was a place for the new Gazooba in me. “Why don’t you give it some tame?” Colin said, his Scottish accent no longer impenetrable to me. “Next week we’re having some off-sites. I think they might give you a different perspayctive. Let’s feigned out how yer feeling in two weeks.” I was in no rush, especially if a fulfilling life at Gazooba was still possible. We set the clock ticking, and I promised to keep our conversation on the q.t. For many of my coworkers, my announcement was akin to the Jolly Green Giant’s declaring that he could no longer envision playing out his personal destiny among the sweet peas and pearl onions. But I soon discovered that my future happiness at Gazooba was not to be, chiefly because there was to be no Gazooba. It happened on a Friday morning. Colin called about 10 of us into the conference room and introduced a couple of gents from Idiom, a naming consultancy. “Great,” I thought. “We’re going to discuss some names for our new product extensions.” But no. “The reason we’re here,” said one of the Idiom guys, “is that now that your company has repositioned itself as a business-to-business provider” — a decision I had made prior to Colin’s arrival, partly at the urging of our board — “the name Gazooba doesn’t work anymore. We’re here to pick a new name.” My heart sank. Gazooba was emblazoned on my soul and my license plate. I couldn’t bear to see it die. I fully understood the rationale: we were selling to marketing managers at big corporations now, and our clients, perhaps understandably, weren’t comfortable cutting $100,000 checks to an outfit whose name was chosen, in part, because it sounded Dr. Seuss-ish. Suddenly, I realized that it wasn’t just the name change that was bringing me down. It was the whole concept of selling to marketing managers at big corporations. My company’s new direction was smart and strategic, and it left me absolutely cold. My feelings must have shown, because Colin didn’t invite me to any of the follow-up meetings. I felt left out, of course, and maybe a little resentful. But mostly I was relieved at not having to take part in the relegation of Gazooba to the dustbin of Internet history. In the end, the management team narrowed down the choices to two names: Qbiquity and Metafinity. Qbiquity and Metafinity. Qbiquity and Metafinity. I said the two words over and over, but they just weren’t … well, they just weren’t Gazooba. [Editor's note: the company ultimately settled on Qbiquity.] On the day of the off-site, my mind was already made up, although I don’t think I knew it yet. The event took place in a conference room at the nearby Hyatt Regency; the facilitator was Dan Foxx, a consultant who assists executive teams with goal setting. Dan led us through a series of visualization exercises. First, we were to imagine in great detail an initial public offering for Gazooba (or not-Gazooba). Dan then asked employees to calculate how much money they’d make on their options and what they’d do with their windfalls. Most replied that they would buy things for their families. I said I’d donate a hefty chunk to my old summer camp. After each person spoke, Dan smiled and said, “Wow. Thank you for sharing that.” Now that our dreams were on the table, Dan took one step back. “OK,” he said, “we know where we want to be. Now, what do we have to do to get there? To reach this stock price, how much revenue and profit would we need? How many customers? How many analysts covering the company? By when would we have to do all this?” While my colleagues responded to Dan’s questions, I stayed silent. I felt as though I were an oarsman headed someplace I didn’t want to go on a boat I had once steered. Dan, who had been writing on the board, paused and called a time-out. “I’ve run this exercise with a lot of other companies,” he said, looking out at us, “and there’s always a lot more excitement than there is here. Is there a dead moose in the room?” I knew what Dan meant. I was the moose. Looking over at Colin, I asked him with my eyes for permission to break my promise of confidentiality. He nodded. “Dan,” I said, “there is a moose here. I’ve been talking with Colin about what my role will be at Gazooba, and we’ve agreed that there isn’t one that will both fulfill me and benefit the company. So I’ll be leaving at the end of September.” My coworkers sat there, stunned. For many of them, I had become synonymous with Gazooba, and my announcement was akin to the Jolly Green Giant’s declaring that he could no longer envision playing out his personal destiny among the sweet peas and pearl onions. Dan broke the silence. “Andy,” he said, “I can see from your face that you are truly committed to Gazooba, and that this is a decision made out of commitment. Is there any message you’d like to leave the session with today?” I hadn’t prepared anything, but I blurted out: “Of all the things I’ve accomplished, I’m most proud of the people I’ve hired at Gazooba. This is an amazing group that will go on to achieve great things. I’ve worked for companies where people talk behind one another’s backs, where you have to assume people are talking about you behind your back. At Gazooba I never felt that, and I’m proud to call everyone here my friend.” By the end, I was choking back tears. In the preceding weeks I had discovered that one of my cofounders, Zen, had been traveling a similar path and had arrived at the identical destination. Now, seeing me bathed in the spotlight of emotional catharsis, Zen sought to steer some attention his way by announcing that he, too, would be leaving, as soon as someone could be found to assume his role of chief technology officer. Of the founding triumvirate, only Shanti — who had matured into a kick-ass product manager — would stay on. On my way out of the hotel, Doug Gross, our sales manager, stopped me in the hallway. “I just want you to know, Andy, that I joined Gazooba because of you, because of your vision and your enthusiasm,” he told me. I was enormously gratified, especially considering that Doug’s first impression of me was formed at our launch event, where I was acting as a mime. The fact that I could barely summon words to answer him seemed somehow fitting. So I didn’t reach the promised land with Gazooba after all. But I still own a chunk of it, and my severance package is nothing to sneeze at. What’s next for me? Well, since I seem unable to shed my entrepreneurial skin, I’ll stay out here in Silicon Valley looking for the next big thing and chronicling the search in my Inc. column. (Incidentally, readers who know of any next big things are invited to contact me at the E-mail address below.) But first I’m taking some time off to scuba dive, snowboard, windsurf, and participate in assorted other activities that don’t require a consultant. Zen has suggested that we rent a small office near our favorite windsurfing spot and use it to develop new business ideas. And I expect I’ll be wallowing — just a little — in nostalgia. Last night I reread the first installment of E-Diaries, which I wrote exactly a year ago. In what amounted to Gazooba’s birth legend, I described giving up the pleasant certainties of life in Manhattan for the shimmering question mark that is Silicon Valley. “It’s going to be hell out there,” whined the Andy of a year ago to Zen, “working 24 hours a day, beholden to a bunch of VCs.” “Yes,” Zen had replied. “And you’ll love it.” He was right. Andrew Raskin, the cofounder and former CEO of Gazooba Corp., is now a full-time seeker of opportunities in Silicon Valley and beyond. E-Diaries: Episode 1: A New Beginning The Game of the Name Take My Job Offer, Please. Pretty Please There’s No Such Thing as a Free Launch Gimme Shelter Bridge Financing over the River Scared Let the Good Times Roll There’s a New Man in Town I Really Must Be Going Please e-mail your comments to editors@inc.com.