Research Topics: Network Marketing Advantages And Disadvantages

Competitive advantages and disadvantages of the Network Marketing

Competitive advantages and disadvantages of the Network Marketing Research Proposal   Research Aims: This proposed research attempts to achieve the following objectives: 1.     To determine the factors, requirements and principles of network marketing 2.     To compare the advantages and disadvantages of network marketing and pure e-commerce 3.     To analyze the competitive advantages and disadvantage of network marketing among firms and across countries 4.     To evaluate the strengths and weaknesses of network marketing   Research Questions:           In accordance with the research aims of this proposed study, the following will be asked: 1.     What are the advantages and disadvantages of network marketing? 2.     How does the principle of network marketing as opposed to pure e-commerce gains a competitive advantage? 3.     How can network marketing create competitive advantage among firms and across countries? Introduction           Network Marketing has been the setting the trend for firms and even industries nowadays. Its flourish has been the debate of many scholars who both see network marketing as a double edge sword: a tool in the cultivation of the market and a means that can increase fraudulent activities. This proposed paper will dwell on the competitive advantage of network marketing among firms. Scholars attribute the strength of network marketing on its competitive advantage because of its dynamic, blended approach to acquiring and retaining customers, handling the actual sales transaction, and delivering the products or services to the ultimate consumer. Network Marketing helps companies and their distributors establish their brand in the marketplace, ensure their longevity, and also offer consumers the attractive option of choosing when, where and how they want to purchase products or services. Firms have to offer consumers the same convenience that other consumer goods companies offer, and at the same time, overlay “competitive advantage” – through distributors. The combination of e-commerce and person-to-person marketing gives Network Marketing companies a huge advantage over strictly e-commerce companies.           This proposed study will outline the idea underlying network marketing and how it had effectively penetrated the market. Moreover, the advantages and disadvantages of this scheme will be discussed in connection with the traditional method of selling and even e-commerce. Finally, this paper will argue upon the success of firms using network marketing, that countries can have the competitive advantage if network marketing will be inculcated in the operation of businesses.   Methodology           This chapter will outline the methods to be used in gathering data: the respondents of the study, the sampling technique, the instrument to be used, the validation of the instrument, the administration of the instrument and the statistical treatment of the data that will be gathered, and how this data will be analyzed qualitatively. Method of Research This proposed study will use the descriptive approach- utilization of interview, observation and questionnaires in the study. The purpose is to describe the situation as observed by the researcher. The study will determine whether network marketing has created a competitive advantage over the traditional method of selling and e-commerce. The specific focus is the benefits firms have gained over the years in terms of sales, profit and the reach of their market.             The primary source of data will come from the financial records of firms involved or not involved in network marketing. Secondary sources will come from the research-conducted questionnaire, interviews, published articles from economic journals, theses and related studies on network marketing. For this research design, the researcher will gather data, collate published studies from different local and foreign universities and articles from social science journals, distribute sampling questionnaires; arrange interviews; and make a content analysis of the collected documentary and verbal material.  Afterwards, the researcher will summarize all the information, make a conclusion based on the null hypotheses posited and provide insightful recommendations on network marketing   Review of Related Literature The upsurge of network marketing has considerably increased the number of literature relating to the subject. Several scholars attempted to study, explain and evaluate this phenomenon in relation to the issue of Competitive Advantage across countries. Some of the works of these scholars are outlined in this chapter. In Power Play: The Beginning of the Endgame in Net Markets, Moriarty and Klassen (2001) reveal how established companies are combining well-honed business skills with the power of the Internet to reclaim their lead position — and create sustainable competitive advantage — in the new economy. Using thorough research, solid analysis, and in-depth case studies of some of today’s leading net markets, including Covisint, the WorldWide Retail Exchange, and Aerospan, Moriarty and Klassen explain how the winners in the net market arena will be those companies that combine their experience, deep industry knowledge, and solid business fundamentals with the agility and flexibility that dot.com companies once exemplified. In The Anatomy of Buzz, former marketing VP Emanuel Rosen (2002) pinpoints the products and services that benefit the most from buzz-a universe that embraces everything from high-tech equipment to books, various consumer and entertainment products to legal and other support services-and offers specific strategies for creating and sustaining effective word-of-mouth campaigns. Drawing from interviews with more than 150 executives, marketing leaders, and researchers who have successfully built buzz for major brands, Rosen describes the ins and outs of attracting the attention of influential first users and “big-mouth” movers and shakers. He also discusses proven techniques for stimulating customer-to-customer selling-including how companies can spread the word to new territories by taking advantage of customer hubs and networks on the Internet and elsewhere. Executives charged with rolling out cutting-edge software products or on-line versions of their magazines are tempted to abandon the classic lessons of economics, and rely instead on an ever changing roster of trends, buzzwords, and analogies that promise to guide strategy in the information age. Not so fast, say authors Carl Shapiro and Hal R. Varian (1998). In Information Rules Shapiro and Varian (1998) warn managers to, “Ignore basic economic principles at your own risk. Technology changes. Economic laws do not.” Understanding these laws and their relevance to information goods is critical when fashioning today’s successful competitive strategies. Information Rules introduces and explains the economic concepts needed to navigate the evolving network economy.      In Clockspeed, Charles Fine (1999) draws on a decade’s worth of research at M.I.T.’s Sloan School of Management to introduce a new vocabulary for understanding the forces of competition and making strategic decisions that will determine the destiny of companies, as well as industries. Taking inspiration from the world of biology, Fine argues that each industry has its own evolutionary life cycle (or “clockspeed”), measured by the rate at which it introduces new products, processes, and organizational structures. Fine illustrates how competitive advantage is lost or gained by how well a company manages a dynamic web of relationships that run throughout its chain of suppliers, distributors, and alliance partners.      Marckini (2000)showed how to cope with the latest algorithms, as well as the latest policies of “human-edited” directory services. He dwelt on how to improve positioning on search engines that base their results on existing web links; how to get Yahoo! to pay attention when they’re ignoring 90 percent of all submissions; how to generate search-engine optimized “doorway pages,” and more.      Written by digital marketing expert Kim Bayne (2002) Marketing without Wires: Targeting Promotions and Advertising to Mobile Device Users, this book offers practical advice and lighthearted observations about creating a well-executed wireless marketing program. Bayne clearly explains the major differences and similarities between wired and wireless marketing tools and demonstrates how to leverage them for optimum advantage. Throughout the book, she also includes cutting-edge case studies detailing how companies are setting the trends for mobile advertising and she helps marketers determine how to choose and implement the best options and services to meet their needs.      Fox (2001) describes proven strategies for creating a thriving virtual accounting practice and presents in-depth coverage of the various accounting and consulting services that accountants can offer to small business owners via the Internet. He describes successful techniques for identifying potential clients and packaging and marketing services, and arms readers with a complement of valuable tools for helping them get started in virtual accounting, including detailed business plans, numerous tables, forms, checklists, and connections with leading virtual accounting service providers.      Aimed at managers, Kaplan’s (2001) book explains how to mobilize people to fulfill their company`s mission. It delves into business strategy measurement and management, and it details the four categories of the balanced scorecard: financial performance, customer knowledge, internal business processes and learning & growth.       Harris (1997) described an integrated system for achieving delivery of high value to all stakeholders in the information age, centering on utilizing the voice of the customer and linking business decisions with customer needs through a leadership tool called a control panel. Shows how a control panel can integrate data with human factors that motivate customers, shareholders, and employees and how it can provide metrics needed to adjust strategy according to needs and emerging trends. Includes chapter key points and a qualitative assessment tool. Living Networks by Dawson (2002) shows managers the profound business implications-and offers detailed, specific guidance on how to respond. Moreover, he showed how to use tomorrow’s living networks to build lasting customer and partner relationships based on transparency, collaboration, and shared value. Dawson introduces proven techniques for leading companies toward tomorrow’s business models and for leveraging living networks in the creation of new products, services, and intellectual property. Simply put, he not only shows leaders how to leverage changes in technology but in the underlying sources of business value.           Mohammed, Fisher and Jaworski (2001) presents a road-tested framework to help students and practitioners understand how to think about and implement effective Internet marketing programs. The focus is on using marketing levers to vary the level of intensity that the consumer has with a Website to build a relationship with the customer through four stages; from Awareness,to Exploration/Expansion,to Commitment,and possibly through Dissolution. This four stage customer-centric framework shows readers how to use the Internet to create intense and profitable relationships with their customers.   Conclusions This proposed study will work on the hypothesis that: the more firms use the strategy of network marketing, the higher the inclination to its success in terms of sales and profits.  In reverse, the more firms’ stick on the more traditional method (direct-selling and pure e-commerce), the lower the tendency that their sales will improve. Therefore, this proposed paper concludes that network marketing provides a competitive advantage over traditional means of selling/retailing goods and services.     Credit:ivythesis.typepad.com

Competitive advantages and disadvantages of the Network Marketing

Competitive advantages and disadvantages of the Network Marketing Research Proposal Research Aims: This proposed research attempts to ...

DESIGNING A NETWORK: ESSAY INSTRUCTIONS

Network Planning and Support Assignment 1: Design a LAN for an Automobile Company Please read the scenario carefully before you answer the questions that follow. You may need to make some assumptions in order to design your network and critically discuss your planning and design decisions. A Design Company is designing new models of automobile. This company has 250 people working in several departments: Design Department (DD); Simulation Department (SD); Accounting and Finance Department (AFD) and Business and Human Resource Department (B&HRD). Each of the four departments has a manager who is heading the department. However, Business and Human Resource Manager is also responsible for setting business goals and strategies. The four managers always communicate with each other in order to come up with a robust, efficient and cost-effective design that is also in line with the companyâ€™s business goal. Design Department has 105 people working in the department. They are using CAD, VLSI, multimedia etc. applications. In addition, they are also using other collaborative tools to communicate with each other. The staff in the Design Department is spread over three floors of the same building. 62 people are working in the Simulation Department that is about 100 meter apart from the Design Department. They are using different software tools including Agent based simulation tools to simulate the design. A key role of the Simulation Department is to ensure that the interior as well as exterior of the design matches well. In addition, 4 people within this department also investigate health and safety issues involved in the design. The Business and Human Resource Department has 53 people working in the department including a Manager. This department is located on the third floor of the Simulation Department. The Business Manager and two of his staff need to maintain highly secure data on their machines which should not be accessible by anyone else in the department and outside the department. The Business Manager and two of his staff need access to the server remotely. 26 people are working in the Accounting and Finance Department. The Accounting and Finance Department is in a different building which is about 2 KM apart from the Design Department and Simulation Department. The staff in the Accounting and Finance Department are usually using spreadsheet and some financial application packages. They have an Oracle database which contains highly secure data. 1. Design a LAN for the above company. Also provide a physical layout of the whole network infrastructure (use an appropriate software tool). 2. Describe who needs access to which server with reasonable assumptions. However, all the four departments need access to the mailing server. 3. Discuss a number of devices (e.g., router, switch and hub) which are required to build this network and place them at appropriate position in the diagram. 4. Discuss the cabling media that would be used to build different segments of the network. 5. Produce a strategy taking into account performance, security and reliability issues. 6. Conduct a critical evaluation of your design. Report and Criteria Your report should consist of not more than 10000 words /15 pages. To obtain 40 % and above To obtain 70 % and above â€¢ Your answer should cover all areas described in the questions. â€¢ The answer might not be so critical but it will bring all the issues involved in planning and design. â€¢ Some consideration should be given to the management, fault tolerant and scalability issues. â€¢ Reasonable considerations should be given to the performance issues involved in the design of the network for Automobile company â€¢ Covers all areas described in questions. â€¢ Highlight all the possible issues related to the technologies under discussion. â€¢ You may discuss an alternative solution in brief. â€¢ â€¢ Fully consider and discuss management Credit:ivythesis.typepad.com

DESIGNING A NETWORK: ESSAY INSTRUCTIONS

Network Planning and Support Assignment 1: Design a LAN for an Automobile Company Please read the scenario carefully before you answer th...

NETWORKING

Networking: An Aide in Career Advancement Introduction             This chapter discusses economic backgrounds and situations of networking in parts of Asia and the United States.  It answers the question on how networking aide in career advancement.  This also suggests ways for an individual on how to be successful in the networking business.  While there are numerous types of networking, this paper focused on small entrepreneurial businesses.  A network can be defined as a system of relations and/or contacts that link firms and actors together and whose content can refer to material goods, information or technology.  From the perspective of economic activity, a network is the set of relations among firms or entrepreneurs, which facilitate the exchange of goods, services and information ( 1996). Whatever the definition adopted relations among entrepreneurs and actors may have the following features, among others (, 1993).  In the first place, a network refers to transactions within the context of reciprocity (not to market exchanges or hierarchical relations within a firm).  Second, these are interdependent relations between actors and firms; they are not relations of independence, as in the market, or of dependence, as in the hierarchic firms and organizations. Furthermore, networks refer to systems of multiple interconnections and of responses and reactions of firms and actors.  Networks are characterized by a series of weak links whose interaction strengthens the network through access to information, interactive learning and diffusion of innovation.  And finally, relations among firms and actors can be asymmetric, of a hierarchical nature, when power becomes a functional element in the network’s performance. Networks can vary greatly.  Therefore, in order to describe precisely their content and importance, it is necessary to classify them according to the kind of relations established among the firms and actors (, 1995).  First, relations can be formal, that is explicit, related to decisions on strategic goals of persons and organizations, or they can be informal, that is, tacit or spontaneous, specifically, personal contacts among actors and firms.  The former would refer to relations with organizations such as banks or service firms, while the latter would involve interaction of a casual nature with families, friends, colleagues or ex-employees. Firm networks may also refer to commercial transactions that are, to the exchange of goods and services, which facilitates relations with suppliers and clients, or to technical relations based on the exchange of codified information on technological applications, and of product, process, organization or market innovations.  Since the latter depend on technical cultures, the contacts and relations are based on specific rules that govern professional and personal ties. From the specific point of view of economic development and entrepreneurial activity, it is important to establish the distinction between personal networks and firm networks ( 1993; , 1987;  and , 1989).  Personal networks formed by individuals provide information and, over time, resources that are necessary for the emergence and start-up of a firm, but they also favor the exchange of goods and knowledge within local productive systems.  Firm networks, on the other hand, provide technical advice and information on business, financial and material resources and they even lead to strategic alliances against rival firms and groups.  The notion of network, its characteristics and typology, brings us to the concept of industrial networks, which are of particular interest to local development.   A Look on Business Networks in Asia The networks’ preeminence in Asia and the current economic crises provide an excellent laboratory for studying the interaction and evolution of the economic forces of Japanese keiretsu*, Korean chaebol*, Overseas Chinese networks and, increasingly, Overseas Indian networks. The emerging network organizations of mainland China are a further factor. Each of these players uses their own unique form of networking to compete in the market. This is why the study of the networking strategies of these players will serve to provide a greater understanding of the recent phenomenon of Asian economic development and may help us comprehend the current turmoil (. 1999). Entrepreneurial Networking The study of entrepreneurial networks informs the field of entrepreneurship by highlighting the role of individual entrepreneurial action on the discovery of opportunities and mobilization of resources ( 1991; , 1988;  2000).  Study of entrepreneurial networks at the individual level focuses on the relationships or ties of entrepreneurs–as agents of the firm–with other individuals and organizations (, 2003;  2003; , 2002). The network ties of an emerging firm can provide the conduits, bridges and pathways through which the firm can find and access external opportunities and resources.  Thus an emerging firm’s network ties can facilitate successful firm emergence, growth and performance. However, the characteristics of these network ties can influence the extent to which opportunities and resources can be identified, accessed, mobilized and exploited.  When a network tie is embedded within the social relationship and influences the firm’s economic decision making, the tie is called relationally embedded (, 1985; , 1996).  However,  (2003) suggests that these relationally embedded ties may differ based on the different characteristics of the social relationships.  In addition,  (1993) and  (2003) indicate that network ties may evolve in their degree of relational embeddedness due to an entrepreneur’s proactive management.  This potential for the evolution of relationally embedded network ties specifically suggests that entrepreneurial action can influence both opportunity discovery and resource mobilization. Therefore, a critical challenge for emerging entrepreneurial firms is to understand and manage the evolution of their relationally embedded ties and the effects of this evolution on entrepreneurial strategies for opportunity discovery, resource acquisition and firm governance.  From the scope of entrepreneurship as firm creation with the entrepreneur as a founder of the firm, this study explores and explains how network ties of an emerging firm might evolve toward increased relational embeddedness, specifically due to individual action.     Working out on Networking             Networking has always been a big part of a business individual’s marketing strategy.  The state of small business continues to be challenging, so networking is critical to being in business. Of course, there are several economists who claim the economy is starting to pick up steam thanks to federal tax rebates, lower federal income-tax rates increases in military spending low interest rates, and President Bush’s economic stimulus package, which will allow small businesses to write off up to ,000 worth of equipment purchases as expenses (instead of the previous ,000). But for many of the 22.9 million small businesses in the United States–some 820,000 of which are African American owned–the rise in unemployment and decrease in consumer spending translates into less revenue for their enterprises.  For small black businesses, changes in the economy tend to have an even greater impact. “When the economy offers challenges, many black businesses, in particular, do not fare as well,” says , national director of the Minority Business Development Agency (MBDA), “mainly because they are unable to adjust to or absorb [extreme economic] challenges, making them particularly vulnerable”, says . (2003). To overcome these difficulties, small business owners are flexing their networking muscle. They are joining local chambers of commerce, obtaining memberships in industry-specific organizations and associations, forming strategic partnerships and alliances with their entrepreneurial peers, and attending trade shows and business conferences such as the annual Black Enterprise/ Microsoft Entrepreneurs Conference held in May in Nashville, Tennessee. But how you go about creating that social interaction is the key to landing the contracts, clients, financing opportunities, partnerships, and other things you’ll need to maintain and grow your business during lean times. Networking is more than just passing out a bunch of business cards at an arbitrary meet-and-greet function in your neighborhood. It is a step-by-step process to building relationships. In the business world, networking is considered social capital. Spending yours successfully requires a plan, the proper place, advance preparation, and a little bit of patience. Here are the steps developed by . (2003) that you should take to make networking work for you: * Determine your objective.  Successful networking begins with setting goals for your business.  “A small business person who wants to strengthen their penetration in the marketplace through networking really has to define what they want to accomplish,” says , United States national director of Business Network International (BNI), a referral-based organization with 58,000 members in 15 countries. “The small business person has to ask themselves.  This will not only identify why you want to network but it will also help clarify where you should network. * Choose your location. Once you decide to build your business through networking, your next step is to identify what kinds of organizations, clubs, associations, conferences, and other events or places you think will help you achieve your goals.  Look for organizations and events dedicated to business networking, such as business conferences. * Be prepared to work it. Whether you’re attending a wine and cheese at a local organization or a series of workshops at a national business conference, you’ve got to be prepared. * Follow up and make a referral.  Once you leave the networking event, be prepared to follow up with the contacts you made in the next few days.   Networking Options             Many entrepreneurs join business and professional associations or private clubs to increase their networking power. These options give your company the constant visibility it needs to attract new clients and can also help you with aspects of running your operation.             Local chambers of commerce frequently hold smaller gatherings, such as morning coffees or evening meet-and-greets, where you may be able to form relationships. Trade shows provide a tailor-made business environment and face-to-face contact with prospective customers in your industry. Networking cart be done through strategic partnerships as well. Teaming up with businesses that complement what you do and that are a good source of referrals can help you expand your market area and target larger accounts.             The Internet is another networking option. Through bulletin boards and chat room communities you can cyber-meet potential customers and fellow entrepreneurs. Just keep in mind that when networking, nothing beats good old-fashioned face-to-face encounters. So although you may make initial contact with potential clients in cyberspace, the Internet should not be your sole vehicle for building networking relationships.   In addition to the abovementioned tips, . has suggested the following steps for a successful networking: 10 Steps to Successful Networking 1. Network in places and at events that would attract your target audience. Don’t choose venues and occasions where just your good friends hang out. Your friends may not have anything to do with furthering your business goals. 2. Sharpen your networking skills before attending an event. Have a few topics in mind to use as icebreakers. Ask open-ended questions to keep conversation flowing. 3. Set Specific goals and stick to them. If your objective is to meet three new people at a local chat-and-chew make it a point to do that before you leave.  suggests that you never spend more than 10 minutes with one person when you’re networking.  If you find yourself spending more time than that, politely introduce that person to someone else, then move on. 4. Describe your business in 60 seconds or less. No one wants to hear you ramble about every aspect of your company. Create a concise and interesting way to let others know what you do. 5. Be willing to listen. Business owners often make the mistake of talking to much when attending a networking event. Ask questions of the person you’re talking to and give your undivided attention. Don’t glance down at your watch too often or let your eyes wander over their shoulder. 6. Relax. When networking, don’t whip out your business card seconds after you shake the person’s hand. Create interesting dialogue first. That will begin the relationship-building process. 7. Take notes. Whether you attend a conference, organization meeting, or chamber event, gather information about potential clients and write it on the backs of their business cards. This will help you recall your conversations when it’s time to follow up. 8. Look for people to refer. Sometimes the fastest way to get referrals is to give referrals, so pull your entrepreneurial peers into your discussions. 9. Follow up. After the event, don’t throw all of the business cards you collected into a drawer. Follow up with a phone call, fax, letter, or e-mail. Or suggest a lunch meeting. 10. Be patient. Obtaining new clients through networking doesn’t happen it does happen. Stay focused, maintain contact with potential clients, and never give up.   Business Networking International (BNI), based in the United States, is a business and professional networking organization that offers members the opportunity to share ideas, contacts and most importantly, referrals.  So far, here are the following testimonials of networkers after training in the BNI’s Certified Networker Program (CNP):   “The Certified Networker Program is a must for business owners and sales professionals. Since taking the course, I have increased my sales 85 percent and at the same time established personal relationships that will last a lifetime.”  Virginia Beach “By applying the systems and principles learned, I increased my sales 60 percent within eight weeks and all my business now comes from referrals.”  Atlanta “CNP will help you reach a higher level and dramatically improve your understanding of how truly effective networking can be achieved. Just think if you could get all your referral sources to take this class how powerful your networking system could become.” , , New Orleans ()   REFERENCES Credit:ivythesis.typepad.com

NETWORKING

Networking: An Aide in Career Advancement Introduction This chapter discusses economic backgrounds and situations of networ...

NETWORK SECURITY: ASSIGNMENT INSTRUCTION

1.      Provide an overview of the SNMPvl protocol and its security. In your answer, focus on: the purpose of SNMP; the SNMPvl architectural model; access control and authentication mechanisms in SNMPvl; the degree of security provided by SNMPvl. (10/33) 2.      Describe at least two attacks that are possible in networks managed via SNMPv1. (6/33) 3.      To what extent are the security issues that arise in SNMPv1 solved in SNMPv3? (3/33) 4.      What inherent security is offered to the users of TCP/IP networks? Explain your answer. (3/25) 5.      Define the following elements in the OSI reference model: (1) Layer (2) Peer process and peer entity (3) Service (4) Protocol Draw a diagram to illustrate these concepts. (8/33) 6.      Describe the distinction and interrelationship between security services and security mechanisms. Provide examples for each. Why does ISO standard specify which security service can be provided at each layer in the OSI model? (8/33) 7.      Peer entities in the OSI model communicate via virtual communication. Explain how this is disguised from actual communication.  (6/33) 8.      What security services and mechanisms might you use to prevent traffic monitoring on a network? What attacks will these not prevent? (6/33) 9.      What characteristics must a biometric have to make it usable in practice? For each characteristic, give a brief explanation of its importance. (7/33) (The first question answers are persistence, distinctness, universality, detectability, fraud resistance in my handout, I need to know the importance.) 10.  Explain the meaning of the terms identification and verification in the context of biometrics. In general, which of these tasks is harder for a biometric system to perform accurately? Why? (6/33) 11.  Describe the concepts of biometric system architecture and their interactions for both the enrolment and a subsequent verification step. (10/33) 12.  Define the different types of error that arise in biometric systems. (4/33) 13.  Explain (using a diagram if you wish) how these types of error relate to each other and to the tolerance threshold in a typical biometric system. (4/33) 14.  Give a short overview of tunnel and transport modes in IPSec. (6/33) 15.  Using diagrams, show how the ESP protocol modifies IP (version 4) datagrams in tunnel and transport modes. Show the scope of the ESP encryption and MAC algorithms in your diagrams. (6/33) 16.  Compare and contrast the security services that AH and ESP protocols in IPSec provide in Tunnel and transport modes. Describe the mechanisms that IPSec uses to provide these services. (18/33) 17.  Describe the mechanisms used by the AH and ESP protocols to provide an anti-replay service. (3/25) 18.  In the AH protocol, why is the MAC not applied to the full packet (i.e. both payload and header)? (4/33) 19.  To what extent does use of AH prevent the spoofing of IP addresses in IPSec? (5/33) 20.  To what extent does use of authentication in ESP prevent the spoofing of IP addresses in IPSec? (4/33) 21.  Describe how IPSec can be used to build a virtual private network (VPN) connecting two physically remote sites using the public Internet. Which modes and protocols of IPSec would you use in this application and why? You may use a diagram to help explain your answer. (4/25) 22.  What purpose does IKE serve in the context of IPSec, and what are the security goals of IKE? (5/25) 23.  Define the following IPSec concepts: Security Policy Database (SPD) and Security Association (SA). (4/33) 24.  Describe the respective content and interconnection between the Security Policy Database (SPD) and Security Association Database (SADB) in IPSec. (7/33) 25.  Explain how an IPSec implementation uses an SPD and SAs to perform IPSec out-bound and in-bound processing. Use a diagram (or diagrams) to illustrate your answer if you wish. (8/33) 26.  What role does the Security Parameter Index (SPI)? (4/33) 27.  What purpose does IKE serve in the context of IPSec, and what are the security goals of IKE? (5/33) 28.  What were the security design goals of the GSM system and what motivated them? (4/33) 29.  Briefly describe the key features of the GSM security architecture and their usage. You may wish to illustrate your answer with a diagram. (8/33) 30.  Describe the entity authentication protocol used in GSM, explaining who the protocol participants are, which mechanisms are used in the protocol, what the protocol is designed to achieve and how the protocol contributes to the goals? (6/25) 31.  UMTS makes use of an entity authentication and key establishment protocol. Describe this protocol, explaining who the protocol participants are, what the protocol is designed to achieve, and which mechanisms are used in the protocol. (9/33) 32.  Describe the main changes in security features that were made to the GSM standard in developing the UMTS standard. What motivated these changes? (8/33) 33.  Write a brief introduction to what e-mail is and how e-mail systems work. (4/25) 34.  PGP and S/MIME are two popular methods for securing e-mail. Describe these two methods, paying particular attention to the security services that they offer and the different approaches to key management that they take. (22/33) 35.  Describe two contrasting scenarios in which the use of the PGP web of trust or that of a PKI for S/MIME is the most appropriate. (7/33) 36.  Make a list of the security threats associated with e-mail. Provide a brief – description for each threat and what threats are not addressed by PGP and s/MIME . (8/25) 37.  What additional measures might you take to reduce the impacts of these threats? (11/33) 38.  Explain in detail how an ARP spoofing attack works and what effect it has. (7/25) 39.  Explain how an attacker can combine weaknesses in the TCP and IP protocols to produce a SYN flood DoS attack. (4/25) 40.  How might an attacker use the attack to mount a distributed DoS attack? (2/25) 41.  Explain how an attacker can combine the use of ICMP messages with broadcast addressing to produce a second DoS attack. (4/25) 42.  What countermeasures can be used to limit the effectiveness of DoS attacks? (5/25) 43.  Networks of many different sizes are in common use, including workgroup Local Area Networks (LANs), building-level networks, Metropolitan Area Networks (MANs), Wide Area Networks (WANs) and the Intemet. Give a short overview of the security issues that arise as the scale of the network increases across these different network types. (8/25) 44.  Describe and evaluate the security features made available for WLANs in the IEEE 802.11b standard (10/25) 45.  What additional measures might you take to enhance the security of your network when developing an IEEE 802.11 WLAN in a commercial environment, and why? (10/25) 46.  How are the security weaknesses in the IEEE 802.11b standard addressed in the IEEE 802.1x and IEEE 802.11i standards? (6/25) 47.  GSM and UMTS systems also use wireless as the communications medium and as such can compared to systems based on the IEEE 802.11b standard. Why do you think the security offered by GSM and UMTS systems has turned out to be so much better than that in IEEE 802.11b systems? (4/25) 48.  Write a short overview of the Kerberos system, giving attention to at least the following topics: the principals and their roles; the security properties; application scenarios and weaknesses and what extent are Kerberos systems vulnerable to dictionary attacks. (12/25) 49.  Describe the simple challenge-response protocol. (5/33) Credit:ivythesis.typepad.com

NETWORK SECURITY: ASSIGNMENT INSTRUCTION

1. Provide an overview of the SNMPvl protocol and its security. In your answer, focus on: the purpose of SNMP; the SNMPvl architec...

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