1. Most observers would agree that Big Marker is engaged in e-business.
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   2. Which e-business categories apply to Big Marker? (e.g. B2B)
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   4. Which benefits of e-business does Big Marker provide to its customers? Which costs apply?
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3. Could Big Marker be considered an application service provider? Justify your response. If Big Marker is an ASP, which category (e.g. enterprise, specialist) best describes it?
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5. Consider the material in Chapter 11 on computer crime and information technology security.
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   2. Which business risks/threats impact Big Marker? Explain your response.
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   4. How does the narrative presented at the end of Part One demonstrate one or more of CoBIT’s processes and enablers?

 

 

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Company Description Big Marker was started in 2010 by Mr. Zhu-Song Mei. Zhu was inspired to start the com- pany by the need to communicate with his mother during a period of illness. The company was initially financed by a group of angel investors and Zhu-Song; over time, it has attracted additional investors. Big Marker is organized as a limited liability company, and has 11 employees. Its organizational structure is fairly "flat," as shown in the organizational chart below: Zhu-Song Mei СЕО Justin Brown Bill Gloff COO CTO Support & Marketing Team Development Team Zhu-Song handles the financial recordkeeping using Quickbooks, and McGladrey (www .mcgladrey.com) does an annual "compilation and review" for Big Marker. Big Marker uses the standard service company chart of accounts built into Quickbooks for its transac- tion processing. (The chart of accounts is block coded.) Big Marker is organized into a collection of "communities," which are based on com- mon interests/goals. Each community has at least one organizer; for example, my com- munity is called “Bob Hurt Education Community." Additionally, one organizer can participate in/create multiple communities. Communities host meetings and webinars at the organizer's discretion; meetings are designed for collaboration, while webinars are typically structured as interactive presentations. As of early 2014, Big Marker had between 5,000 and 10,000 communities, and hosted 1,000-2,000 meetings/webinars monthly. Internal Controls Big Marker employs several internal controls to safeguard its assets, ensure reliable finan- cial report directives. Here are some controls Big Marker employs, presented in alphabetic order: promote operatin efficiency and encourage compliance with management 1. Asset tracking. If a Big Marker employee wants to remove an asset from the office temporarily, one of the C-suite officers must authorize it. Additionally, approved assets must be signed out with the building's security staff. (Big Marker is one office in a large office building.) Finally, all assets are logged in both QuickBooks and a locally maintained spreadsheet. 2. Cash handling. Big Marker employs several internal controls to help safeguard its cash. For example, the office handles no actual cash; everything, from cash collections to payroll, is handled electronically. Big Marker maintains two separate cash accounts: one for the payroll at Chase (www.chase.com) and one for the operating expenses at Bank of America (www.bankofamerica.com). Company Description Big Marker was started in 2010 by Mr. Zhu-Song Mei. Zhu was inspired to start the com- pany by the need to communicate with his mother during a period of illness. The company was initially financed by a group of angel investors and Zhu-Song; over time, it has attracted additional investors. Big Marker is organized as a limited liability company, and has 11 employees. Its organizational structure is fairly "flat," as shown in the organizational chart below: Zhu-Song Mei СЕО Justin Brown Bill Gloff COO CTO Support & Marketing Team Development Team Zhu-Song handles the financial recordkeeping using Quickbooks, and McGladrey (www .mcgladrey.com) does an annual "compilation and review" for Big Marker. Big Marker uses the standard service company chart of accounts built into Quickbooks for its transac- tion processing. (The chart of accounts is block coded.) Big Marker is organized into a collection of "communities," which are based on com- mon interests/goals. Each community has at least one organizer; for example, my com- munity is called “Bob Hurt Education Community." Additionally, one organizer can participate in/create multiple communities. Communities host meetings and webinars at the organizer's discretion; meetings are designed for collaboration, while webinars are typically structured as interactive presentations. As of early 2014, Big Marker had between 5,000 and 10,000 communities, and hosted 1,000-2,000 meetings/webinars monthly. Internal Controls Big Marker employs several internal controls to safeguard its assets, ensure reliable finan- cial report directives. Here are some controls Big Marker employs, presented in alphabetic order: promote operatin efficiency and encourage compliance with management 1. Asset tracking. If a Big Marker employee wants to remove an asset from the office temporarily, one of the C-suite officers must authorize it. Additionally, approved assets must be signed out with the building's security staff. (Big Marker is one office in a large office building.) Finally, all assets are logged in both QuickBooks and a locally maintained spreadsheet. 2. Cash handling. Big Marker employs several internal controls to help safeguard its cash. For example, the office handles no actual cash; everything, from cash collections to payroll, is handled electronically. Big Marker maintains two separate cash accounts: one for the payroll at Chase (www.chase.com) and one for the operating expenses at Bank of America (www.bankofamerica.com).

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