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They recognized that the customers experiences came first and that they had to develop the metrics and build the supply chain processes around that First, corporate leaders appointed a general manager of supply chain innovation whose sole job is to figure out how to make the supply chain work on behalf of the customer in both effective and efficient ways As far back as 2002, P&G key executives recognized that 60 percent of their sales were made based on what they called events roughly equivalent to what I and others call experiences So, for example, Pringles had a Mac the Stack event that gave teens decoder cards at concerts and theme parks Teens took the codes online and found out how much they won, from $3 to $50 Procter & Gamble used this event to create an adventurous experience and discover a lot of people who then bought products Sixty percent of a company that makes tens of billions of dollars is a lot of dollars This didn t exactly escape the notice of the P&G leadership First and foremost, to bolster the idea of experience-driven sales, they appointed Jake Barr as the general manager of supply chain innovation and then put a plan into effect based on this idea: If you can t drive sales and deliver product at the point of purchase, you lose (Procter & Gamble: Delivering Goods, by Randy Barrett and Tom Steinert-Threlkeld, Baseline, July 1, 2004) This led to P&G adopting a pull, rather than push, approach to inventory, which cut out excess inventory and was based on the idea the company would produce only what customers bought Second, the company reverse-engineered the products by looking directly at the cost components after it had surveyed customers to see what price point they were willing to pay for varying products The idea was to manufacture the products profitably and still be able to set a price customers were happy with It s called pricing from the shelf back, and it s a hugely important KPI when the customer-centered supply chain is where the focus is The customers are effectively setting their own prices Third, company leaders put other KPIs in place designed to produce and deliver quickly according to purchases made So, for example, besides the ones mentioned above, they look at: Total supply chain response time, from purchase at register to purchase of raw materials to replace product Originally six months, it came down to two months.

In one recent encounter, I noticed an ad hoc network with the same name as the airport s network, so I decided to find this network source I used software to monitor the strength of the signal coming from that network and moved around slowly until the signal became stronger and stronger I eventually found myself seated next to a man about my age with his laptop open and running I asked if he was having fun running his own little network and allowing people to associate with it Without saying a word, he quickly closed his laptop, placed it in his bag, and walked away Yes, the malicious hacker is out there Your users must be educated, and you will need to know how to protect against malicious hackers as well It is my sincere hope that every person who acquires his or her CWTS will go on to acquire the CWNA and CWSP certifications They provide more depth on the security-related topics and, as this book s brief introduction has hopefully shown you, you need that depth to thoroughly secure a WLAN I will take you a little deeper still in 10, but this certification gives you the knowledge you need to administer the security in a WLAN The CWNA and CWSP certifications will provide you with the knowledge needed to implement, analyze, test, and administer the security in your WLAN Please, don t stop your journey half way These kinds of peer-to-peer attacks shed light on the importance of data classification procedures Data classification can be defined as the process of labeling or organizing data in order to indicate the level of protection required for that data For example, you may define data classification levels of private, sensitive, and public Private data would be data that should be seen only by the organization s employees and may be seen only by a select group of the organization s employees Sensitive data would be data that should be seen only by the organization s employees and approved external individuals Public data would be data that can be viewed by anyone For example, the information on the organization s Internet web site should fall in the classification of public data The contracts that exist between the organization and service providers or customers should fall in the classification of sensitive data Finally, trade secrets or internal competitive processes should be classified as private data This is just one example of data classification, but it should help you to determine which data users should be allowed to store offline and which data should be accessed only while authenticated to the network By keeping private data off of laptops, you help reduce the severity of a peer-to-peer attack that is launched solely to steal information.