Introduction Steam is a digital distribution company that engages in the sale and distribution of online gaming content. The company works by buying online digital gaming content from small software game developers and selling the content through larger business franchises (Valve Corporation, 2013). Steam’s digital marketing platform mainly works through a software distribution system. This software distribution system allows users to install and play games from any PC. Through the expansion of its business divisions, Steam now provides its customers with a selection of over 2000 games (Heyman, 2011). Observers consider Steam to be a market success as it has attracted millions of users around the globe. Moreover, the company commands about 70% of the digital distribution market (Halfacree, 2012). This report analyses Steam’s digital software distribution system by examining how its internal competencies and external market dynamics affect the company’s performance. This report especially focuses on evaluating the business social network services, enterprise systems, information technology (IT) planning and processes, business intelligence and support systems of Steam’s digital software distribution system. This report also analyses these key business components, viz a viz the underpinnings of key management theories, and the relevance of such theories to Steam’s business processes. However, before embarking on these tasks, it is crucial to understand Steam’s main business pressures. Business Pressures Like most successful businesses, Steam has to contend with competitive pressures. Based on the success of its online digital platform, many companies have tried to emulate Steam’s business model. One such company is GOG.com. The company operates as a subsidiary of its Cyprus-based parent company, Project Red . Such companies provide online gaming contents that are similar to Steam’s products and services. Such companies pose a threat to Steam’s market share because their activities may erode Steam’s dominance in the market. The relative successes of such companies create a competitive pressure for Steam as they either force the company to re-invent its products (product differentiation), or forces the company to consider reducing the price of its products, thereby eroding the company’s profitability. Besides competitive pressures, Steam has also had to experience security challenges regarding its online digital platform. For example, in a recent publication, one of Steam browser protocol caused serious concerns among experts about its ability to cause security threats (Orland, 2012). Such security threats stemmed from the protocol’s ability to enable malicious exploits when people clicked on suspicious links. Another security problem that characterises Steam’s operation is its attachment of sensitive information with gaming products. This issue caused a lot of concern regarding the exposure of sensitive information as was demonstrated in the disagreement between Steam and a German IT platform, Ubisoft . This issue birthed the recommendation that Steam’s gaming products should be isolated from sensitive information (Orland, 2012). The above concerns are a shadow of the security pressures that Steam has undergone. In 2011, for example, the digital market platform had to shut down temporarily after the