Virginia Western Community College

The PCI Security Standards Council claims that since March, malicious virus-related reports are up 475%. The reason for the uptick is that cybercriminals are trying to take advantage of rapid changes to the payment-card data environment. In addition, 41% of small businesses have said they’ve suffered breaches costing more than $50,000 to fix.

Contactless payment is one of the big changes within the payment data environment. Several restaurant companies – from chains to independents – are offering it because it reduces customers' physical interaction with the restaurant's POS system. As part of this move, some businesses have eliminated credit-card PIN numbers.

Eliot says malicious email is usually the easiest way for cybercriminals to access your networks. The emails typically show up as urgent requests for sensitive information, often pretending to be from the Small Business Administration or the Centers for Disease Control and Prevention. When the intended victim types in his or her credentials and clicks on a specific link or downloads an attachment, criminals are in.

Anyone looking for easy-to-implement security tips can try these six to start. Reduce areas where payment-card data is stored. The best way to protect against a data breach is to avoid storing any card information at all. With many small operators offering curbside pickup and accepting payment over the phone instead of through face-to-face transactions, it’s important they train employees not to write down payment card details. Instead, have them enter numbers directly into a secure terminal. Use strong passwords. Using weak and default passwords is one of the leading causes of payment data breaches among businesses. Effective passwords must be strong and updated regularly. The most recent guidance is: the longer, the better. Think of it almost as a “passphrase” rather than a password. Use it in the form of a sentence, but mix in different characters within the phrase. It’s much harder to break a long passphrase than it is a short, complex password. Weak and vendor default passwords often result in small business data breaches. Also, don’t repeat your passwords. Update your software often. Criminals look for outdated software to exploit flaws in unpatched systems. Timely installations of security patches are crucial to minimizing the risk of a breach. Whenever updates are available, use them. They will improve performance and close out some of the vulnerabilities cybercriminals are searching for. Enable two-factor authentication. It's so important for restaurateurs, especially where their POS systems or any of their sensitive databases are concerned, to have two-factor or multi-factor authentication enabled. If an instance where credentials are stolen occurs, there will be a second layer of verification the operator can rely on to potentially reduce the chances that information will be breached. Segment your networks. If you are going to store payment data, make sure your POS system has its own separate, secure network. Do not store sensitive documents on public cloud services such as Google Docs or DropBox. If you’re going to store sensitive documents, house them in an encrypted, locked down location.   Be hyper-vigilant. Criminals are going to try to take advantage of this pandemic situation as much as possible. You can protect yourself by not giving out sensitive information, especially within unsolicited emails. Don’t click on links you’re not expecting and do everything in your power to protect all sensitive information.

Trends tell us that a personalized experience isn’t enough anymore; guests today want a hyper-personalized guest experience. In order to provide one, hotels are going to have to think of new and innovative ways to collect data and then quickly and seamlessly use it to meet and exceed expectations. For example, Virgin Hotel Chicago adjusted its rewards program to be less of a rewards program and more of a preference program. In the program, appropriately called “The Know,” guests put in information about themselves in exchange for things like coupons to dine at the hotel’s restaurant. It gives them the chance to give dietary preferences, select what types of liquor they’d like in their mini bar, and what kind of cocktail they’d like waiting for them at check-in.

Smart Rooms & Self Service For The Win The “smart home” has left the bedroom and transitioned to the hotel room. Hotels of every shape and size are incorporating self-service capabilities that ‘smart’ technologies offer to meet the needs of their guests at every point of their stay.

Hotels like Hilton allow guests to check-in and set their room preferences -- from temperature to how dim or bright the lights should be -- before they arrive. By implementing self-service options, you help reduce wait times for guests trying to find information and request service.

Yotel is also embracing the digital revolution by allowing guests to check in via their airline-style kiosks. The kiosks, which are set up throughout the lobby, allow guests to avoid lines, select preferences, and set them up with their room quickly and easily. With studies showing that people estimate that they waste at least one hour a week waiting in lines, these self-service options not only alleviate waste times, but frustrations as well.

At the Godfrey Hotel in Boston, when you walk into a room, the television automatically syncs with your phone and loads your social media, Netflix, or Hulu account giving you easy access to all your favorite content. Meanwhile, in New York, the Renaissance is using its interactive digital concierge service to offer suggestions and information on restaurants and sights.

Real-time Communication Will Make Or Break You Of course, even with the introduction of new and exciting technologies that do some of the work for you, you still need to master the basics, such as communication. And today, this means real-time communication. Why, you ask? In December 2017, hotels on the Zingle platform received over 140,000 messages from guests. That’s roughly 4,500 messages a day that teams are fielding regarding everything from service needs, recommendations, complaints and general information inquiries. To handle this deluge of communication, savvy hotels leveraged 103,811 automated responses to answer some of the more common questions in a more efficient manner.

Prepare For A New Reality… That Includes Robots As time goes on, hotels are going to have to find ways to incorporate more immersive and interactive technology in order to provide better and more memorable experiences that differentiate themselves from their competitors. 2019 is poised to be a big year for virtual and augmented reality as hotels either find ways to incorporate it, or face the unhappy reality of losing guests.

From Hilton to Intercontinental, physical bots have joined their digital counterparts in entering the hospitality industry. However, hotel teams don’t need to panic about losing their jobs -- just yet. Nonetheless, they do provide real value for their ability to perform mundane, repeatable task that can free up staff to service guests elsewhere.

Micah Solomon:  Can you bring me up to speed on how the Chili’s digital service came to be deployed, and how it’s going so far? Wade Allen, vice president of digital innovation and customer engagement, Chili’s Grill & Bar: We started our digital guest experience journey in Sept. 2013 as the first mover in the casual dining industry to bring tabletop technology to our restaurant tables. The goal was to remove common guest pain points around paying the bill and re-ordering drinks. We’ve seen rapid adoption with 75 percent of guests using the tablets to quickly pay their bill. Furthermore, we’ve been able to gather valuable insights through real-time feedback where 25 percent of guests use the tablets to complete the Chili’s survey at the end of their dining experience. This feedback allows us to make improvements on an individual restaurant level, as well as, provide proof points for national-scale decisions around our Fresh Tex and Fresh Mex menu favorites. Once we had the tablets in place, we took a different approach and launched a fully digital loyalty program, “My Chili’s Rewards,” in May 2015. The goal was easy access/participation for all guests. We also included unique elements around gamification to keep guests engaged. In six months, we went from no loyalty program to 4.2 million members. Furthermore, approximately 18 percent of transactions in restaurant are tied to loyalty members. We’re building on this for what we call “loyalty 2.0” with our latest partnership with the Plenti rewards program, as the newest partner to join representing the casual dining industry. This will allow guests to earn points at partner locations and redeem for their Chili’s favorites.

Solomon: Is the human element getting lost?  Allen: Absolutely not! A key differentiator of casual dining is the personalized service model. Our technology innovation is not only a win for our guests, but also a win for our team members. With technology, we’re able to remove some of the mundane tasks of the server and allow them to make our guests feel special with a memorable dining experience. Furthermore, technology is completely optional and guests can choose to opt out if they wish. These tablets do not eliminate the personal service our guests receive from servers. In fact, these tablets have served as a good tool for our team members to help eliminate some transactional pain points, such as paying the bill or ordering dessert, and have helped our team members do their job more efficiently. This allows our team members to focus on the duties that make a personal impact on the dining experience, such as getting to know the table, taking entrée orders and delivering meals, among other duties.

Solomon: What are the backup plans for when guests want human rather than kiosk service? Allen: Our model is based on personalized service to make guests feel special when dining with us. So, the personalized aspect will always be a part of what guests experience at Chili’s. The technology innovation is completely optional and guests can choose to opt out if they wish.

She continued, “We could only assume how crazy the European airports would become when they woke up the next morning to the news from the press conference. Even though it was the middle of the night for them, we called them, woke them up, calmly communicated the situation, and asked them to pack their bags and head to the airport. “While they were doing so, we began immediately changing their flights to get them home as soon as possible. By acting quickly, calmly, and as a team, we were able to communicate with the clients, with each other, and with our suppliers. Our clients were among the first out of Europe that morning.”

Back across the Atlantic, Louisa Gehring of Brownell Travel affiliate Gehring Travel, didn’t need to look far to see how quickly the situation was deteriorating. A reporter from The New York Times posted about “bedlam” at Charles de Gaulle Airport as throngs of Americans sought to get home.

When the ban was announced, Gehring reached out to a couple were in the City of Lights celebrating the wife’s 40th birthday. She talked them through options to return home, even though it was 2 am. Her clients decided to leave the next day. In cutting their trip short, they were going to miss going to the top of the Eiffel Tower and a dinner cruise by celebrated chef Alain Ducasse, which was also nonrefundable. Within hours, the star advisor moved both experiences to that day, their final day in Paris. They were among the last visitors to the Eiffel Tower before it closed, followed by dinner, where they were among only a guests.

The BHS FiberPure process features screen, air, optical and artificial intelligence-powered robotic sorters to automate the production of clean fiber. Plastics and metals are also separated without manual sorting. In total, the system contains seven NRT optical sorters and nine Max-AI AQCs.

The plant also makes use of nonrecyclable papers and plastics by producing ReEngineered Feedstock (ReEF), a clean, low-carbon renewable fuel sold to industry, cement and utility customers to replace coal in production processes. ReEF undergoes several quality control steps, including two NRT optical sorters, which remove plastic and metal contamination. The product has been designated by the Environmental Protection Agency (EPA) as a nonwaste fuel. 

“RePower South is showing that it is possible, today, to help communities increase recycling of the existing waste stream while also providing the flexibility to adjust to any market condition or opportunity,” says BHS CEO Steve Miller.

The software also prevents unauthorized use by automatically locking the system after each user’s order is complete.

Each user is provided an access code or employee swipe card, and all drinks prepared by that access code are stored and recorded in the on-board management screen.

The SmarTender will not replace a bartender who serves those customers seated at the bar; that is part of the relationship a proprietor has with a customer. There are many applications where a customer orders a drink and never sees it made by a bartender. In these cases, a service bar is utilized and a “service” bartender prepares drinks for servers. SmarTender can eliminate the need for that extra bartender, thereby affecting labor costs. The servers do not share their tips with a service bartender because there isn’t one – this makes the servers happy. The customer gets their drink faster (keeping the customer happy and more drinks sold) because the server is in control and not dependent on a service bartender.

It would be an interesting capability should timeclocks have the ability to take a temperature either through some biometric means as part of the clocking in process, with the ability to alert the manager should anyone clock in with a high temperature.

t has been clearly established that germs can exist on plastic surfaces for several days, and the newly educated customer base will be sensitive to the notion of being handed a menu that could easily be cycled a dozen or so times during this period. Restaurants should look to providing an option for a guest to pull up the menu on their own device as well as look to leverage digital menu board technology wherever possible. In some cases this may mean an alteration in the current serving model or perhaps new hardware to be developed that allows a server to bring a large digital menu to a table for ordering, but the intention is to avoid another concern that P-C19 customer will certainly have.

Organizations that do not embrace and promote a contactless payment environment will find themselves suddenly behind the operations-technology curve.

Employees interact on a regular basis with POS hardware and other types of technology during the normal course of their business day. Many of these surfaces are plastic and allow germs to survive on them for an extended period of time. Surfaces like a POS touchscreen, a KDS expeditor, or a biometric thumb scanner can be used by dozens of people on any given day. It will be important for employers to look at solutions, such as anti-microbial POS screens, as well as improved cleaning habits, in order to avoid passing germs as well as to set their employees at ease. This may also be the kick-in-the-pants that the technologists need to further refine and perfect the voice ordering capabilities in order to virtually eliminate the need to use a POS touchscreen altogether. We have long spoken about the promise and potential of this technology only to see it expand rapidly in our personal lives with Google and Amazon and yet be almost non-existent in our commercial operations. Now would be a good time to step up development and implementation of this technology.