The WiFi real name certification system on a chain hotel is two difficult levels. Single-body hotels are one point from the beginning, and the program has been set, equipped, fielded, and online. Unlike the chain, dozens of hotels have been scattered in different cities, there are many hundreds of shops with varying networks, IT capabilities vary, and communication coordination costs between headquarters and the door shop can drag down an seemingly simple project for six months. I've been involved in a serial WiFi real-name certification system deployment project at more than 40 stores, and the research phase has gone two months, and each store has written a detailed report, and it was found that none of the two shops are exactly the same. The most difficult part of such projects is not technology, but management.
Standardized programme and end of door-to-door differences
The first reaction to chaining hotel headquarters' entry into the WiFi real name certification system must be"Standardize"The logic is simple.——The UCP, the UD, and the savings in money. But when it came to implementation, problems were identified: the network of the Union Shops and the direct stores was less willing to invest; the old property industry's routeing conditions did not support standard programme equipment requirements; differences in operators' resources between cities led to a different service provider for authentication SMS channels. We had a standard program that required each shop to have at least one network switch to support VLAN, which found that one third of the door shops used non-networked fool exchanges, nearly 6,000 units for replacement equipment, and the owner of the CSP said directly that the company had been using the software."I'm not a straight camper. Why should I pay for this?". The standardization programme cannot be one-size-fits-all, with ABC levels divided according to the reality of the store and different levels corresponding to different equipment configurations and certification schemes, but management backstage must be uniform.
IT capability faults are common problems in hotel chains.
The biggest hidden obstacle to the deployment of the WiFi real-name certification system is the IT capability at the front end."The net's off. Reboot the router."This level. In this case, it is not possible for the headquarters IT to travel to every store and make a remote command. The way we do a North China branding is: three sets of training materials.——The manager only has one page of paper."We've got a problem with the lights."; the IT interface is with the graphics operating manual; it is the full technical document with command lines and configuration templates that is shown to headquarters. At the same time, remote diagnostic capability is required at the back of the system, and Headquarters can see every door store Authentication Gateway 's operational status, number of online users, Portal page load success rate, which gives you a problem with long-range line checking before deciding whether or not to send someone. Without this remote management capacity, the chain hotel cannot run.
Harmonization and localization of authentication strategy implementation
The hotel WiFi authenticated system is a set of things.——Mobile phone number verification, ID check, or micro-mail sweep certification. But different shops may have different demands at the executive level. For example, hotel guests in the landscape are mostly group visitors, with a high proportion of older people who are not used to mobile number validation and prefer to give a certificate code note to the front desk. Business hotel guests are demanding efficiency, text message authentication codes, etc., and 10 seconds are complaining about it.——Otherwise, if a door shop shuts down its own real name certification, the brand will be at risk. Our solution is that the way to authenticate is for headquarters to have a single white list in the backstage, the door office to check it out and the system automatically records the configuration of the change log. The bottom line for compliance is locked down by headquarters, and the best things learned are given to the door.
Centralized control of data aggregation and compliance risks
The WiFi real name certification system is also important when it is online. The local server is available for the certificate logs of single-body hotels, so that the chain must be integrated into the unified management of Headquarters. This is because once a compliance audit or public security agreement has been made, one can quickly retrieve an individual's Internet record from a full brand area at a given time. The structure of the package is two types: centralized, where all store authentication data are uploaded to the headquarters server in real time; semi-central, where the door shop has a local copy and headquarters regularly synchronizes. Also at the data security level, access rights for employees of different shops are graded, and the front desk can only check their own accreditation records for the day. Regional managers can check all the regional stores so that head-of-office security officers can do full cross-regional inquiries. This permission design appears to be software-level but is a basis for compliance in the WiFi real name certification system project at the hotel chain.
How can you line up so you don't blow?
Forty shops cannot be connected on the same day. The onlineization of the WiFi real-name certification system must be divided, but the batch strategy is very elaborate. Our experience is: first, we have to start with a direct-door shop because of its strong implementation and collaboration, which allows for rapid validation of the programme, while building up training materials and common problems. We have also seen some chain leaders rushing to full-time one month, with the result that problems are concentrated and IT runs out of legs, customers double their claims, and finally brand reputation is much more damaged than project extensions.
The physical location of the WiFi chain hotel is essentially an organizational management project, and technical programmes are only part of it. Asymmetric information between headquarters and the doorman, gaps in implementation capacity, differences in claims of interest, these things are not taken into account at the project planning stage, and each pit that goes on line becomes a client charge and a cost.