The branding of the chain has been used to every store by WiFi, which sounds like a copying of paste work. It's not true that 10 shops and 100 stores are completely different. They have different network environments, varying levels of security, and territorial control.
Let's do this in a unified strategy. Don't let the doorkeeper play it.
The certification process, real name ranking, retention strategy, visitor rules, which should be defined by headquarters and implemented only by the doorman, cannot be changed by each household. We've seen a chain of restaurants, standard physical-name processes at Headquarters, so the owner of a shop thinks that the customer is too troublesome to get WiFi to turn over, and we change the certification to private."I'll be right there."The WiFi real name certification system supports the headquarters unified strategy template, and it is sent to all shops without access to key items. The strategy is harmonized, compliance lines are secured, and headquarters does not need to be checked at home.
Centralize the backstage as a central control.
A hundred stores, headquarters cannot be home-to-house. There is a central back office to manage. You can see all the shops online, certifications, failure rates, and alerts. WiFi's real names authentication system has multiple tenants or multisite structures that support this central view. We suggest that backstage at Headquarters have at least one: a store health overview, an unusual shop list, certified funnel comparisons, log retention compliance. With a hub, which store has abnormally reduced accreditation, which logs are about to expire, HQ will find that it does not need to wait for the door to make mistakes.
The network environments are different from one place to another.
The uniform controls do not amount to a unified environment. Each store has different layouts, equipment and bandwidth, some sharing property networks in the mall, some independent lines, or old shop APs five years ago. Strategies are consistent, deployments cannot be one-size-fits-all. We do chain projects first, we make a number of sorting surveys, and we use similar deployment packages, which vary widely from one side to another. Do not take standard headquarters environments to cover all shops, so the network base of the old suburban and central city flagship stores is too much different and the powerful can only get their own way.
The territorial regulatory differences are checked on a store-by-shop basis.
The chain spans the region, and regulatory requirements may vary in detail from city to city, such as retention time, reporting platform, real name level. A unified strategy should be able to cover itself by territoriality, headquarters will present a base template, and territories will adjust as necessary."Territorial Rule Map"The city of each store is clearly defined and placed in the configuration of its counterpart. There was a branded national strategy, which resulted in a province requesting 90 days to be spent, with 60 days allocated, and found on its territory."Core unity, edges fit."And not absolutely the same.
The journal reports that they can be collected and traced by the store.
The log data is to be marked with a store name, which can be collected by the shop and traced back to the place."Specify the door + time period"We stress that the log key must contain a store ID, and not all shops can be mixed. Otherwise, it's true, not even which electricity, let alone the corresponding records. Multi-storey log governance, with door size being the first line of art.
The side of the store is designed to be capable of carrying a service.
The controls are designed to give different levels of authority: the owner can only see his own business, restart basic services; the district can handle common failures; and the headquarters has all the necessary control. The WiFi real name certification system’s permission model supports this classification. We suggest that a simple self-service interface and a key self-checking tool be prepared on the side of the store, so that the manager can take out 70% of the usual minor problems at the point where they are done, leaving the area and headquarters.
New store needs a standard online package.
The chain has been opening new shops, and if each new store is redesigned, the efficiency and quality are uncontrollable. We suggest that headquarters should sink a standard up-link package: network check lists, equipment configuration templates, authentication strategies, alarm access, training materials, and the new shop will walk in line to meet uniform standards. The online package will be filled with holes at every time it is stepped on."Item"Changed"Process"The final link of uniform control is that 100 shops are regulated as well as one store.
D. Databoards to drive continuous governance
The HQ screens are regularly re-recryed: which stores have low certification completion rates, which shops keep logs, and which stores report frequent alerts. These issues drive HQ to intervene, train, upgrade. We do the double-trips for chain clients, often find that some stores have long-term underlays, and when they are old or poorly bandwidthd, the overall indicators of targeted processing are not up."It's in the bag."Yes."Good idea."And it's good to be data-driven, not online.