TISSL

A Message from Lord Pickles and Lord Blunkett, followed by TISSL's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from TISSL is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.tissl.co.uk

23TISSL |
BEST PRACTICE REPRESENTATIVE 2018
Kevin Coetzee, founder and
owner
TISSL head office
At the turn of the century, information technology (IT)
suppliers had made a lot of money upgrading computer
systems off the back of Y2K fearmongering. This led to
widespread mistrust, especially within the hospitality industry, who
believed they had been forced into costly and unnecessary upgrades.
In 2003, I started TISSL Limited after having worked for 16 years in an IT company
supplying EPoS (electronic point of sale) solutions to pubs, clubs and restaurants.
Irealised that the industry needed to modernise and get its act together, to provide
solutions suitable for the environments in which they are being used and to make
available outstanding customer service.
IT had become an essential part of everyday life and yet the hospitality industry
lagged behind other sectors, finding it hard to embrace the benefits that tech can
yield. Even today, EPoS is seen as a necessary evil. It is perceived to be expensive,
unreliable and slow, and the vendors are seen as providing poor after-sales support.
Yet these same restaurateurs love the latest gadget and accept that, occasionally,
they may have poor signal during calls or that the internet is not reliable when
sitting down in a coffee shop. EPoS solutions are essential to hospitality and cannot
fail in this manner. It is the engine that powers the most successful businesses. It
also needs to withstand the harsh hospitality environment, which involves liquid
spillage, alcohol and the excessive heat of a busy kitchen.
Streamline business
So why is it so essential to have the perfect, most reliable EPoS solution for your
establishment? Because it is the tool that will help improve your efficiency and your
FACTS ABOUT
TISSL
»Founder and owner:
Kevin Coetzee
»Established in 2003
»Based in Milton Keynes
»Services: EPoS solutions for
hospitality and retail
»No. of employees: Around 50
»Serves clients across the globe
TISSL
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | TISSL
customer journey. It ensures orders
are captured correctly, delivered to the
kitchens immediately and presented
to the customer in an aesthetically
pleasing, prepared and concise
manner. Then, when the meal is over,
the customer can pay quickly and
easily before moving on, content with
their restaurant experience.
But it shouldn’t just stop there. By
capturing customer details, you
can check if they enjoyed their
experience at the restaurant. They
can be made VIPs by inviting them
back with promotions and rewarding
theirloyalty.
With the emergence of cloud hosting,
it was only natural that EPoS began
to utilise this powerful tool. Business
intelligence (BI) data, powered by their
EPoS engines, is thrown up into the
cloud, meaning that valuable data
insights on products, locations and
staff can be accessed from anywhere
at any time.
Dining experience and EPoS
The upcoming generation of diners like
to photograph every aspect of their
lives and share these images across
social media – dining is no exception,
as the emergence of Instagram pages
dedicated to restaurant criticism and
de rigueur images of food on social
media platforms such as Twitter and
Facebook would suggest. They need
to be in control of their experience
and welcome the opportunity to know
more about the source ingredients
and other small details such as
recommendations on beverages, etc.
Ideally, they would access all this
information from their smartphones.
Today, smart EPoS solutions can satisfy
most restaurateurs’ and their diners’
needs. However, the perfect solution
will need to be continuallyevolving.
EPoS solutions must help engage
diners before they even get to the
restaurant, and involve them in how
and when they will want to dine.
The perfect EPoS solution will make
every diner a VIP and grow the brand
of a restaurant and the loyalty of its
customer base.
EPoS evolution
I have watched over the years as
the humble mobile phone – which
started its existence as a clunky,
expensive device – transformed into
a sophisticated handheld computer,
powerful enough to allow countless
other primary tasks and still be used as
a mobile phone.
This transformation has been
embraced by the new generation of
users, who demand that they are able
to utilise their smartphone or tablet
within hospitality. TISSL has been
developing our next generation of
software taking into account this shift
in consumer demand. We understand
that our solution must engage with
not only the restaurant clientele but its
employees, making for a harmonious
customer journey.
Changing TISSL
In order for TISSL to stay competitive,
I have had to change my own
beliefs on what a company of this
nature should feel and sound like.
TISSL handheld point
of sale
EPoS solutions
must help
engage diners
before they
even get to the
restaurant
25TISSL |
BEST PRACTICE REPRESENTATIVE 2018
We have restructured the company
from a service-led environment to
sales-led. I have had to reshuffle the
senior positions to strengthen the
management team.
It’s important that we continue to
innovate to prevent the stagnation
previously seen in the industry.
In order to keep up with changes
in technology and consumer-led
IT products, I have had to contend
with the drop in our sales margins.
Employment costs have increased
with new members of staff joining us
and changes to pensions. The cost of
hardware and software development
has also increased, while selling prices
have dropped.
We reach out to our potential
customers online, engaging them at
every turn. We don’t just tell them
that TISSL is the best EPoS solution,
but inform them of the industry, the
pros and cons of choosing a solution
– a fundamental move in being a
thought leader. By the time it comes
to decide who to go with, clients are
informed and empowered to make
the right choice for them. Given the
hospitality industry’s slow uptake on
new technology, we cannot deny the
power of a traditional sales team.
Combining traditional and modern
approaches has been the cornerstone
of our success.
Our software has to be user-friendly,
intuitive, reliable and simple, but
comprehensive and, above all,
competitively priced. Our software
is not hardware dependent and will
operate across various platforms.
Looking towards the future, I know
that TISSL must take our own advice
and also innovate. The development of
new features and modules continues
to grow, and we are now ready to
move forward with groundbreaking
new solutions and services.
2018 is an exciting year for us with
the relaunch of a new, intuitive,
forward-thinking company and culture.
We cannot hold our rightful place
as an industry voice without setting
the example. With our new outlook,
diverse team and catalogue of new
modern products, the margin of our
successes will continue to develop
on a company-wide scale hitherto
unimaginable.
It’s important
that we
continue to
innovate to
prevent the
stagnation
previously
seen in the
industry
TISSL business analytics

www.tissl.co.uk

This article was sponsored by TISSL. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister