E-mail attack costs company R100m

By  Myles Illidge for MyBroadband

Email security is becoming an increasingly important aspect of business in South Africa, and in one instance, spoofing resulted in a company losing R100 million to a malicious actor.

In an interview with CliffCentral, e-mail security firm Sendmarc co-founder Sam Hutchinson revealed that a malicious actor’s spoofed email resulted in the funds being paid into the wrong bank account. They have not been recovered.

“The largest loss I have dealt with personally is R100 million. That’s like enough money to never have to work again, and it’s just done with email fraud,” Hutchinson said.

“R100 million paid into the wrong bank account, and the money was lost. Gone.”

He added that the two companies involved in the transaction were now in a legal battle with one another to recover the funds.

Hutchinson said that smaller companies aren’t any less likely to be attacked.

“Now, if we talk about the size of an organisation, I deal with conveyancing companies who are three lawyers, and they are losing home transfers, which can be millions of rands,” he said.

“These are small companies using large amounts of money.”

Hutchinson mentioned that the smallest company he had worked with — a two-person travel agent — had their domain impersonated by an attacker, resulting in a school paying funds for a hockey tour into the wrong account.

“The whole under 16A hockey team didn’t go on tour,” he added.

Malicious actors undertake email spoofing to gain sensitive information or hijack transactions by impersonating organisations using forged email addresses.

Hutchinson explained that one of the best ways to prevent being caught out by email spoofing attacks is to implement Domain-based Message Authentication Reporting and Conformance (DMARC).

“If you look at the Gartner Security Report of two or three years ago, they said that email is one of the top five attack vectors for an organisation,” he said.

“If you look at organisations like the Hague … they say that DMARC is one of the top three things that an organisation must implement of any size.”

DMARC is an email validation system used to protect the domains of organisations from being used for email spoofing, phishing, and other cybercrimes.

Hutchinson explained that DMARC is particularly useful as you can look up an organisation globally, and 50% of JSE-listed companies in South Africa have not implemented DMARC.

“DMARC is the global technical standard that stops attackers sending mail from you,” he said.

However, even though half of JSE-listed companies haven’t implemented DMARC, South Africa is making better progress than the EU and the US.

“If we look at the EU: 70%, if we look at the US: 72%. So, South Africa’s actually doing pretty well,” Hutchinson said.

Hutchinson said that he had noticed that specific sectors, such as mining and manufacturing, traditionally fall behind regarding their security measures, resulting in them being attacked a lot.

“[Regarding] certain sectors, it’s just traditional that their security is not necessarily up to scratch. We see it in some of the industrials and the manufacturing, the security has almost been an afterthought, and they actually get attacked a lot,” he said.

“I see the mining sector getting attacked a lot because they have such huge transaction amounts,” he added.


By Darren Parker for Engineering News

Retail chain Pick n Pay and online store Takealot have signed a commercial services agreement which will enable customers across South Africa to buy Pick n Pay food, groceries and liquor on a new platform on the food delivery services application (app) Mr D.

In a statement issued on 17 May, the companies said the new service would bring together their respective strengths.

Pick n Pay would bring its expertise in running fresh food and grocery retail outlets, as well as its nationwide store network, as well as its Smart Shopper loyalty programme.

Meanwhile, Takealot will bring online retail and technical expertise, as well as its established delivery network.

Under the agreement, when customers open the Mr D app, they will be offered the choice to either buy groceries or order meals from restaurants. By clicking on the option to buy groceries, customers will enter a dedicated Pick n Pay food and grocery digital store in the Mr D app.

Customers will be able to browse and select the items they want to buy and then create their baskets. Once the order is submitted and paid, Pick n Pay will pick and pack the order from the nearest Pick n Pay store, which will then be collected by a member of the Takealot delivery fleet and delivered to the customer.

Pick n Pay’s Smart Shopper loyalty programme will be embedded into the Mr D app so that customers will still be able to earn points when buying Pick n Pay groceries through the app.

“By working with Takealot, customers will … benefit from a bigger, better, faster and more exciting offer … This is a new era for Pick n Pay and for its customers. There is huge potential for omnichannel retail in this country.

“Through this agreement with Takealot, we intend to regain market leadership in online grocery, and to do so in a sustainable and profitable way,” Pick n Pay CEO Pieter Boone said.

He added that the company planned to increase its online revenue eight-fold by the 2026 financial year.

Takealot executive chairperson Kim Reid believed Mr D’s 2.5-million customers would be “delighted” to see a Pick n Pay grocery offer appear on the platform.

“The combination of Pick n Pay’s reach, quality and pricing, together with Takealot’s … technology and scalable delivery network is a recipe for success. Scalability will be a huge advantage. Takealot … currently delivers over five-million packages per month, with the ability and ambition to serve many more customers as demand for this offer grows,” Reid said.

Pick n Pay and Takealot intend to launch the service on a trial basis in Cape Town in August, with plans to roll it out nationwide by the end of the 2023 financial year.


Are we too digitally dependent?

By Nadia Coetzer for Biz Community

Businesses who still think that brand and customer loyalty are what will keep them ahead of the competition are in for a nasty surprise.

In today’s age of digital transformation and accelerated technological change, customers are looking for exceptional experiences and are shifting their loyalties to the brands that offer them.

In this way, the experience a business offers has become its brand differentiator. Because customers are increasingly making online purchases via their tablets, phones and laptops, savvy businesses are focusing on improving their online experience and digital channels.

Digital transformation allows companies to better engage with their digital audience and deliver the seamless experiences they demand. This transformation integrates digital technology into all business areas, bringing about dramatic changes in the way a business operates and delivers value to customers.

Leaders in payroll and HR software, the Covid-19 pandemic proved that businesses need to be more digitally available, as companies had to move to work from home environments practically overnight.

Digital technologies have given customers more autonomy over the way they manage their own businesses, as well as more channels to interact and engage with other businesses. Look at a call centre, for example, they have chatbots, telephone, email and social media as ways of communication.

However, this digital-led world begs whether we are too digitally dependent. The answer? Not yet.

In the South African market, we are not there yet. Although the pandemic proved that we need to be more digitally available, it is still our preference as to whether we want to be digitally dependent or not.

The human touch remains critical to customer experience (CX). Human nature has proven that we rely on empathy. It is so important because people want to feel valued and understood. All studies reveal that empathy in communication and active listening increase customer satisfaction all around.

From a service level, while online services are convenient, helpful human customer service still stands out. The human touch still trumps everything.

Customers use digital and social channels to research and review products, make online purchases and engage with peers on forums. However, when customers are looking for problem-solving assistance with an issue they are experiencing, they will contact a business via telephone and look to speak directly with a person. Customers prioritise human interaction when they most want to feel understood and heard by a business.

To make customer service exceptional, businesses need to create memorable experiences to ‘wow’ their customers and a personal touch is more memorable and shareable than any other method or channel.

Meeting customer expectations is a must. However, going above and beyond to exceed their expectations creates these ‘wow’ moments and sets you apart from the competition.

Creating meaningful connections and relationships with customers is key to customer satisfaction. Communication is also key. Keep language simple, and don’t overcomplicate things by using complex language, as this can confuse and isolate customers.

In addition, by listening to customers’ needs and telling them how you will meet their expectations, you will help them and maintain the important human touch.

At the end of the day, staying ’humanly’ connected with people and adding a human touch is vital to nurturing and sustaining long-lasting relationships with customers. In the digital age, they want the best CX, but this means a real experience they can remember. They need to feel important, and that they’ve made a good choice in choosing your company.

CX is the number one priority, and you cannot have this without a human touch. Even in the digital age, human touch is more important than ever before. Technology enables businesses to reach out from everywhere and allows them to lower costs, and increase efficiencies. However, human touch is what provides a world-class experience.

What is key is finding the balance between people and digital, connecting with customers and offering them something more. This is what turns a business transaction into a long term relationship.


By Penelope Mashego by Fin24

Pharmacy retailer Dis-Chem has launched an investigation into a data hack at one of its third-party service providers that resulted in an “unauthorised person” accessing the personal details of customers.

In a notice on Wednesday, Dis-Chem said its investigation so far showed that the hacker gained access to first names, surnames, email addresses and cellphone numbers belonging to more than 3.6-million people.

The retailer said it was informed about the breach – which took place in April – at the beginning of this month. It has since taken steps to establishing the scope of the breach and restore the “integrity” of its operating system

“Please note there is currently no indication that any personal information has been published or misused as a result of the incident. However, we cannot guarantee that this position will remain the same in future,” Dis-Chem cautioned.

The retailer added that it was continuing to monitor for any publication of the personal information accessed in the breach.

“While investigations into the incident are still ongoing, the operator has confirmed it has deployed additional safeguards in order to ensure protection and security of information on the database,” Dis-Chem said.

Dis-Chem also asked those possibly affected by the breach to be vigilant by:

  • Not clicking on suspicious links;
  • Not sharing passwords or PINs;
  • Changing passwords often;
  • Having regular anti-virus and malware scans on their devices; and
  • Providing personal information only when there is a legitimate reason.

SA could be loadshed for 81% of the year

Source: MyBroadband

Eskom has revealed that, in the worst-case scenario, South Africa will be load-shed for 295 days — or 81% of the year — between April 2022 and 2023.

What’s worse is that, in the scenario, Eskom would have to burn more than R35.9 billion worth of diesel to run its open-cycle gas turbines (OCGTs) while maintaining up to Stage 4 load-shedding.

The power utility doesn’t believe it is viable to run its OCGTs at this level.

“History has shown that it is not possible to use more than about R1.2bn of diesel in a month due to the physical limitations of moving the diesel to the OCGT stations,” Eskom noted in its State of the System presentation.

However, its worst-case scenario would see nearly R3 billion worth of diesel being burnt each month.

Eskom provided three scenarios for expected load-shedding between April 2022 and 2023 — Base Case, Base Case + 1,500MW, and Base Case + 3,000MW (or worst-case scenario).

It should be noted that Eskom has adjusted its scenarios since October 2021, upping the intervals from 1,000MW to 1,500MW.

The Base Case — or most optimistic — scenario accounts for a maximum difference between peak demand and available generation capacity of 12,000MW over the winter months. This will increase to 13,000MW in summer.

Its forecast for these scenarios paints a grim picture.

The other two scenarios were stress-tested to determine the impact should the 12,000MW and 13,000MW thresholds be exceeded.

South Africa would see a maximum of 16 days of load-shedding in the Base Case outlook, with diesel costs to run OCGTs reaching R6.2 billion over the year.

However, the country is already beyond the Base Case scenario, which showed that Stage 1 would be the highest level of power cuts Eskom would implement.

The same can be said for Eskom’s Base Case + 1,500MW — or neutral outlook, which shows that South Africa could experience power cuts up to Stage 3 at the worst. The country already experienced Stage 4 load-shedding in mid-April.

Eskom also won’t be able to run its OCGTs at the levels required for the neutral scenario. The power utility would have to use R19 billion worth of diesel through the year — or almost R1.6 billion each month.

In other words, Eskom would have to load-shed at a higher stage to make up the difference between what it can spend on OCGT diesel, and what the theoretical scenario demands.

Eskom relies heavily on its OCGTs to compensate for load losses and reduce the difference between demand and capacity.

As of 31 March 2021, the use of these plants had cost the power utility R6.4 billion. It will exceed its year-end projection of R8.5 billion OCGT expenditure at the current rate.

According to data provided by EskomSePush, South Africa is on track for the middle-ground scenario despite Eskom low-balling the maximum stage, as the country experienced eight days of load-shedding in April.

The country barely had load-shedding during April since 2020, which indicates that the system could be worse off than it was around the same time last year.

This is reflected in Eskom’s latest weekly system status report, which revealed that the energy availability factor of its fleet for the year was 58.64%, compared to 61.79% in 2021


By Glenn Chapman for IOL

Elon Musk on said Tuesday that as owner of Twitter he would lift the ban on Donald Trump, contending that kicking the former US president off the platform “alienated a large part of the country”.

Musk’s endorsement of a Trump return to the global messaging platform triggered fears among activists that Musk would “open the floodgates of hate”.

“I would reverse the permanent ban,” the billionaire said at a Financial Times conference, noting that he doesn’t own Twitter yet, so “this is not like a thing that will definitely happen.”

Trump has stated publicly that he would not come back to Twitter if permitted, opting instead to stick with his own social network, which has failed to gain traction.

The Tesla chief’s $44-billion (around R707 billion) deal to buy Twitter must still get the backing of shareholders and regulators, but he has voiced enthusiasm for less content moderation and “time-outs” instead of bans.

Trump was booted from Twitter and other online platforms after supporters fired up by his tweets and speech alleging election fraud attacked the US Capitol on January 6, 2021 in a deadly bid to stop Joe Biden from being certified as the victor in the US presidential election.

“I think that was a mistake because it alienated a large part of the country, and did not ultimately result in Donald Trump not having a voice,” Musk said.

Musk maintained that permanent bans undermine trust in Twitter as an online town square where everyone can be heard.

“Elon Musk would open the floodgates of hate and disinformation on Twitter,” said Media Matters for America president Angelo Carusone.

“Whether Elon Musk is a fully red-pilled right-wing radical or just someone very interested in enabling right-wing extremists, the result is the same.”

The American Civil Liberties Union (ACLU), however, backed Musk’s perspective.

“Elon Musk’s decision to re-platform President Trump is the right call,” said organisation director Anthony Romero.

“Like it or not, president Trump is one of the most important political figures in this country, and the public has a strong interest in hearing his speech.”

Romero pointed out that some of Trump’s controversy causing tweets have wound up being evidence in lawsuits against the former president by the ACLU and others.

Musk reasoned that permanent bans at Twitter should be rare, and reserved for accounts that are spam, scams or run by software “bots.”

“That doesn’t mean that somebody gets to say whatever they want to say,” Musk said.

“If they say something that is illegal or otherwise just destructive to the world, then there should be a perhaps a timeout, a temporary suspension, or that particular tweet should be made invisible or have very limited attraction.”

Ad boycott?

Activist groups have called on Twitter advertisers to boycott the service if it opens the gates to abusive and misinformative posts with Musk as its owner.

“Under Musk’s management, Twitter risks becoming a cesspool of misinformation, with your brand attached,” said an open letter signed by more than two dozen groups including Media Matters, Access Now and Ultraviolet.

Twitter makes most of its revenue from ads, and that could be jeopardized by advertisers’ reaction to content posted on the platform, the San Francisco-based tech firm said in a filing with US regulators.

“We believe that our long-term success depends on our ability to improve the health of the public conversation on Twitter,” the company said in a regulatory filing.

Efforts toward that goal include fighting abuse, harassment, and spam, Twitter told regulators.

“Elon Musk owes the world a better explanation of how the platform will deal with the likes of Trump than an edict that his ouster was wrong because it proved unpopular in some places,” said Suzanne Nossel, chief of human rights nonprofit PEN America.

The Knight Foundation said that a survey it commissioned found that only 41 percent of adults in the United States believe Trump was deprived of free expression rights by social media platforms that banned him.

“People died because of Donald Trump’s Twitter account,” said Muslim Advocates senior policy counsel Sumayyah Waheed.

“I’m terrified of what else would be allowed under Musk’s watch.”


Source: BBC

Apple has announced it is discontinuing its music player, the iPod Touch, bringing to an end a device widely praised for revolutionising how people listen to music.

When the first iPod was launched in 2001, it could store 1 000 tracks. Today there are more than 90 million songs on Apple’s streaming service.

The iPod Touch was designed by the same team that later invented the iPhone, which quickly overshadowed the iPod.

Apple last updated the iPod in 2019.

There have been various iPod models over the years – including the Nano and Shuffle – but the iPod Touch, which was released in 2007 is the last model to be discontinued.

Apple says it will remain available to buy “while stocks last”.

The gadget had “redefined how music is discovered, listened to, and shared”, Greg Joswiak, the senior vice-president of worldwide marketing at Apple said.

iPod fans have taken to social media to share their thoughts on the news and their memories connected with the music devices.

The first model of the iPod was revealed by Apple boss Steve Jobs in typical Apple style in 2001 – with much fanfare, anticipation and in his trademark jeans and black turtleneck.

There had been rumours the company was going to announce a new music player after the invitation for the launch event read: “Hint: It’s not a Mac.”

“Music’s a part of everyone’s life. Music’s been around forever. It will always be around,” Jobs said during his hour long presentation.

The big headline for the night was simple: “1 000 songs in your pocket.”

Over the years, many celebrities have thrown their star power behind the iPod, including John Mayer, U2 and Oprah Winfrey. BMW introduced the first car entertainment system with a built-in iPod system, and within a few years, most car manufacturers had followed suit.

But tech analysist say it was inevitable the iPhone would one day replace the iPod.

“When Apple created the iPhone it knew that it would ultimately mean the beginning of the end of the iPod,” Ben Wood, chief analyst at technology advisory firm CCS Insight, told the BBC.

Carolina Milanesi from Creative Strategies said the decline of iPod sales was connected to the rise of iPhone sales – like the move from digital sales to streaming.

“The demise of the iPod is probably the best example of Apple not being concerned about cannibalising its own products,” she said.

The iPod wasn’t the first MP3 player on the market, just like the iPhone wasn’t the first smartphone – but that unique Apple design proved to be the push digital music needed to start to tempt people away from CD and cassette players – and file-sharing.

In 2001 the music industry was fighting for survival against illegal file-sharing as tunes were ripped and shared on platforms faster than record labels could issue legal threats.

The launch of iTunes, and the iPod shortly afterwards, provided it with a lifeline in the form of revenue for legitimately purchased downloads.

It also revived the fortunes of Apple, which was languishing in a market dominated by Windows PCs.

It was introduced on stage by the late Steve Jobs at an event on 23 October 2001.

“With iPod, listening to music will never be the same again,” he said. And in many ways, he was right.

Image credit: Apple

Shoprite tackles waste with AI

Source: Shoprite

South Africa wastes up to 10.3 million tons of food each year – and this is a problem the Shoprite Group is tackling from multiple angles.

Food waste is not just a front to the hungry in a country where 2.5 million people experience hunger weekly. It also has significant environmental and economic implications. Food is wasted across the supply chain, from farm to fork. It is a complex issue, which is why Africa’s largest food retailer has adopted systematic and comprehensive plans to address it.

Stopping waste before it occurs

The best way to reduce food waste is to avoid it to begin with, according to Sanjeev Raghubir, the Shoprite Group’s Sustainability Manager.

“Our biggest efforts go into preventing food waste and losses before they occur,” he explains.

The Group does this by reviewing its ordering, replenishment and ranging processes, using data analytics to identify food waste hotspots. For example, by optimising the product range in its delis, the Group reduced food waste by 11% in that department.

Using Artificial Intelligence (AI) to fight food waste

“Shoprite has adopted various technologies to fight food waste,” continues Raghubir. The Group uses artificial intelligence and machine learning to predict sales at its stores. Replenishment orders are placed automatically, to ensure that stock is always available for customers while simultaneously reducing food waste.

Various parameters are considered by the AI model. “For example, a store close to the finish line of an annual sporting event will automatically be replenished with additional convenience meals for that single day of the year,” Raghubir says.

Salvaging and rescuing food is a popular process seeing increasing use abroad, and it’s another important piece in preventing food from being wasted. For example, blemished bananas can be used in a banana-bread recipe.

Donating food

Although the Group’s procedures and practices go a long way towards reducing surplus food, it does not eliminate it altogether. Surplus food, still fit for human consumption, remains and every day the Group donates more than 120 000 meals to over 450 charities to fight hunger and address food security.

In the past year, the Group donated surplus food valued at R138 million. It also facilitates the donation of surplus fruit and vegetables directly from farms to charities.

Creating circular economies with waste products

Not all surplus food is fit for human consumption, but the Group has a plan for this, too. Every week, Shoprite sends around 44 tons of food waste, mainly dried goods like pasta, cereals, and flour, to be converted to animal feed.

Regenerative and organic farmer Farmer Angus sources over 4 tons of fruit and vegetables (not fit for human consumption) from the Basson Distribution Centre in Cape Town each week. He feeds this to his pigs and supplies an artisanal charcuterie range back to Checkers, thereby creating another circular flow of resources and avoiding waste.

Even the 904 479 litres of used cooking oil recovered from Shoprite and Checkers delis last year, is not wasted. This oil is used for industrial applications, including the conversion to biodiesel.

Organic waste from stores and distribution centres is increasingly managed through on-site composters and off-site biodigesters. In its last financial year, the Group sent 236 tons of food waste to composting.

These measures are having a marked impact on food waste and the environment. The Group diverted 3,305 tons of food waste from landfills in the past year and saved 8,391 tCO2e.

The Shoprite Group is closely aligned with the United Nations’ Sustainable Development Goals, including the target to halve food waste at retail and consumer levels and reduce food losses along the food chain by 2030 – a goal it is now on track to achieve.


Zoom launches South African offices

By Myles Illidge for MyBroadband

Zoom Video Communications is increasing its presence in South Africa by launching offices in the country and focussing on distribution channels in the Sub-Saharan region.

The video conferencing company has also signed a deal with First Distribution, which will help expand its footprint in the region. It plans to adopt additional distributors in the future.

Zoom had previously worked with TechSonic as its channel distributor in South Africa.

Zoom’s sales manager for the region, Parmesh Naidoo, explained that its customers will still be able to purchase its products directly online and through its new distributor.

He confirmed that while pricing may differ through distributors, there would be no pricing adjustment for Zoom’s current client base.

The company will also launch its “bring your own carrier” (BYOC) Zoom Phone product in Africa.

Zoom Phone is a voice over internet protocol (VoIP) system integrated within the Zoom app to let users switch between voice and video calls as they need.

The native version of Zoom Phone is cloud-based and is available in South Africa.

Since it is not available in other African nations, Zoom will launch the BYOC version of the product on the continent in the coming months. This will allow customers to select a telecom provider that best suits their needs.

Zoom is also introducing its global partner programme, Zoom Up, in South Africa. This will allow companies to enrol as sales or performance partners to offer Zoom’s products to their customers.

Additionally, the video conferencing company’s expansion in Africa will add support for its developer platform.

Zoom’s Developer Platform provides several avenues of integration, including Zoom Marketplace, apps, APIs, and its voice and video SDKs.

Zoom Marketplace offers over 1,500 apps, such as client relationship management integrations, which users can add to the conferencing platform.

For livening up meetings, Zoom’s apps offer several integrations such as Kahoot, Warmly, and weather updates.

The company’s solutions engineer for the region, Ryno Venter, said many of the apps are designed to combat meeting fatigue.

Zoom observed a significant jump in sales as more people transitioned to hybrid or work-from-home environments when the Covid-19 pandemic hit, with sales increasing by 170% in the first fiscal quarter of 2020.

The video conferencing company generated $328 million (R5.2 billion) over the period, exceeding analyst expectations.

This surge has subsided as demand for video conferencing normalised as countries started relaxing lockdown restrictions.


By Luis Monzon for IT News Africa

Zapper, a South African independent mobile payments, insights, loyalty, and rewards platform, has announced that merchants using the platform will now be able to accept tap-on-phone payments.

The new functionality gives them access to virtually all digital payments without the need for any additional point of sale hardware and irrespective of whether consumers have the Zapper app.

“After a successful pilot phase, we have rolled out new functionality available to all Zapper merchants which enables them to accept physical card payments as well as mobile wallet payments, such as Samsung Pay, Apple Pay, Garmin Pay, and others. The consumer simply taps the physical card or mobile device on the merchant’s compatible Android smartphone,” explains Brett White, CEO of Zapper.

This new upgrade also supports pin-on-glass functionality, which means consumers who have exceeded their verification limit can safely enter their pin on the merchant’s Android smartphone and proceed with their transaction in the same manner as they would on a normal pin entry device when checking out.

A phone as POS

“Previously our merchant app was primarily a tool for our merchants to get their payment confirmation feeds through a push notification, in real-time, eliminating the need to wait for an SMS, email, or logging into the merchant portal online. It also allowed merchants to generate a QR code or payment link quickly and easily. Now, the app also turns the merchant’s phone into a point-of-sale device without the need for any additional peripheral hardware,” White explains.

All consumers in South Africa will be able to make use of the new payment option whether they have the Zapper consumer app on their phone or not.

“Our Zapper Merchant app will still enable shoppers to easily scan and pay the app-generated Zapper QR code or alternatively tap and pay using their physical bank card or mobile wallets. The primary aim of our latest offering is to ensure our merchants can accept as many payment methods as possible,” White says.

How to use Zapper tap-on-phone

All an existing merchant needs to begin accepting tap-on-phone payments is to have the Zapper merchant app installed on an Android device that is NFC enabled and running version 9.0 or later.

The security of the tap-on-phone offering meets the stringent requirements of physical point of sale devices, and consumers will benefit by not needing to hand over their cards to the merchant, making it a truly safe and contactless payment experience.

With this recent addition, Zapper merchants are now able to accept a comprehensive suite of payment options. This includes vouchers, mobile wallets, and third-party options integrated onto the Zapper network including Ozow; Buy Now Pay Later options such as MoreTyme; some cryptocurrency in the form of 6dot50; and now the card-present payments via the tap-on-phone offering – all through a single account.

“The tap-on-phone offering is a significant addition to our payment network and, along with our continuously evolving loyalty and rewards offering, Zapper merchants now have a comprehensive payment acceptance capability and enterprise-level retail insights and payment solution that can be managed entirely via their smartphone,” White wraps up.


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