Marriott Bonvoy hit by data breach – 5.2M members impacted

Last Updated: August 5, 2020By

Marriott International announced that it is notifying some of its guests today of an incident involving a property system. The notice explains what occurred, the information involved, the measures taken by Marriott to investigate and address the issue, how Marriott is assisting guests, and steps guests can consider taking.

Hotels operated and franchised under Marriott’s brands use an application to help provide services to guests at hotels. At the end of February 2020, the company identified that an unexpected amount of guest information may have been accessed using the login credentials of two employees at a franchise property. The company believes that this activity started in mid-January 2020. Upon discovery, the company confirmed that the login credentials were disabled, immediately began an investigation, implemented heightened monitoring, and arranged resources to inform and assist guests. Marriott also notified relevant authorities and is supporting their investigations.

Although Marriott’s investigation is ongoing, the company currently has no reason to believe that the information involved included Marriott Bonvoy account passwords or PINs, payment card information, passport information, national IDs, or driver’s license numbers.

At this point, the company believes that the following information may have been involved for up to approximately 5.2 million guests, although not all of this information was present for every guest involved:

  • contact details (e.g., name, mailing address, email address, and phone number)
  • loyalty account information (e.g., account number and points balance, but not passwords)
  • additional personal details (e.g., company, gender, and birthday day and month)
  • partnerships and affiliations (e.g., linked airline loyalty programs and numbers)
  • preferences (e.g., stay/room preferences and language preference)

Marriott is sending emails to guests involved. Marriott has also set up a dedicated website (www.mysupport.marriott.com) and call center resources with additional information for guests. The call center resources can be reached by calling the numbers listed on the dedicated website. The email sent to guests and the website also contain a list of steps guests involved can consider taking and information about enrolling in a personal information monitoring service that Marriott is providing.

Marriott carries insurance, including cyber insurance, commensurate with its size and the nature of its operations, and the company is working with its insurers to assess coverage. The company does not currently believe that its total costs related to this incident will be significant.

editor's pick

latest video

news via inbox

Nulla turp dis cursus. Integer liberos  euismod pretium faucibua

To achieve better sales and profits, most companies could be doing more to cultivate business from their existing customers. However, enthusiasm for customer-retaining strategies must not endanger sound customer-getting efforts. How companies balance the two is the big question. To intensify reaching old customers while still seeking new ones, for many firms, will mean changes in market analysis, planning systems, management incentives, and marketing and/or operations organization. In the rush toward growth, consumer marketers have tended to regard success as stemming from obtaining new customers while unwittingly minimizing the importance of satisfying old ones. It is time for more companies to distinguish between their getting and retaining functions, to assess the balance between them, and to remedy any deficiencies in customer retention. This process requires management to value the potential of current customers and to treat them in special ways to get them to keep coming back. Several major elements should be part of the new marketing mix for customer retention: Product extras Keeping customers frequently requires giving them more than the basic product that initially attracted them. Product extras for individual customers over time can play a sales-expansive role. Reinforcing promotions Product promotion works better when aimed at existing customers. If a marketer knows who these customers are, benefits can be obtained by giving them reinforcing communications. Sales force connections The sales force can play a decisive role in the customer-retention function. At a retail or service counter the salesperson is the focal point of the company's strategy and is the firm to the customer. Post-purchase communication A company must anticipate that some customers will encounter either minor or serious problems after purchasing. If the firm is not ready to hear and correct these difficulties, the customer may not repurchase  or may cancel the the relationship. Whether company or customer is at fault, standby post-purchase activities can be instrumental in saving these customers.

you might also like

    lets see

    lets see

    lets see