Get Our Email Newsletter

LP/AP Executives Come to the Table at the Security100 Retail Summit

LP/AP Executives Come to the Table Next Month Exploring Solutions at the Security100 Retail Summit

Strategic relationships, in-depth problem solving, one-on-one meetings, no distractions, small group presentations, strategic content. These are the drivers behind Security100 Retail Summit, a hosted buyer event for loss prevention and asset protection senior executives August 31 – September 2 at the Scottsdale (AZ) Marriott at McDowell Mountains.

The agenda will focus on strategic relationship building with a goal of offering solutions to retail LP challenges. LP Magazine, our exclusive media sponsor, will present a panel discussion on “The Evolution of the LP Professional.” A panel of executives will discuss the changes necessary for individuals and retail organizations to navigate the rapidly changing retail landscape. Attendees will have the opportunity to interact and exchange ideas with the panelists.

Curt Crum, president of the Coalition of Law Enforcement and Retail (CLEAR), will moderate a panel focused on the issues, trends, and challenges for retailers faced with organized retail crime (ORC) in their stores.

Other presentations include a look at the future of loss prevention technology presented by Axis Communications’ Hedgie Bartol. Other solutions providers such as Samsung, Milestone Systems, Safron Morphotrak, and Veracity will provide sneak peeks at solutions for the retail security environment with the opportunity for retail attendees to have one-on-one private meetings with the companies.

There will be ample opportunity for peer-to-peer information sharing with roundtable discussions and at informal networking dinners and evening venues.

If you are a retail loss prevention or asset protection executive looking for solutions to your LP challenges, you may qualify to attend this event. To consider being a hosted attendee, please contact Lisa Carroll at lcarroll@focusmediaevents.com. For solution providers who are interested in sponsorship opportunities, please contact Nancy Largay at nlargay@focusmediaevents.com. For more information on the Security100 Retail Summit, visit security100summits.com/retail.

Information in Action: The NRF 2015 ORC Study

NRF Logo

Did you know that eight in 10 retailers were victims of ORC activity in 2013?  The National Retail Federation’s annual Organized Retail Crime Survey is a tool that will help to bring additional awareness to the impact that these types of crimes have on the retail industry, the economy, and ultimately the retail consumer.

Organized Retail Crime (ORC) deals with professional shoplifters, crime networks, cargo theft, Internet crimes, and other organized criminal activities that occur in the retail setting. These highly organized, often mobile and sometimes complex groups and their hierarchies provide a tremendous threat to the retail industry. The primary objective of these professional crime rings is to target retailers across a geographical area or cyber network, stealing from these organizations for the purpose of turning products into financial gain, rather than for personal use.

The NRF 2015 ORC Study explores numerous aspects of these issues across 20 questions, including ORC activity levels, company resources allocated, fencing, merchandise credits and gift cards, and cargo theft, among other areas. Increased participation in the survey ultimately enhances our research efforts and strengthens our message and our results. All companies who participate in the survey byAugust 3rdwill receive an early copy of the full report.

To participate in the 2015 ORC Survey, please visit https://www.surveymonkey.com/s/ORC2015.

If you have further questions regarding the survey or to learn more about retail loss prevention and what the NRF does, contact Bob Moraca,moracar@nrf.com

What’s in a Name? It May Cost to Find Out

0

If you use Michael Jordan’s name in an advertisement without his permission, you will likely pay dearly for it. Safeway found this out the hard way on Friday, when a federal court in Chicago ordered they pay Jordan $8.9 million for an ad that was run for the now-defunct Dominick’s supermarket chain that used Jordan’s name to promote sales without his permission.

The unauthorized ad was part of a 2009 Sports Illustrated commemorative issue congratulating Jordan on his induction into the Naismith Memorial Basketball Hall of Fame and included a $2-off coupon above a photo of a sizzling steak.  The ad also contained the text, “Michael Jordan … You are a cut above.”

The ad turned out to be a complete failure for the grocer. Because it was part of a commemorative issue, readers were apparently hesitant to tear out the $2 steak coupons and compromise the condition of the magazine. As a result, only two coupons were redeemed. But the problems didn’t end there.

A judge ruled prior to the trial that the now-defunct Dominick’s Finer Foods, which was owned by Safeway, was liable.  This left appropriate damages that would be awarded as the sole unresolved issue. Ultimately, Jordan’s lawyers and Jordan himself testified that his endorsement history suggests he would not have taken the deal. But if he had there was considerable disparity regarding fair compensation for the advertisement.

Lawyers for Safeway held that Jordan should be paid $126,900 for the use of his name in the ad. However, Jordan’s legal representatives had a much different figure in mind. Jordan’s legal team brought in sports economist Andrew Zimbalist, who testified that Jordan’s fair market value for the ad was $10 million.

Jurors deliberated for six hours before returning with an $8.9 million figure, at one point sending a note to the judge that said, “We need a calculator.”

Jordan’s attorneys claimed that he’s made $480 million in endorsements since 2000. They emphasized that it’s very important to him to protect his brand. Clearly, the name “Michael Jordan” is still a massive draw no matter what product it’s attached to, which has allowed Jordan to be selective about which products he endorses. He’s a six-time NBA champion, five-time NBA MVP, 14-time All-Star, 10-time member of the All-NBA First Team, and two-time Olympic gold medalist. This has allowed him to command $10 million per deal.

Jordan has underscored that his decision to pursue the suit was not based on financial gain. “I’m pleased with today’s verdict,” he announced in a statement. “…The case was not about the money as I plan to donate the proceeds to charity.”

This case clearly emphasizes the mass appeal that can be offered when a top athlete lends their name—and brand, to promote a product or business. Mega-deals have similarly been earned by other athletes such as LeBron James, Tiger Woods, Peyton Manning, and many others over the years. Clearly, retailers and other businesses see the value in these relationships as such deals continue to be negotiated.

This week we decided to have a little fun with our poll question. What if the loss prevention industry had the opportunity to elect a sports legend to represent the profession? Which athlete would be our choice? What would be the reasoning behind our decisions? We may not have $8.9 million to spend to sign someone, but that doesn’t mean that we can’t speculate…

 

This week’s LP Magazine Instant poll question asks: Which sports legend would you choose if the loss prevention industry had the opportunity to select a spokesperson to represent the profession?

  1. John Stockton NBA Steals Leader
  2. Ricky Henderson, MLB Steals Leader
  3. Paul Krause, NFL Interceptions Leader
  4. David “Tiger” Williams, NHL Penalty Minutes Leader
  5. Someone Else

 

To participate in this week’s poll, click here.

 

Also, we’re well aware that there are many other directions that we could take our pool of choices, but we only have so many options to provide to you. If you chose the “Someone Else” option, who did you have in mind? We’d love to hear your choices and your reasons. Athletes have earned their place and their reputations, so let’s have fun but keep it respectful. If you’d like to share those thoughts and opinions, please click here.

 

 

 

 

Building a Program by Understanding Business Trends

Building a successful career in loss prevention has always been predicated on the commitment to professional growth and development. Working in a business as dynamic as retail, it is essential that we remain flexible in our methods and progressive in our approach to a global retail market. As the business moves forward change comes quickly, and our skills and abilities must evolve to meet the needs and expectations of a new professional standard.

But true growth must be built on a solid foundation. Especially when we consider the pace of change, we find that success is largely based on the refinement of the fundamental principles that anchor our skills and our decision making. By expanding on our foundation of knowledge, we give ourselves a stronger and more stable base to build upon. We reinforce our futures by broadening our opportunities.

Understanding Business Trends
The success of any retail organization is grounded in strong performance and ensuring that the business is operating at the highest level possible. If profits don’t remain in line with expectations, business strategies and organizational structures will be reviewed and revised as necessary in order to keep the company profitable and competitive. The most successful retail organizations are those that understand this concept and are able to adjust to changing situations quickly in response to changing trends, market conditions and the activities of their competitors.

Retailing grows more complex every day. Most retailers sell their products through multiple channels, work relentlessly to optimize product merchandising, juggle pricing and product discounts and labor relentlessly to meet ever-increasing consumer demands. Understanding business trends and performance, making sound decisions and tracking company progress takes experience, intuition and strong management practices. Participating in the dynamic business environment requires focus and attention on several key industry questions, such as:

• What trends are shaping the retail business environment?
• How will those trends affect the business enterprise of the future? How will they impact our organization? How will they impact our competitors?
• How do we determine what products will best meet the needs of our core customer?
• How do we identify and interpret sales patterns to meet the changing needs of the business?
• How do we best evaluate growth opportunities by product, category and/or class?
• How do we best design inventory flow to meet customer demand and the capital needs of the business?
• How do we most effectively design merchandise presentation to optimize exposure, attract customers and sell products?
• How will mergers, acquisitions, remodels, etc. impact a company’s growth? What are the potential benefits, challenges and drawbacks?
• Does the company face any reorganization or downsizing issues? How might any potential issues affect the business?
• How do economic growth and recession, employment trends, price stability and other economic factors impact the health of the organization?
• How are social trends impacting the business?
• How might changing trends in training and development affect the business?
• How might potential leadership changes at different levels throughout the organization impact the business? How might we prepare for potential changes?
• How can technological effectiveness help the company reach its goals?
• How has information technology transformed the business? What types of systems will be incorporated into our management information systems?
• How can we use technology management and planning to help optimize our information technology systems? How will this influence our decision making?

These questions and countless others will influence the way that business is conducted and the way that companies are managed. As a business partner, it is crucial that Loss Prevention professionals at all levels of management strive to maintain a strong understanding of business trends and changes in order to serve the best interests of the company. Building an effective program has to be founded around the core concepts of the organization, maintaining a strategy that emulates the focal approach of the company’s business plan.

Company Initiatives That Impact Shrink
Examining the retail model from a global perspective, one could argue that practically every company initiative has the potential to impact shrink. This type of thought process is fundamental to the Loss Prevention mentality, and incorporated into most everything that we do. However, when it comes to building an effective program, we have to focus our attention on those areas where we can have the greatest impact; and those initiatives where we can demonstrate the most influence on the profitability of the company.

There are core company initiatives that are universally recognized by every Loss Prevention department as critical to the success of their program. There are also key initiatives that carry greater weight and consideration based on the specific type of retailer, the products that are sold and the way that the business is managed. However, as we develop as leaders within our departments and as business partners within the organization, one of our greatest values can be realized through our ability to react and respond to incidents as they occur; serving the company and our business partners both swiftly and proactively based on the needs of the company as a whole.

Evaluating the history of key company initiatives can provide us with insight and direction on how to manage similar initiatives as we move forward. However, that insight and direction is only constructive when it is properly utilized. We have to learn from past successes and mistakes, but we also have to apply what we’ve learned in a constructive and effective manner. This requires introspection as well as retrospection, sharing responsibility and accountability through self-improvement as part of our global evaluation.

Let’s look at a simple example:
Let’s say that a store receives a shipment of leather jackets that are among the hottest selling products on the market. Our store or department manager wants to display the jackets at the front of the store without securing the jackets; giving our customers full and immediate access to the merchandise and allowing for the greatest “exposure” of the product. Despite our concerns, the jackets are displayed unsecured. As often happens in such situations, the store experiences a grab and run, and a large number of the jackets are stolen.

We can predict that this is going to happen. We grow angry and disappointed when it does happen, and immediately cast a shadow of blame on the department or store manager for leaving the jackets exposed. We take the necessary steps to secure the remaining jackets (assuming any are left), complete the necessary reports, and mourn the loss. But where should the blame really fall? How do we learn from this type of incident? Sometimes the answer can surprise you. Sometimes the answer can fall in an explanation as simple as a vocabulary lesson.
“Exposure” is a vital word from a marketing/display perspective. The presentation and promotion of merchandise drives sales. This is a good thing:

See it Touch it Buy it
“Exposure” is also a vital word from a Loss Prevention perspective, but typically in a much different way. In the Loss Prevention vocabulary, exposure is associated with risk, which of course is a bad thing:

See it Touch it Steal it
The issue? Both answers are correct. The store or department manager saw the benefits of the exposure, but didn’t fully value the potential risks. Chances are we didn’t do a good enough job driving our point and making our argument. If this is the case, we failed.

But that’s not the end of the story. By the same respect, the Loss Prevention department saw the risks of exposure, but didn’t fully value the potential benefits that management saw in leaving the jackets unsecured. Management made their decision based on their perception of the potential benefits, and simply wanted to sell the product. This perspective is often downplayed by the Loss Prevention professional who focuses on the risks and simply wants to protect the product. If this is the case, we failed.

The answer? Finding the correct balance and perspective through effective communication between the stores and the Loss Prevention department—we have to share a definition. We have to share perspective and understanding, not simply present our side and expect it to be followed. Management simply wants to sell their merchandise. Loss Prevention wants to ensure that the merchandise remains available to be sold rather than stolen. It therefore becomes our responsibility to learn and respect the selling perspective in order to find the best solutions. Effective program development requires effective leadership, and strong leaders understand the value of good listening skills rather than simply good speeches.

The business of retail is sales and selling goods and services, and as business partners, we must always embrace and support this focus. We serve the stores and the company. Our ability to follow through on plans and tasks is driven by our understanding of the initiatives that are being implemented. The stores might not always make the decision that we like, but it is still our responsibility to see that informed decisions are made. This can only happen when we learn to think and behave like business partners so that we can present an argument that is well-conceived, reasonable and clearly understood.

The extent to which many company initiatives will impact shrink is largely a product of our attitude and approach. Whether a specific initiative involves a few leather jackets placed near a door or the decision to implement a company-wide promotion or project, a remodeling plan, a staffing directive or any other important and impactful initiative, our actions moving forward are best served by learning from the lessons of the past.

By capitalizing on opportunities to enhance our knowledge and education, we are making an investment in our own future. To learn more about developing your leadership skills and the certification process, visit the Loss Prevention Foundation
LPF Logo White

What Holds Us Back?

Career development is a prime topic in the eyes of many loss prevention practitioners. When we talk about the evolution of loss prevention as a career path, we look at the many different steps that we might take as individuals to help move our careers forward. We speculate about what it takes to get ahead, and what we have to do to become a more complete professional.

Many of us may put together a plan, whether formal or informal, that not only sets our objectives in motion but helps us stay on a path that keeps us moving forward. Sincere effort is often dedicated to staying on course—doing what it takes to find our way and follow our professional aspirations. But as life unfolds, plans change. Priorities are revised to fit different needs and personal agendas. And when we look at the infinite influences that impact the way that we live, work, and build a future, it becomes quite clear why many of us look back and wonder how we ended up where we are today. This isn’t an aspect of our career development that’s good or bad, it’s simply a footnote that provides us with personal perspective.

Professional growth is something that most of us strive for. It’s one of the many things that we use to measure our quality of life, our contribution as individuals, and our personal legacy as it pertains to every aspect of who we are and what we do. As we continue to move ahead we often seek guidance and direction; trying to identify the mentors, lessons, habits, and experiences that help us move forward. But just as important as reflecting on the things that can help us move forward is taking a closer look at some of the things that hold us back.

Every career is built on the decisions that lead us in a particular direction. Those of us in loss prevention are very familiar with this concept, as very few of us considered loss prevention as our top career path when we first entered the work force. But as career professionals and having made the decision to follow this journey, what are some of the things that hold us back? Talent is never the lone driver in our quest to reach the pinnacle of our professional aspirations. Understanding our personal and professional hurdles can give us a better perspective, make us better at what we do, and help us make more informed decisions as we move forward.

This week’s LP Magazine Instant Poll Question asks, In general terms, what do you feel is the number one factor that holds back most loss prevention professionals from reaching their career goals?

Your voice and your opinions are important to us. To participate in this week’s instant poll, click here.

Matt Brenner, MA, CFI Named Digital Loss Prevention Leader, Gap Global

Matt Brenner

Matt Brenner, MA, CFI has been promoted to Digital Loss Prevention Leader, Gap Global at Gap Inc. Matt has been with Gap Inc. since 2006 when he started his loss prevention career as a Loss Prevention Agent. He has held positions as Organized Retail Crime Manager, District Loss Prevention Manager, and Regional Loss Prevention Manager prior to his most recent promotion. Matt holds a Bachelor of Arts in Criminal Justice from Saint Louis University, and a Master of Arts in Criminal Justice from Arizona State University.

Congratulations Matt!

 

 

 

Brian Quast, CFI Named National Manager Asset Profit and Protection Learning & Development for Sears Holdings Corporation

Brian Quast

Brian Quast, CFI has been named National Manager of Asset Profit and Protection Learning & Development for Sears Holdings Corporation. In his new role Brian will be responsible for providing training to store operations and loss prevention associates at all levels for the retailer. Brian was most recently Regional Loss Prevention Manager for L Brands, where he has served since 2000. He has also served as Division Manager of Internal Investigations for Saks Inc. and Regional Investigations Manager for Carson Pirie Scott, other the course of his 20 years in loss prevention. Brian holds an Associates of Applied Sciences degree from Harper College.

Congratulations Brian!

Milestone VMS Now Available on NDVision Analog-to-IP Conversion Units, Says USS

NDVision the analog-to-IP solution from USS that’s generating enormous interest in the world of retail LP, now fully supports Milestone video management system (VMS).

“This gives companies an added freedom of choice when looking for a solution to migrate their analog camera systems to digital,” said Gerald Becker, USS’ vice president for physical security. “Thanks to NDVision’s open architecture, companies can extend the lives of their analog infrastructure while at the same time choosing among the best VMS platforms available. We are very happy that Milestone is now one of the VMS’s supported.”

According to Becker, NDVision is the only one-box solution for analog-to-digital migration in the market today. It does the job of encoders, switches and video recorder all in one unit. In addition to Milestone, NDVision also supports Genetec and other VMS platforms.

More information can be obtained at NDVision’s minisite.

The Restaurant Loss Prevention and Security Association (RLPSA) Announces Media Partnership Agreement with LP Magazine

The Restaurant Loss Prevention and Security Association (RLPSA) is pleased to announce a Media Partnership Agreement with LP Magazine, the premiere news and information source for the retail loss prevention industry and the voice of loss prevention.

As an official media partner, LP Magazine will provide RLPSA with promotional opportunities that will incorporate both the print publication and LP Magazine Online media resources to include the digital newsletter, email blasts, and the LP Magazine app. This will further involve support of the RLPSA Conference and other RLPSA events such as our recent conference in Houston, print and video recaps at select events, promotional videos, and participation of the LP Magazine Senior Editorial and/or leadership team in moderating select RLPSA events, discussions, and other topics.

RLPSA will utilize LP Magazine in the development and delivery of online education webinars for the benefit of RLPSA members and the general LP industry. It is intended that webinars will be free to participants. LP Magazine will also provide RLPSA the opportunity to submit content for LP Magazine Online as well as the print magazine with topics that support our membership and are relevant to the RLPSA industry sector.

“We have enjoyed a great relationship with RLPSA over the years and are very pleased to be aligned even more closely—working with RLPSA to support its members as well as the restaurant and hospitality industries as a whole,” says Kevin McMenimen, LPC, Chief Operating Officer at LP Magazine. “The RLPSA serves as both advocate and educator, and we are excited to contribute to this mission. We look forward to leveraging and sharing mutual experience, expertise and education; especially where it can cultivate opportunities that benefit the entire loss prevention industry across all segments.”

 

 

- Sponsor -
- Sponsor -
Loss Prevention Media Logo

Stay up-to-date with our free email newsletter

The trusted newsletter for loss prevention professionals, security and retail management. Get the latest news, best practices, technology updates, management tips, career opportunities and more.

No, thank you.

View our privacy policy.