September - October 2021

Asset Protection | Profit Enhancement | Retail Performance

Insights Troubles and Trends in the Flow of Goods Retail Evolution and City Transformation Homelessness: Home Is Where the Retailer Is

Moving the Needle with Technology The Retail Journey of Rob LaCommare

September–October 2021 V20.5 | losspreventionmedia.com

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Contents

By Jim Lee, LPC, and Jack Trlica

September–October 2021

The Retail Journey of Rob LaCommare

ROB: Big Lots was founded 50-plus years ago as a closeout business, selling whatever merchandise they could get. Every store provided customers with a little bit of a different treasure hunt. In the past seven years, we rebranded the story significantly where up to 90 percent of our product at any given time is the same in all our locations. We still have that customer surprise and delight element with select closeouts, but it’s not the primary driver. We’ve also leaned into furniture and home furnishing over the past ten years. There weren’t too many companies that can say they are a furniture and home goods store

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6 Editor’s Letter

Moving the Needle with Technology

The Retail Journey of Rob LaCommare

JIM: Let’s start by telling our readers about the history of Big Lots—how it started, and how it’s matured to where it is today.

Departments

12

Mov ng the Needle with Technology EDITOR’S NOTE: Robert “Rob” LaCommare, CFI, is vice president of asset protection and safety at Big Lots Stores. He has thirty-plus years’ experience in retail loss prevention with a number of retailers, including Limited Brands and Ascena Retail Group. He is very active in the industry holding leadership positions with the National Retail Federation, the Retail Industry Leaders Association, and the Loss Prevention Research Council.

September-October 2021

By Jim Lee, LPC and Jack Trlica

LossPreventionMedia.com

LPM

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September–October 2021

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Johnny Habell, Holy Polygon, Gearstd, Flas100, Shab42 / Shutterstock.com Photo Illustration by SPARK Publications

By Garett Seivold, LPM Senior Writer

Troubles and Trends in the Flow of Goods C

LossPreventionMedia.com

all it “revenge shopping” or just pent‑up demand, everything was lining up nicely for retailers to make good after what was, for many, a bad period. Consumers are anxious to buy, the in‑store experience has retained its allure, and the imposed restraint on consumers has left many with substantial savings to spend. But while demand is certainly there, supply isn’t always.

“2020 was a walk in the park compared to what we’re going to see,” said Bill Thayer,

cofounder and co‑CEO of Fillogic, a logistics service platform for retailers, in an interview with LPM. “People are still ordering online, but now they’re going to stores, too—and now everyone is trying to make it work.”

Thayer likens disruption in the supply chain to a tsunami, created by the pandemic and the cascade of bottlenecks in the supply chain it caused, and made bigger by the explosion in online shopping and the

LPM

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By Garett Seivold

Retail Evolution and City Transformation in the Post-Pandemic Economy

B

September–October 2021

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Willy Barton / Shutterstock.com

By Garett Seivold, LPM Senior Writer

LossPreventionMedia.com

By Garett Seivold LPM

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September–October 2021

52

The State of US Homelessness, Current Solutions, and Directions for the Future

By Mackenzie Kushner, MS

O

ver half a million Americans are currently homeless. According to a recent report by the Department of Housing and Urban Development, on a single night in 2020, approximately 580,000

September–October 2021

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people were homeless in the United States, a 2 percent increase since 2019 and the fourth consecutive annual increase nationwide.

Nearly six out of ten people experiencing unsheltered homelessness in 2020 did so in an urban area, with more than half (53%) of all unsheltered people counted in the Continuums of Care (CoCs) that encompass the nation’s fifty largest cities. CoCs are designed to promote a communitywide commitment to ending homelessness—providing funding for nonprofit efforts and state and local governments to rehouse individuals and families

LossPreventionMedia.com

PLotulitStocker / Shutterstock.com

HOME IS WHERE THE RETAILER IS

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36 Certification

Certification for Those Outside the Industry Featuring Andrew Luther, LPC, Tractor Supply, and Brandon Kinney, LPQ, IOBSE

50 Ask the Expert

Security Glass: Is It Worth It? Interview with Brad Campbell, Riot Glass

60 Retail Community

Battling the Beast of ORC

By Stefanie Hoover, CFI

63 Solutions Showcase ADT Commercial InstaKey March Networks CONTROLTEK Detex Sensormatic Solutions ThinkLP

Home Is Where the Retailer Is

74 People on the Move

The State of US Homelessness, Current Solutions, and Directions for the Future

80 Advertisers

By Mackenzie Kushner, MS LPM

LPM Magpie Awards Featuring John Liesching, CVS Health and Nathan Bandaries, Albertsons

Fake Vaccination Cards Spread as Delta Variant Ramps Up

By Tom Meehan, CFI

40 POST-PANDEMIC ECONOMY

10 Retail Sponsors 22 Interviewing

48 Technology

September–October 2021

RETAIL EVOLUTION AND CITY TRANSFORMATION IN THE

9 Vendor Advisory Board

24 LPM Excellence

Kinks in the Chain Troubles and Trends in the Flow of Goods

8 Editorial Board

Liar, Liar! Why Aren’t Their Pants on Fire?

By David Thompson, CFI, and Shane G. Sturman, CFI, CPP

September–October 2021

26 Kinks in the Chain

The Pandemic Is Still Affecting Retail

By Jack Trlica

September–October 2021

September–October 2021

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78 Resource Guide 80 Subscription Form 82 Parting Words Reflecting on the Past 20 Years

By Jim Lee, LPC

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EDITOR'S LETTER

Jack Trlica, Editor-in-Chief

The Pandemic Is Still Affecting Retail W

ith September cooling the weather, the Delta variant is heating up the pandemic. Several more industry conferences have made the difficult decision to go virtual, as they should.

Until we can get COVID under control through enough people getting vaccinated, we will be faced with this quandary for the foreseeable future.

Please do your part to get this pandemic under control.

Rob LaCommare and Big Lots

There’s likely not one retailer who is unaffected by the logistical delays of getting merchandise onto ships, unloading ships in ports, transporting goods to distribution centers, and offloading at your stores.

Vice president of asset protection and safety for Big Lots is Rob LaCommare’s latest leadership position in his thirty-plus years in retail security. Like so many loss prevention executives, he found the industry in college when he took a part-time job in retail security stopping shoplifters. His journey included working in convenience, hardware, and apparel—all that experience is now applied to a Big Lots closeout business that has expanded significantly in recent years. His story on page 12 is one readers will find very interesting.

Kinks in the Supply Chain There’s likely not one retailer who is unaffected by the logistical delays of getting merchandise onto ships, unloading ships in ports, transporting goods to distribution centers, and offloading at your stores.

All this is happening as we enter back to school and the upcoming holiday shopping seasons. On page 26, we examine what one person called “a tsunami, created by the pandemic and the cascade of bottlenecks in the supply chain.” In this intriguing article, we’ve interviewed logistics and transportation experts as well as retailer professionals who are working diligently to solve this complex problem.

Retail Evolution and City Tranformation The pandemic has accelerated the evolution of retail to meet the demands of mandates, social distancing, remote working, curb-side pickup, and other consumer‑ and business-related changes.

What is really interesting

September–October 2021

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LossPreventionMedia.com

is the probability that this rapid retail evolution will trigger transformations in our communities that were likely unimagined just months ago.

Check out the discussion on page 40 to get a taste of how city neighborhoods and retail centers may be transformed in the not-too-distant future.

Homelessness in America Speaking of changes to our cities, homelessness continues to be a profound problem in major US urban areas. A researcher with the Loss Prevention Research Council examines the current situation and possible solutions today and down the road.

The article on page 52 certainly ties into the city transformation discussion above as communities and retailers struggle with crime, disorder, and human impact of those living on the streets. It’s an issue that many store associates as well as their customers must contend with on a daily basis. And an issue that society as a whole must address.

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EDITORIAL BOARD

Ray Cloud Senior Vice President, Loss Prevention, Ross Stores

Scott Draher, LPC Vice President, Loss Prevention, Safety, and Operations, Lowe’s

Scott Glenn, EDJ, LPC Vice President, Asset Protection, The Home Depot

Barry Grant Chief Operating Officer, Photos Unlimited

Robert Holm Director, Global Safety & Security McDonald’s

Seth Hughes Director, Asset Protection, Risk & Safety, Internal Audit REI Co-op

Frank Johns, LPC Chairman, The Loss Prevention Foundation

Mike Lamb, LPC Consultant

Michael Limauro, LPC Executive Leader, Asset Protection, Whole Foods Market

David Lund, LPC Vice President, Loss Prevention, DICK’S Sporting Goods

John Matas, CFE, CFCI Director, Global Fraud, Risk, and Compliance Operations Etsy

Randy Meadows Senior Vice President, Loss Prevention, Kohl’s

Melissa Mitchell, CFI, LPC Director, Loss Prevention, MAPCO Express

Dan Moren Senior Manager, Starbucks

Richard Peck, LPC Senior Vice President, Loss Prevention The TJX Companies

Joe Schrauder Vice President, Asset Protection, Walmart Stores

Tina Sellers, LPC Vice President, Asset Protection, Rite Aid

Hank Siemers, CFI Vice President, Global Retail Security, Tiffany & Co.

Mark Stinde, MBA, LPC Vice President, Asset Protection, The Kroger Co.

Pamela Velose Vice President, Asset Protection, Belk

September–October 2021

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LossPreventionMedia.com

VENDOR ADVISORY BOARD

Rex Gillette

Vice President of Sales

2120 Crown Centre Dr. Ste 200 Charlotte, NC 28227 | 704-365-5226 office Editor-in-Chief Jack Trlica JackT@LPportal.com

Hedgie Bartol, LPQ, LPC

Executive Editors James Lee, LPC JimL@LPportal.com

CEO, Global Retail Business Unit

Stephen B. Longo

Vice President of Client Relations

Vice President, Strategic Initiatives

Editorial Director Jacque Brittain, LPC JacB@LPportal.com

Stuart Rosenthal

Retail Technology Editor Tom Meehan, CFI TomM@LPportal.com

Vice President Sales

Senior Writer Garett Seivold GarettS@LPportal.com

Jim Paul

Contributing Writers Read Hayes, PhD, CPP Walter Palmer, CFI, CFE Ben Skidmore Shane G. Sturman, CFI, CPP David Thompson, CFI

Director of Sales

Chief Operating Officer Kevin McMenimen, LPC KevinM@LPportal.com

Kim Scott

Director of Marketing

Director Of Digital Operations John Selevitch JohnS@LPportal.com

Ken Kuehler

Special Projects Managers Justin Kemp, LPQ Karen Rondeau

Tony D'Onofrio

Business Development Manager, Retail

Merek Bigelow MerekB@LPportal.com Managing Editor Digital Courtney Wolfe CourtneyW@LPportal.com

Angie Druley

Vice President, Retail

General Manager

Kris Vece, LPQ

Brad Campbell President/CEO

Mark Berger President

Ned McCauley Director of Sales

Robb Northrup

Director of Marketing Communications & Support

Design & Production SPARK Publications info@SPARKpublications.com Creative Director Larry Preslar Advertising Strategist Ben Skidmore 972-587-9064 office, 214-597-8168 mobile BenS@LPportal.com Subscription Services New Or Change Of Address LPMsubscription.com or circulation@LPportal.com Postmaster Send change of address forms to Loss Prevention Magazine P.O. Box 92558 Long Beach, CA 90809-2558

Cita Doyle, LPQ

Vice President, Sales & Marketing

Stacy Dean Stephens

EVP and Chief Client Officer

Idan Koren

Vice President of Marketing

Terry Sullivan, LPC President

Guy Yehiav

Loss Prevention aka LP Magazine aka LPM (USPS 000-710) is published bimonthly by Loss Prevention Magazine, Inc., 2120 Crown Centre Dr. Ste 200, Charlotte, NC 28227. Print subscriptions are available free to qualified loss prevention and retail professionals in the U.S. and Canada at LPMsubscription.com. The publisher reserves the right to determine qualification standards. International print subscriptions are available for $99 per year payable in U.S. funds at circulation@LPportal.com. For questions about subscriptions, contact circulation@LPportal.com or call 888-881-5861.

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Loss Prevention, LP Magazine, LP Magazine Europe, LPM, and LossPreventionMedia.com are service marks owned by the publishers and their use is restricted. All editorial content is copyrighted. No article may be reproduced by any means without expressed, written permission from the publisher. Reprints or PDF versions of articles are available by contacting the publisher. Statements of fact or opinion are the responsibility of the authors and do not necessarily represent the opinion of the publishers. Advertising in the publication does not imply endorsement by the publishers. The editor reserves the right to accept or reject any article or advertisement.

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September–October 2021

Mov ng the Needle with Technology The Retail Journey of Rob LaCommare

By Jim Lee, LPC, and Jack Trlica

EDITOR’S NOTE: Robert “Rob” LaCommare, CFI, is vice president of asset protection and safety at Big Lots Stores. He has thirty-plus years’ experience in retail loss prevention with a number of retailers, including Limited Brands and Ascena Retail Group. He is very active in the industry holding leadership positions with the National Retail Federation, the Retail Industry Leaders Association, and the Loss Prevention Research Council.

JIM: Let’s start by telling our readers about the history of Big Lots—how it started, and how it’s matured to where it is today.

September–October 2021

ROB: Big Lots was founded 50-plus years ago as a closeout business, selling whatever merchandise they could get. Every store provided customers with a little bit of a different treasure hunt. In the past seven years, we rebranded the story significantly where up to 90 percent of our product at any given time is the same in all our locations. We still have that customer surprise and delight element with select closeouts, but it’s not the primary driver. We’ve also leaned into furniture and home furnishing over the past ten years. There weren’t too many companies that can say they are a furniture and home goods store

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LossPreventionMedia.com

LPM

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September–October 2021

FEATURE Moving the Needle with Technology with permission to sell food and consumables.

JIM: How many stores do you have today?

ROB: We have over 1,400 stores in forty-seven states.

There are another thirty on the docket for this year. We recently announced that we’re in growth mode, so we expect to add more in the next two years. It’s exciting to be in a position of growing and opening stores.

JIM: Is your Columbus, Ohio, corporate office back open or are you still predominantly working from home?

ROB: We are working remotely until January 10th when we will be back in full force.

JIM: You’ve had an extensive career in retail, particularly there

in the Columbus market. How did it happen that you ended up at Big Lots?

management and business continuity. I’ve been here for about three years now.

ROB: I had a long run at Ascena Retail Group and loved it there.

When this position opened, I already knew several people here and understood that Big Lots’ leaders embodied a servant leadership philosophy.

Of course, I looked at the financials and saw the health of the business, and those together excited me. With the added bonus of not needing to relocate, why wouldn’t I be interested? It checked all the boxes, and it was right down the street. I made an inquiry, and thankfully they selected me.

JIM: When you first came to Big Lots, did you make any staff or organizational structure changes?

JIM: And what is your role there?

ROB: I’m vice president of asset protection and safety with dotted-line functions to crisis

ROB: The first thing you always do in a new position is an analysis of the product, the systems, the processes, and the people. Fortunately for me, the people here were absolutely top notch, incredibly talented. I had heard and expected that. However, there were some structural changes in the way that we went about organizing the hierarchy. We married up our LP team with our operators.

Where I saw the biggest opportunities were in the systems. Some of the systems were antiquated, so we determined that an immediate technology upgrade with some industry-leading solutions could make a big impact. After the reorg, we started implementing new technology. We’re about 70 percent to where we want to be and on a really good path for further installations in the next six to nine months that should really pay off.

JIM: Give us an example of some of the new technologies you are implementing.

Big Lots has over 1,400 stores in forty-seven states. There are another thirty on the docket for this year. We recently announced that we’re in growth mode, so we expect to add more in the next two years. It’s exciting to be in a position of growing and opening stores.

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ROB: One of the first things I saw was there was no case management or audit system.

Talk about low-hanging fruit.

There was no way to centrally report incidents, put cases in, and audit through a central platform. I’ll be speaking more on how we’ve leveraged that system well beyond our original intention, with great success adapting it to early screening and tracking needs to address the pandemic.

When our internal partners saw what the system was capable of, they leveraged the same tool for the intake of general liability and workers’ comp incidents, as well as inventory control and store operations. Currently, seven departments are using the tool.

There was also no refund verification solution built into the POS (point of sale) system.

We got that approved late last year and began implementing it this summer for a September launch. We are really excited to get that system in knowing how we’re going to preserve sales and also address a shrink bucket component to deliver expected ROI. Those are two huge initiatives.

The third one was upgrading our exception-based reporting (EBR) platform. Shortly after I started, Big Lots sunset its previous solution so the timing was ripe to go to market. Coming out of that RFP, we’ve already launched one of the two modules during the pandemic, and the other is being implemented now. That remaining module represents the 30 percent of the work remaining to launch the inventory module and finalize the refund solution this fall. Then we’ll be very well positioned from a technology standpoint.

JIM: I can tell you’re very pleased with your case management and your exception-reporting system.

Would you like to give a call out to your solutions providers who you partnered with?

ROB: Certainly. The case management audit solution is from ThinkLP. It’s a Salesforce‑based engine. I can’t speak any higher on the customizability of that particular tool that enabled us to pivot

during the pandemic, create all kinds of help screens, and integrate into our asset controls system at our corporate office.

It has been critical in helping to keep people safe, especially during the rapid shift to remote and hybrid work. That was everybody’s number one goal.

Zebra Prescriptive Analytics is our EBR tool. We already launched the sales module and will be launching the inventory module here in the next few months as well as a profit amplification tool. These are all pieces to the puzzle of Adrian Beck’s Total Retail Loss model that was introduced a couple of years ago. These are all tools put in place to not just go after shrink, but also safety, markdowns, waste, and damages on the inventory side.

We set goals with multiple different metrics for all our asset protection field leaders, so each of those metrics are a piece of what they’re responsible for each year. Each of those tools that I mentioned are going to help us move the needle in those categories.

JIM: I’d like to talk more about your audit program—how you handle shoplifting and ORC issues, employee theft, and safety. But first, is there a routine self-audit process for all the stores and auditing by your team as well?

ROB: We’ve fully integrated our consolidated audit with our operational partners earlier this year. By that I mean, traditionally asset protection did a full-store consolidated audit in every single one of our locations.

Now our operators are also conducting that same audit a couple of times a year. After that, asset protection comes behind them and ours is tied to the shrink goals that they have, which is all new for this year.

LPM

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We’ve fully integrated our consolidated audit with our operational partners earlier this year. By that I mean, traditionally asset protection did a full-store consolidated audit in every single one of our locations. Now our operators are also conducting that same audit a couple of times a year.

In addition to our district and area AP managers executing these audits, the stores get a weekly printout for one-fourth of the audit every month. They are to self-audit a different area every week in a month to stay on top of the operations, and/or in preparation for when those audits do occur. This is an audit that covers safety, merchandise presentation, and all the processes that cause profit leakage. It’s a soup to nuts really deep dive into making the store more profitable through both an operator and an asset protection lens.

In addition to those audits, we have a couple of others that our system auto-generate and on the safety side when significant thresholds are met in either workers’ comp or GL‑related accidents and incidents in stores. The system generates a visit and assigns it to the asset protection and district manager, who then do an onsite “safety care audit” that provides analysis into drivers of recent accidents, so that they can provide targeted, one-on‑one training to address those incident trends.

Another audit that we implemented this year is our risk index. Using multiple different metrics, our analytics team

September–October 2021

FEATURE Moving the Needle with Technology

has built a risk score for every store that correlates to shrink.

It has a 79 percent correlation to shrink. As stores trend on a month-to‑month basis when certain metric thresholds are hit, like three months in a row of degradation or 33 percent above the previous month, our ThinkLP system will auto‑generate an audit cobranded by both asset protection and operations. It

Last year we rolled out an active aggressor/active shooter training as well as de-escalation training, which—by serendipity—was prescheduled to launch at what became the beginning of the pandemic.

Of course, when we planned it, we didn’t know how on‑point it would be for some of the pandemic challenges that soon arose. provides exactly the specific metrics that were driving the risk. Again, this allows us to intervene during the year and mitigate in real-time potential shrink creep. All that’s built on our audit platform, so it’s pretty robust across the chain and addresses both safety and shrink. We’re excited about all those pieces to the puzzle. While it existed in different forms in the past, this is the first year we’ve brought these data points together for actionable analytics.

JIM: Do you do anything special in terms of safety training for your associates or your store managers?

September–October 2021

ROB: We have several modules built into what we call Big Lots University. Last year we rolled out an active aggressor/active shooter training as well as de‑escalation training, which—by serendipity—was prescheduled to launch at what became the beginning of the pandemic. Of course, when we planned it, we didn’t know how on-point it would be for some of the pandemic challenges that soon arose. As an essential retailer that remained open and selling Clorox wipes, hand sanitizer, and toilet paper, I can tell you we really needed those deescalation trainings. When we would receive trucks of products when retailers everywhere were running low, you can recall the news of how customers were reacting. Compounded by the stress about all the different pieces of what was happening in the world, that training was onpoint for showing our associates how to handle disgruntled customers and stay safe when those confrontations took place.

We’re going to continue with another module next year to build upon that.

We also have the traditional videos of how you unload a truck safely, bailers, and all the things that is needed with heavy equipment. With product and furniture delivery, you really have to have your certifications in line and have training always available and updated. All of that exists. There’s nothing more important than keeping our associates safe as well as our customers.

JIM: For our readers who don’t know your core customer, explain a bit more about that and how it shapes decisions within Big Lots.

ROB: Like many brands, we had to understand who our target

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customer is. Most often she’s a mom. She’s trying to make her dollar go further. She’s trying to live big and save lots—and she knows a good deal. That’s who we are targeting. When she comes in the store, we want her to feel like we can deliver her the high quality she wants at a price that she expects.

She wants us to have certain products in our store always in stock, as well as a surprising and delightful mix of closeouts.

That’s what we strive to do to keep our core customer happy.

JIM: That’s terrific, Rob. Let’s turn to Adrian Beck’s Total Retail Loss strategy you mentioned earlier.

Did you and your team put it in after your arrival?

ROB: We put it in about six months after I got here. This would be the second full year, so we’re about a year and a half into our journey. But this was the first year that we were able to set goals in multiple different metrics. There were a lot of places that we had our hands in to help the business become more profitable. Now we’re holding them accountable to all those different metrics as well.

It’s a little bit different ballgame this year, and it’s very well received. The stores appreciate the way that we approach the business and that our asset protection leaders are not just out there trying to stop ORC or for internal cases. Rather, they are fully immersed into the business. As an extension of operations, they know they are positively impacting profits in multiple different ways. It’s been great.

JIM: You’ve mentioned ORC. Do you have any special programs or people assigned exclusively to ORC? How do you go about dealing with that specific issue?

ROB: It’s a newer phenomenon for us because in the past couple of years, we’ve really upgraded the product level in our stores with over 2,000 name-brand SKUs instituted last year. Before that we were not a target per se of ORC, but we’ve quickly become one.

There are all kinds of tests in flight right now for us to react to our new reality. We’re testing locking wheels on carts, live two-way monitor CCTV programs, wide view out into the parking lot where crimes are being committed.

We also have an investigator who handles all our online inquiries and investigations from headquarters. These are all things in flight that are either tested and/or implemented at small scale with plans to roll further as

we continue to see success.

We’re in our infancy in combatting ORC because it’s just become a more recent phenomenon, but we’re eyes wide open, looking for what’s next for us.

JIM: Recently the media has paid a lot of attention to shoplifting, particularly in the San Francisco area, with some major retailers who have had to close stores. Has it generated any internal reactions inside Big Lots?

ROB: It’s always newsworthy when national retailers make the news in the way they have.

Certainly, it got our executive leaders’ attention. How do we compare in that market?

Fortunately, many of the stores that are closing are not in

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the same areas we are. We target different areas of town.

We’re not in the urban cities themselves. We’re on the outskirts. But the problems that are being reported, we have absolutely experienced those, thus the reason why all those different tests are in flight.

In a way it was good for us because that national attention got our leader’s attention.

It got me an audience with them to explain what we are doing as well as the cost and ROI of doing more. There’s a lot of energy around quickly expanding some of the thirty and forty-store pilots that we have right now, especially out west. I’m pretty optimistic that we’ll see some growth in some of our tests over the next couple of months as the data rolls in.

September–October 2021

FEATURE Moving the Needle with Technology JIM: Let me ask you to take us back to the beginning. Where are you originally from and how did you get into retail and the world of asset protection?

ROB: I’m from Michigan and went to Michigan State University.

I planned on becoming an attorney, following in my brother’s footsteps, who went to Michigan ahead of me. But then during my senior year, as so often is the story, I was catching shoplifters at a mid-Michigan convenience chain called Quality Dairy to help pay the bills. Soon one of the leaders of the department, a former police officer, taught me how to do an internal interview.

Surprisingly, that was all the training that I needed before he allowed me to go out as a 22-year-old doing internal interviews—and I was hooked.

Fast forward a few years later, after working at a small chain

that’s since been disbanded called Hinkle Hardware, I landed at L Brands. Joe Risic took a flyer on me, and I started working for him. My six years at Structure really paid dividends, and I moved up from there.

JACK: Staying with your background, I think you have a real intriguing history of different retail experiences. Would you go a bit deeper and let the readers know the trajectory of your journey through LP and asset protection?

ROB: As I mentioned, I started in convenience stores and migrated to hardware. Then it was all apparel for a long time.

From 1994 until three years ago, I was in different layers of the apparel business, with six different positions working for three different corporate entities in that 24-year stretch. I was promoted into many different roles as companies under the same parent company were spun off. It was tween girls’ clothing stores—Limited Too and Justice. That eventually led to the Ascena Retail Group, which was eight brands with $7 billion in business and 4,500 stores including Ann Taylor, Loft, Lane Bryant, Dress Barn, and Maurices.

It’s really difficult to describe moving to Big Lots. But all those different experiences were what I needed because we sell all those things depending on the aisle that you’re in. You’ll find jumper cables or a can of peas.

You’ll find furniture and home goods. All those experiences, even if some of them were short lived and early in my career, all helped when I got to Big Lots to address that eclectic mix of things that you wouldn’t expect.

We’ve recently even put apparel in our stores with a lot of really great fantastic closeouts and significantly leaning into an expanded apparel assortment.

That will be much to the surprise and delight of our customers as they shop us this fall to see the amount of dedicated apparel product we have. All of which allows me to draw on my years of retail apparel and so many other experiences to be ready to battle all the different threats to the assortment that we are tasked to protect in our stores.

JACK: Big Lots stores are primarily in strip-center environments, correct?

ROB: They are either standalone or strip center. There’s quite a bit of unserved market we believe, which is why we’re in the growth moment.

JACK: Some of your background with other retailers was mall‑based stores. How would you describe the difference in the LP approach between protecting a mall store versus a standalone or strip-center store?

ROB: There were in my past about 25 percent of our stores in strip centers, which was helpful when migrating to Big

ORC is a newer phenomenon for us because in the past couple of years, we’ve really upgraded the product level in our stores with over 2,000 name-brand SKUs instituted last year. Before that we were not a target per se of ORC, but we’ve quickly become one.

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Lots. When the majority are in malls, your stores have an added layer of protection having to defeat mall security. Outside a mall environment, you’re dealing with significantly more potential for break‑ins and for bad actors to come in and out more easily to commit crimes in your store. All my past life experiences were amplified by having all our stores in that environment, which requires a much higher level of physical protection of your stores. It requires diligence in how externally you protect your locations.

JACK: What is your department’s involvement in supply chain?

ROB: I have a director that reports to me who’s over each of our five distribution centers and has LP managers that report back to him and the safety of all those buildings. Of course, we’ve cobranded the safety efforts with our operators. All the things I’ve talked about in our stores, ditto for the DCs—Big Lots University training, safety, de-escalation, active aggressor—all those things are built into each of those five facilities as well.

JACK: Has LP supply chain programs evolved significantly over the past decade?

ROB: They have. The emphasis on safety ten years ago was just “protect my perimeter and don’t let anybody get into our trailers.” Don’t get me wrong, that’s still there. But the first thing we focus on now is protecting our people.

The amount of dollars associated with reduction of injuries is enormous. You couldn’t have two more important reasons behind the shift in focus to running the safest environment you can. It’s not just a safety meeting every month where you say, “Hey lift by using your legs, not your back, and here’s how you climb a ladder.” You have to embed behavioral‑based training and hold everybody accountable at every level.

That change in emphasis to the safety side has been enormous over the past ten years.

On the analytical side, it’s no different than with our stores. We see a massive influx of big data solutions out there with words thrown around like “AI” and “machine learning.” We also look at all the metrics within the four walls of a DC to make it more efficient, and then to audit and go behind our operators to make sure that they’re as efficient as possible and as accurate as possible. You don’t just want to speed through your DCs. You want accuracy. You need both.

We’re deeply involved in auditing DCs and five years ago that wasn’t even part of our job description.

JACK: I’d like to turn to the LP industry as a whole.

You’ve been very involved for a long time. I think you joined the NRF LP council in 2008. You’re now part of RILA’s Asset Protection Leaders Council, and just recently became a board member at the Loss Prevention Research Council (LPRC). Why do you put such emphasis on your continued on page 20

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September–October 2021

FEATURE Moving the Needle with Technology

The emphasis on supply chain safety ten years ago was just “protect my perimeter and don’t let anybody get into our trailers.”

Don’t get me wrong, that’s still there. But the first thing we focus on now is protecting our people. The amount of dollars associated with reduction of injuries is enormous. continued from page 19 participation in associations and industry initiatives?

ROB: It’s really selfish in nature.

I don’t begin to pretend that I have all the answers, and I can tell you that each of those organizations has personally benefited me through relationships with my

September–October 2021

peers. We’re oftentimes trying to solve the same problems, and that kind of resource and connection with industry partners for benchmarking and brainstorming really is beneficial.

Regarding RILA (Retail Industry Leaders Association)—the other places I worked at prior to Big Lots were not RILA members.

Despite that, Lisa LaBruno often invited me to their ALPC meetings. I attended a couple of them in years past hoping that someday I would be with an organization that would support it. Big Lots is active across many RILA committees, and I couldn’t be happier about that.

The LPRC is an amazing think tank of research scientists solving for all the things that we are trying to do. So it was an easy yes for me when they asked me to be more involved. Not only does their research benefit us, but also again, there’s the benefit of being connected to a group of people who are wired to roll their sleeves up, be thoughtful, and solve problems. It’s always a good day when you can count on all those things and also build some fantastic friendships that will be there forever.

JACK: Are there specific LPRC research initiatives that you are either involved with or are monitoring?

ROB: Product protection for us is one of the most important, and then of course data analytics. There’s no lack of big data out there, but how do you use it for predictive analytics, predictive shrinkage modeling, and so forth? As I stated earlier, between the number of products that

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we now carry as well as the different kinds of product lines, compounded with differing store layouts, differing square footage, a different payroll model, and yet you have to find a way to keep the product available so that you can sell it. It is a continual challenge to stay on top of all the product protection mouse traps that are out there.

Beyond product protection and analytics, sadly recently we’ve seen an uptick in violent crimes and bad actors in our stores as well. I’m continually thinking “What are those things that we can learn and test to impact these kinds of incidents in our stores?”

JACK: Earlier you mentioned de-escalation training. Was that a program that you developed internally or from an outside source?

ROB: We hired an expert, Jesse Stanley with Strongside Principles, to help us design our training. He spent several days on-site digesting all the things we were trying to accomplish, and then helped frame out the what and how for best execution at store level. All our asset protection leaders were trained on it first, and then we added the learning module onto our Big Lots University. We couldn’t have done it without his external expertise. Jesse’s not only a subject-matter expert on de-escalation, but also on how to integrate it into your business to make it work. That’s why it launched so successfully last March.

JIM: Thank you again, Rob. We very much appreciate you taking the time to be with us today, and we certainly look forward to seeing you at an in-person conference soon.

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INTERVIEWING

Shane G. Sturman, CFI, CPP

jesadaphorn / Shutterstock.com

David Thompson, CFI

Thompson is the president and partner of Wicklander-Zulawski & Associates, providing investigative interview and interrogation training to a global audience. He has served as a subject-matter expert in developing curriculum and providing consultation to investigators, attorneys, and the academic community. He can be reached at dthompson@w-z.com.

Sturman is the CEO and senior partner of Wicklander-Zulawski & Associates and has led this international training organization for over a decade. Sturman has provided training for WZ for a variety of clients over the last twenty years. He is also a member of ASIS International’s Retail Loss Prevention Council. He can be reached at 800-222-7789 or at ssturman@w-z.com. © 2021 Wicklander-Zulawski & Associates, Inc.

Liar, Liar!

Why Aren’t Their Pants on Fire?

T

Behavior is an important part of communication but should not be solely used to classify the subject as innocent or guilty.

he interviewer, investigating vandalism of the company’s stockroom area, questions the primary suspect asking, “Were you involved in the damaging of company property?” The subject hesitates, averts eye contact, and panic clearly sets in as he hesitantly responds, “Um…no, I wasn’t.”

The interviewer takes note of the gaze aversion, the fidgety hands, and the long pause.

With these behavioral cues, the interviewer decides to push a little further in the conversation asking more direct questions of the subject. The subject’s behavior continues to escalate, now shifting his entire posture and crossing his arms. The interviewer has hit a wall of resistance, and the subject refuses to cooperate any further. Both individuals have left the conversation with a negative perception of each other as the subject leaves with frustration that he was not believed, and the interviewer maintains that the subject was lying and dishonest.

This example is common—the classification of subjects as guilty or deceptive based on their physical behavior.

However, there is a large problem with this classification as the average interviewer

September–October 2021

has about a 50 percent chance of being wrong in this identification. In fact, a study performed by Meissner and Kassin (2002) found that investigators who receive training in detecting deception were successful at about a 50 percent chance-level but maintained higher confidence in their (potentially incorrect) identification of truth or lie.

had a negative experience with an investigation in his past causing anxiety and uneasiness in the conversation.

Perhaps he was falsely accused before, disbelieved, or just simply mistreated by the interviewer. All these experiences could cause mistrust and nervousness that then translates to the unique behavioral responses.

There are countless variables that cause the unreliability of physical behavior as an indicator of deception. Primarily, we are all different and respond to situations with our unique perspective based on our experience, our culture, and the context of the conversation.

Obstacles There are countless variables that cause the unreliability of physical behavior as an indicator of deception. Primarily, we are all different and respond to situations with our unique perspective based on our experience, our culture, and the context of the conversation. Referring to our earlier vandalism case, the employee may have

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In this same scenario, there is a chance that the subject of the interview was afraid of whatever threats were made by the actual vandal. If he feels that his safety is in jeopardy and is uncomfortable in his current environment, then it is likely we may observe these same concerning behaviors.

There is also a possibility that the subject of the interview was not involved but knew who was. The behavior was then a result of fear of

retaliation or consequence of being acquainted with the actual wrongdoer. Simply put, the subject’s behavioral response could be a direct reflection of his comfort level with the interviewer and the conversation while having nothing to do with his innocence or guilt.

As discussed in prior columns, behavior is an important part of communication but should not be solely used to classify the subject as innocent or guilty. We have all experienced the importance of nonverbal communication over the last year with an abundance of video conference meetings.

When taking part in a virtual meeting, we are constantly evaluating the behavior of our peers that are hopefully on “mute.” Observing eye rolls, nodding of the head, note-taking, or any form of acknowledgement is helpful to increase the ability to communicate in a virtual setting. Even the observation of two attendees on a virtual meeting sending text messages to each other while on the call is fairly easy to see (somebody just took that personally). Behavior is important in communication, but there are more accurate and dependable ways to assess a subject’s credibility and truthfulness than a subtle scratching of the nose.

Withholding Evidence An efficient tool in the detection of a subject’s truthfulness is a comparison of their statements to the available evidence. This tactic must be used in a strategic, structured process, otherwise its value is minimized. If an interviewer asks directly about the existence of evidence, it does not provide as reliable of an indicator of truthfulness. For example, if the suspect in our vandalism case was seen on video in the area of the incident, the interviewer

should withhold those details. If questioned directly, “Why do we have video of you in this stock area?”, the subject may respond with a plausible explanation that could be true or false.

to the responses and then adapting their follow-up questions to extract more information. If the subject replies with “Well, I was back in the stock area for a while with a few

An efficient tool in the detection of a subject’s truthfulness is a comparison of their statements to the available evidence. This tactic must be used in a strategic, structured process, otherwise its value is minimized.

Instead, the interviewer could withhold the fact that this video evidence exists and ask the subject about his whereabouts at the time of the incident.

If the subject vehemently responds that he never was in the area in question, the value of the evidence has increased as it contradicts the subject’s statements.

Detecting Deception vs Obtaining Information Instead of focusing on a nose twitch or an ill-timed yawn, interviewers should aim to ask structured questions that increase the amount of actionable intelligence obtained.

The types of questions asked, their sequencing, and the exploratory nature of the conversation can facilitate increasing the cognitive load of the subject. This concept will not only provide more information for the interviewer but also increase the difficulty for untruthful subjects to facilitate their lie. These open-ended questions, such as “Could you tell me about the events that occurred yesterday?” are strengthened with appropriate active listening and follow-up probing questions.

Interviewers tasked with assessing credibility of a statement must not enter the conversation with a predisposed assumption of the truthfulness of the subject. Instead, they must focus on actively listening

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people, and then I eventually made my way to the sales floor” then the interviewer should be prepared with expansion and echo questions to obtain more details.

Expansion questions, such as “Will you please tell me more about what happened when you were in the stock area?” will increase both the number of details obtained and the difficulty for a liar to streamline their story.

Echo questions will also help clarify by inquiring about the subjective phrases used by the subject, such as “few people?” or “eventually made your way?”.

The goal of the interview should be focused on obtaining as much reliable information or actionable intelligence as possible.

Strategies to achieve this goal focus on the structure of the conversation, the execution of appropriate question types, and active listening skills by the interviewer.

At the conclusion of the interview, the investigator should aim to have gathered information from the subject that they can then corroborate or disprove. This would be more effective and accurate than a pseudoscientific assumption of guilt because the subject happened to look to their right, while cracking their knuckles and sneezing all at the same time.

September–October 2021

Instead of focusing on a nose twitch or an ill-timed yawn, interviewers should aim to ask structured questions that increase the amount of actionable intelligence obtained.

LPM EXCELLENCE

LPM Magpie Awards

Applauding Excellence Excellence in Leadership

John Liesching

Vice President of Asset Protection, CVS Health

Excellence in Investigations

Nathan Bandaries

Corporate Manager of Organized Retail Crime, Albertsons Companies

The LPM “Magpie” Awards offer a means to celebrate industry accomplishments recognizing the loss prevention professionals, teams, solution providers, and law enforcement partners that demonstrate a stellar contribution to the profession. Please join LPM in celebrating the accomplishments of our latest honorees.

“I am a strong advocate of having an authentic, servant leadership style—one that fosters a high level of engagement at all levels,” said Liesching. “A highly engaged team is a high-performing team. This helps achieve the desired outcomes while building an environment where people at all levels want to build and grow their career.”

Liesching spent more than twenty-five years in management consulting before joining CVS Health, partnering with clients to solve complex issues across all facets of retail. “I have always strived to create a value-led, data-driven culture and mindset, while institutionalizing core values

anchored on trust, authenticity, accountability, innovation, and strong, productive partnerships across the enterprise. In doing so, we seek to prevent issues from happening, rather than trying to recover from one that already happened. Our focus on various proactive strategies and tactics often yields more benefits than reactive ones.”

For those looking to achieve lasting success, Liesching feels that drive and flexibility set you apart. “It’s critical to have a curious mind, think innovatively, challenge appropriately, build trust and confidence at all levels, make strategic bets, evolve to always be relevant, create followership, and deliver on all key commitments,”

he explained. “Seeing this success in both the broader team and individually as each develops in their respective careers is among the things I am most proud of.”

As a leader, he believes balance is a key contributor to the success of the team.

“In the most simplistic terms, accomplished leadership focuses on three primary capabilities: first, delivering value; second, operating effectively and efficiently; and third, developing and growing people. Achieving an optimal balance of these qualities, including knowing when to shift emphasis between, is critical to driving sustainable results and fostering a culture that wins.”

“To excel as an investigator dealing with organized retail crime, it’s important to build relationships, not just partnerships,” said Bandaries.

“Of course, you must have the skills and passion for building cases. You have to follow the right path and focus on the details. But you must also build credibility. Show law enforcement, prosecutors, and retail partners you know how to do these cases. Show they can trust you, and you are standing with them. We are sharing responsibility as well as information. If you have integrity and build relationships, the results will come.”

Bandaries started his loss prevention career as a

store-level associate, holding positions with increasing responsibility with Kmart, The Home Depot, and Family Dollar before joining Albertsons Companies in 2015, where he was recently promoted to corporate manager of organized retail crime. Along the way, he’s learned that one of the most important traits a leader must hold is the strength that comes with humility.

“Whether managing people, processes, or investigations, you can’t be afraid to admit when you don’t know the answer,” he explained. “Have the fortitude to find the right person to give you the answers.

Pick up the phone. Talk to

people. Find subject-matter experts that know the answers you don’t know. Surround yourself with the right people and take their counsel. Manage it the right way.”

He added, “It’s important to maximize your abilities, but it’s just as important to recognize your limitations.

Work together. Give credit where credit is due.

Understand that the man in the back of the room saying nothing may be the one in the room who knows the most. Whether you’re building a thousand-dollar case or a million-dollar case, when you close the case file just be sure that you did it right.”

September–October 2021

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Troubles and Trends in the Flow of Goods

By Garett Seivold, LPM Senior Writer

September–October 2021

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Johnny Habell, Holy Polygon, Gearstd, Flas100, Shab42 / Shutterstock.com Photo Illustration by SPARK Publications

Kinks in the Chain

C

all it “revenge shopping” or just pent‑up demand, everything was lining up nicely for retailers to make good after what was, for many, a bad period. Consumers are anxious to buy, the in-store experience has retained its allure, and the imposed restraint on consumers has left many with substantial savings to spend. But while demand is certainly there, supply isn’t always.

“2020 was a walk in the park compared to what we’re going to see,” said Bill Thayer,

cofounder and co-CEO of Fillogic, a logistics service platform for retailers, in an interview with LPM. “People are still ordering online, but now they’re going to stores, too—and now everyone is trying to make it work.”

Thayer likens disruption in the supply chain to a tsunami, created by the pandemic and the cascade of bottlenecks in the supply chain it caused, and made bigger by the explosion in online shopping and the

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September–October 2021

FEATURE Kinks in the Chain

Bill Thayer

complications to distribution it created. “Now, your expectation is for 34 percent growth in e-commerce for 2021 compared to 2020,” he said. “Well, now your tsunami just got even bigger.”

Like when a tsunami hits, Thayer said it’s unrealistic to expect a quick return to normal. “Post-tsunami is the clean-up, and that’s what people are trying to figure out now,” he said. “Inventory can’t get on containers, containers can’t get on boats, boats can’t get in ports, and, if you do, there are no chassis to move containers once you get there.”

In May, the Port of Los Angeles saw more than one million cargo containers, more than any port in the western hemisphere has ever seen.

Thomas O’Conner

The summer saw a multitude of problems, as supply chain issues continue to cause delays in product shipments from manufacturers, resulting in low inventories at some retailers. Department of Commerce data shows US orders for durable goods are strong but making good on those has been tough.

Shipments aren’t only slow, they’re more unpredictable.

Importers report that instead of a few orders a week arriving as expected, a period of nothing will be followed by ten containers showing up at once.

September–October 2021

In May, the Port of Los Angeles saw more than one million cargo containers, more than any port in the western hemisphere has ever seen.

The record volume of cargo reflects the resilience of the US consumer, but it has overwhelmed ports, truck drivers, warehouses, and railroads. Ships can sit for days waiting to get into ports, and it may take weeks for containers to be offloaded to start their move toward their final destinations.

Reduced capacity and consumer demand have sent shipping prices soaring.

The Freightos Baltic Index,

of the games from Shanghai.

It arrived, but in six months instead of six weeks, and at a cost of $12,000—more than 50 percent over budget.

Profiled in an NPR piece in June, the founder of Atlas Games put it simply: “It’s just a mess.”

Inventory has recently started to move more freely, and there are signals that things will normalize, but it’s unlikely to be as fast as anyone hopes. Some analysts are predicting early 2022, but Thayer thinks that’s wishful thinking. “Everyone is all turned around, and it will not level off until late 2022

The record volume of cargo reflects the resilience of the US consumer, but it has overwhelmed ports, truck drivers, warehouses, and railroads. Ships can sit for days waiting to get into ports, and it may take weeks for containers to be offloaded to start their move toward their final destinations. the leading international freight rate index, shows daily shipping rates from China to US ports on the West Coast have skyrocketed 400 percent since the start of last year. Federal Reserve Chair Jerome Powell said “bottleneck effects” have been larger than anticipated and has contributed to the central bank raising its inflation forecast.

It’s being felt downstream.

Atlas Games, a retailer in Duluth, Minnesota, bet big on a new tabletop game called “Dice Miner,” placing an order last December for a 40-foot cargo container full

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or 2023,” he said. “All the tea leaves we see indicate a much bigger problem.”

Thayer said the problem isn’t limited to availability, with supply chain disruption often adding layers of touches to product shipments. And, with more touches, there is more theft opportunity. “Porch pirates are just the most visible, but there are a multitude of touches in an e-commerce package before last mile,” he explained. “Anything you can do to reduce the number of touches makes a big difference.”

Obstacles remain to realizing what many likely

hoped would be a holiday season of unprecedented profitability. Some challenges can’t get solved overnight, like the fact that long-haul drivers are getting older every year while fewer are graduating training to replace them. “Everyone is being hugely impacted by the

Browne, chief operations officer for Under Armour, in a presentation at the NRF Converge conference. “We’ve got concerns about COVID cases breaking in Southeast Asia. … We could see a major bump in sales and at the same time see challenges around supply. So, I think it’s

The pandemic’s persistence given the fast-spreading Delta variant is a clear and growing problem.

transportation piece,” noted Thomas O’Conner, senior director for global supply chain at Gartner, a global research and advisory firm.

The pandemic’s persistence given the fast‑spreading Delta variant is also a clear and growing problem. A surge in cases in a major port city in China have created a backlog at ports that are vital links in the supply chain and have added to concerns about product delays around the holidays.

Maersk is among shippers that have already warned customers of delays, changes in routes, and higher fees.

“Many people are seeing sales being pretty strong but for those of us that are looking to source product from the other side of the world, we all know the problems of transportation and logistics—just getting containers at this moment in time is incredibly difficult—it’s going to put real pressure on supply chains,” said Colin

Were you to create a word cloud from supply chain presentations at the recent NRF Converge conference, the font for “agility” might be the largest.

In speaking about the 1,000 new stores that Dollar

Colin Browne

A surge in cases in a major port city in China have created a backlog at ports that are vital links in the supply chain and have added to concerns about product delays around the holidays.

Maersk is among shippers that have already warned customers of delays, changes in routes, and higher fees.

going to be an interesting holiday season.”

“It’s going to be a holiday season like no other,” added Deborah Weinswig, CEO and founder of Coresight Research, which focuses on the intersection of data and technology in retail. “Between the challenges in terms of inputs, the 5.5 percent fewer truckers that have graduated, and challenges around DC capacity, it’s a confluence of events.”

In anticipation of strong demand and shortages and congestion as the holidays draw near, Hasbro’s CEO Brian Goldner said his company reconfigured its plans. It started importing toys as early as June and July.

But challenges won’t stop when the holidays are over, warned Thayer. Retailers will need to continue to look for answers as supply chain changes persist into next year.

“Buckle up,” he said. “It’s going to be a bumpy one.”

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Current Supply Chain Trends

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General plans to roll out, Tony Zuazo, president for global supply chain, said his function feels the pressure to accommodate it. “We feel we have to be agile every day in how we address that business growth and all the opportunity that comes to us.”

The sentiment was echoed

by Colin Yankee, chief supply chain officer for Tractor Supply Company, who said agility for them is focused on building options into their supply chain that they can effectively use as needed to best service their customers.

Planning is the foundation, both agreed. “The vast amount of agility in the supply chain is built during that merchandise flow planning process,” said Yankee. “You can’t wish it into existence when you need it. You can’t execute your way out of design problems.”

Planning needs to happen across ecosystems, they said, encompassing internal

September–October 2021

Deborah Weinswig

Tony Zuazo

Colin Yankee

FEATURE Kinks in the Chain

and external partners, and must account for the peaks and constraints of both.

Dollar General uses an analysis center of excellence to act quickly on what data analytics are telling them.

Yankee said they look at five basic things to factor in agility: 1. First, they think about their network design and operating models.

“We assess what kind of product-flow options we have with multi-sourcing.”

we’re having,” Yankee said.

“We plan that up front, so we can apply it later.”

Technology, systems, and processes are key drivers of agility and optimization in supply chains. AI-driven data, video, and robotic solutions are being used to improve forecasting, inventory management, package lifecycle tracking, and last‑mile delivery. But Zuazo said making agility a reality also hinges on the human element. “The people part of

In speaking about the 1,000 new stores that Dollar General plans to roll out, Tony Zuazo, president for global supply chain, said his function feels the pressure to accommodate it.

Sarah Clarke

2. Then, within sourcing decisions, “how much is long‑lead time import, how much is shorter lead time domestic or locally sourced product, and how do we want that mix?”

3. Next, is the availability of logistic assets, vendor capabilities, and other 3PL partners “that we can leverage when we need that agility.”

4. They also think about their capacity for where they can position inventory.

5. Lastly, they examine constraints in the supply chain at each of the four points above and then plan against them.

“With those five elements, we can build in speed and responsiveness to the growth

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Reverse Logistics

Another supply chain trend is reverse logistics—defined

“We feel we have to be agile every day in how we address that business growth and all the opportunity that comes to us.”

the equation is probably the most important as you look at agility, because you can have the best systems, you can have really good processes, but if you don’t have good folks to execute that and to use the tools, then you’re going to fail.”

Though it’s been challenging, the pandemic has also opened a lot of doors for Dollar General by showing them they can successfully utilize remote work, including virtual onboarding, and according to Zuazo, that’s going to continue to play a role in how they recruit people and where they work from.

“As we look at what we’ve learned in the last year and a half, and at the complexities in the supply chain and the fracture points that exist, agility

September–October 2021

has to reside up and down the organization, and that could be within a distribution center on a specific function [or across functions],” Zuazo said, noting that it needs to be a core competency of the organization that requires resources and focus.

“Ensuring agility is more than a corner-of-the-desk priority,” O’Conner added.

LossPreventionMedia.com

as moving goods at least one step back in the supply chain, such as for proper disposal or redistribution of a product. But can it ever be made efficient or truly environmentally friendly?

It will have to be, according to Under Armour’s Colin Browne. “There is a competitive advantage to figuring it out right. It’s nonnegotiable. You have to figure it out.”

The point was echoed by Sarah Clarke, chief supply chain officer for PVH, whose brands include Tommy Hilfiger and Calvin Klein. She said that as a consumer-driven trend, there is no way to escape it.

“There is significant growth in people wanting to reuse, resell, and redesign products, and reverse logistics is at the heart of that.”

It will have to be, according to Under Armour’s Colin Browne.

“There is a competitive advantage to figuring it out right. It’s nonnegotiable.

You have to figure it out.”

Another supply chain trend is reverse logistics—defined as moving goods at least one step back in the supply chain, such as for proper disposal or redistribution of a product. But can it ever be made efficient or truly environmentally friendly?

A lot of brands are thinking it through, trying to build in circularity as they evolve.

How to unlock the revenue is the million-dollar question, however. “It’s front and center to a lot of what we’re doing right now,” said Browne. “I don’t think anyone has quite figured it out yet, but it is becoming a bigger part of the equation.”

Clarke said it’s a complicated endeavor, but that the math gets better as scale grows, and that moving the supply chain closer to the consumer helps. “You have to develop new capabilities and use different solutions smartly. You have to figure out how to be agile utilizing new technology, and piece it together with sustainability,

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circularity, and regeneration of raw materials. It’s about putting together that puzzle.”

The stakes are significant.

“We’ve been working on the ability to understand the consumer to move from big container shiploads to being much more considered in what we’re producing, and to minimize closeouts at end of season,” said Browne. “All the

September–October 2021

FEATURE Kinks in the Chain

cost of making, and shipping, and holding—it’s a huge jigsaw puzzle. The difference between good and great is who figures it out.” It’s all about creating a menu of solutions these days, Clarke added.

There was even discussion—with so much revenue up for grabs for efficiently managing supply chain challenges—that the field is now bordering on “sexy.” Perhaps a stretch, but there is little doubt that the possibility of reengineering

the entire model is making it incredibly dynamic. “It’s a very different world than it was. We were traders, merchants, but to unlock value you can’t be a trader—you have to see how it all joins up,” said Browne.

“Companies that really do that well understand that supply chain is the backbone to the organization.”

Forward vs.

Backward Facing

Already a significant focus, last-mile issues should take

Convenience Retailers and the Supply Chain in Q2 “Significant” levels of disruption across the supply chain

39%

At least 10% of orders disrupted

86%

Supply disruptions of packaged beverages

72%

Delays with store equipment/hardware deliveries

79%

Postponed store equipment orders or new store construction/remodel projects because of supply chain delays Confident supply disruptions will improve in the second half of 2021

41% 25%

Source: NACS, July 2021

September–October 2021

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LossPreventionMedia.com

on even more importance in the months ahead. And the need for speed won’t abate, say experts. “No one is going to want to go slower,” said Clarke.

Navigating all these challenges effectively requires knowing your own company’s structure and deciding what makes sense.

“Data is so important to scenario planning and for making better decisions,” said Clarke. “I see money in every mile. Every mile you take out or can understand better has value.”

As with retail more generally, the supply chain is becoming more customer-centric, according to Browne. “Putting the consumer at the center of everything focuses your supply chain on how you actually optimize that experience for that consumer.”

This is an important evolution in supply chain strategy, said Browne. “For a long time, supply chain [professionals] were backward facing, always looking how to best optimize costs from the vendor, not really forward thinking about how do you optimize the experience for the consumer and how you drive value out of that shift to the front-end,” he said. “And that’s going to require data, analytics, and information.”

Already there are more active discussions with consumers, to better understand what they want. Is it no-touch packaging?

Low‑touch packaging? And what will—and won’t—they pay a premium for?

“Traceability is the name of the game,” added Clarke.

Tools like blockchain and RFID provide the platform for meeting burgeoning demands from consumers and regulators to know a product’s origin and for sustainability.

This supply chain visibility

AI-driven data, video, and robotic solutions are being used to improve forecasting, inventory management, package lifecycle tracking, and last-mile delivery. But making agility a reality also hinges on the human element.

and information will impact consumers, which in turn will impact the supply chain.

The message from supply chain experts is that the traditional model—to which most brands and retail organizations have adhered—has fractured. Now, what it makes sense to do has become very case-by-case, according to Browne.

Finding Solutions That Fit Each Company’s Needs

In comparing Dollar General to Tractor Supply, Yankee said there are a lot of similarities.

They both operate smaller format stores, in more rural locations, and they both must often respond to the same market conditions. But how they should address

Technology, systems, and processes are key drivers of agility and optimization in supply chains.

challenges will necessarily vary because of their unique assortments, vendor base, operating models, and on their end-to-end network and where they’re starting from.

It’s reflected in the varying initiatives retailers have recently announced embarking on to combat supply chain delays and meet customer demands.

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September–October 2021

FEATURE Kinks in the Chain

Bed Bath & Beyond is betting on new, larger distribution centers to overcome supply chain hurdles.

The company announced in July it will open distribution centers in Pennsylvania and California in the months ahead—to be operated by Ryder Systems—and plans to build four or five regional distribution centers in the next few years.

Bed Bath & Beyond (BBB), for example, is betting on new, larger distribution centers to overcome supply chain hurdles. The company announced in July it will open distribution centers in Pennsylvania and California in the months ahead—to be operated by Ryder Systems—and plans to build four or five regional distribution centers in the next few years.

The new centers will be highly

automated to streamline the cumbersome process of moving products from vendors to smaller facilities before delivery to their destination, either stores or customers’ homes. “It’s a critical part of the reinvention of the company to have a supply chain that meets the customer where she is,” COO John Hartmann told Bloomberg, with the hope that its $300 million investment cuts replenishment times at

BBB and Buybuy BABY stores from thirty-five to ten days.

In Michigan, SpartanNash, which operates close to 150 supermarkets, opened a $5.3 million, 55,000-square-foot microfulfillment center to handle the surge orders from its Fast Lane online shopping service, rather than filing orders from grocery shelves.

To start, the warehouse will deliver orders three times a day for curbside pickup at ten

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www.losspreventionfoundation.org September–October 2021

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LossPreventionMedia.com

n

Loss prevention management Loss prevention executives

grocery locations. In addition to freeing up stock space in stores, the company’s CEO told local reporters that it will permit more communication between pickers and customers on preferences from fruit ripeness to product substitutions. “We want to bring that high-touch, high-personal service into our e-commerce as well,” Tony Sarsam told MLive.

Vendors are eagerly trying to meet retailers’ needs for right‑fit solutions, such as Fillogic’s move to take underutilized space in malls and convert it into microdistribution hubs.

“Amazon can spend any amount on industrial real estate but building more big facilities is not cost effective for many retailers,” said Thayer.

“We provide an opportunity to maximize their existing supply chain without having to make a massive investment.”

Ongoing Transformation Crisis can often be transformative, and it appears that the pandemic continues to have that impact on supply chain management.

“Historically, I think the way we’ve managed our supply chain is we place these large orders, with large vendors, in large parts of the world, and we ship it in large containers, on large ships, to large warehouses, and then we wait for someone to haul it out,” said Browne. That “chunky” or episodic approach needs to be replaced by more of a “flow process” akin to water pipes, with strategically placed spigots or taps, which will depend on the customer.

“We may have a lot more ship-from-store, but it will be different for different brands.

It all depends entirely on the customer.”

“I love the idea, if you know what customers are going to buy, of being close to where consumers are,” said Clarke.

“Having inventory smartly colocated to where consumers can buy it is a win, but you have to get it right or you risk stranding your inventory.”

Planning is key, said Clarke, and while some retailers might be enticed by the idea of micro fulfillment and dark stores, shared distribution centers may make more sense. “You can’t run before you can crawl and walk.”

Garett Seivold is senior writer for LPM. A trained journalist, he has spent the majority of his career writing about security, risk management, supply chain, and loss prevention topics. He can be reached at GarettS@LPportal.com.

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September–October 2021

CERTIFICATION

The Loss Prevention Foundation (LPF) is a leader in educating and certifying retail loss prevention and asset protection professionals by providing relevant, convenient, and challenging educational resources. The LPF is dedicated to elevating the industry through its accredited LPQualified and LPCertified courses. For more information, visit losspreventionfoundation.org.

Certification for Those Outside the Industry W

Andrew Luther

The knowledge gained through the coursework can either make you a better loss prevention professional, or it could create opportunities outside of your current career path.

hile certainly a majority of those receiving their LPC or LPQ certifications are working loss prevention professionals, certification can also benefit those coming into the industry from other areas. Whether someone is a college student interested in a criminal justice career, a former law enforcement or military professional, or someone in another area of retail, certification offers both broad background on the business of retail as well as specific knowledge of essential areas of loss prevention expertise.

Andrew Luther, LPC Director, Loss Prevention Operations, Investigations, and Fraud Tractor Supply Company LPCertified in July 2021

Andrew Luther, LPC, has a different background than most loss prevention professionals, as he has spent the bulk of his fifteen-year corporate career in accounting and finance.

Eight years ago, he joined Tractor Supply’s internal audit team where one of his first assignments was to audit the LP organization. Five years after that initial audit, Luther was given the opportunity to join the LP team as the director of September–October 2021

LP operations, investigations, and fraud.

“I am passionate about continuous learning and self‑development,” said Luther when asked why he decided to pursue his LPC certification. “I feel like certification, no matter what field of work you are in, shows real dedication to your profession. I have strongly

it could create opportunities outside of your current career path. Either way, the benefits of certification are great.”

When asked if he had any key takeaways to offer someone considering obtaining their LPC certification, Luther said, “Don’t put it off any longer. Just do it now! I delayed starting the course thinking that I

Whether someone is a college student interested in a criminal justice career, a former law enforcement or military professional, or someone in another area of retail, certification offers both broad background on the business of retail as well as specific knowledge of essential areas of loss prevention expertise. encouraged my team to pursue the LPF certifications and wanted to lead by example.”

He added, “Going through the LPC course and exam has further confirmed to me the importance of having those that work with and around me obtain their certifications for the overarching realm of information provided as well as their own self-development.

The knowledge gained through the coursework can either make you a better loss prevention professional, or

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LossPreventionMedia.com

would knock it out when things slowed down. However, those of us in the loss prevention field know that things are not going to slow down, and we are only going to get busier.”

Brandon Kinney, LPQ International Organization of Black Security Executives (IOBSE) Scholarship Recipient LPQualified in August 2021

Brandon Kinney, LPQ, was one of twenty-two Continued on page 38

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Educating an industry, one leader at a time.

CERTIFICATION continued from page 36

Brandon Kinney

Since taking the LPQ course, I now have an understanding of loss prevention’s function in the retail environment.

recipients of a Loss Prevention Foundation LPQualified course scholarship awarded by the International Organization of Black Security Executives (IOBSE) at their 2021 spring conference. One of the pillars of the association is to provide education and training to college students to assist in keeping them abreast of current trends in security operations and technology. As a recent graduate of Savannah State University, the LPQ scholarship allowed Kinney to graduate with not only his degree in homeland security and emergency management, but also with the industry recognized LPQ certification.

“I didn’t exactly plan to get involved with the loss prevention industry but, like so many other individuals in the field, it fell into my lap, and I took the opportunity,” said Kinney, who landed a position with a major retailer as an LP associate after graduation.

“I now find myself in a position full of growth and support like I have never experienced before. However, I know that it is my job to ensure that I fuel my own development. Getting the scholarship allowed me to start that growth for my future before I even graduated.”

Kinney continued, “With my degree in homeland security and emergency management, I had background knowledge in some of the topics in the course like business continuity and crisis management. Since taking the LPQ course though, I now have an understanding of loss prevention’s function in the retail environment and how businesses manage emergencies. I also gained eye-opening information about how the retail loss prevention world is changing and how measuring success in the industry has changed over the years.”

September–October 2021

One of the pillars of the IOBSE is to provide education and training to college students to assist in keeping them abreast of current trends in security operations and technology.

When Kinney was asked if getting his LPQ certification had changed his expectations of LP as a career, he explained, “The LPQ certification has allowed me to view myself as a support function for the company I work for and not just a security guard. There are multiple levels of loss prevention that must all work

together for the good of the business, and I understand that more since going through the LPQ coursework. I would recommend anyone either already in the industry or looking to get into it, to take the Loss Prevention Foundation’s certification course. I think all could benefit from the knowledge it has to offer.”

Newly Certified Following are individuals who recently earned their certifications.

Recent LPC Recipients Caleb Blank, LPC, Ralph Lauren Amanda Cosgrove, LPC, Meijer Adam Halsey, LPC, Dick’s Sporting Goods Nick Johnson, LPC, Lowe’s Emylie Kanwar, LPC, LPQ, American Eagle Outfitters Andrew Luther, LPC, Tractor Supply Daniel Negron, LPC, Walgreens Whitney Plemons, CFI, LPC, Insight to S.A.F.E, LLC Vishaul Ravi, LPC, Amazon Harold Robinson, LPC, Fanatics Kurt Steffes, LPC, Meijer Keith Tobar, LPC, TJX Edmundo Velazquez, LPC, Aritzia Recent LPQ Recipients Kristin Carr, LPQ, Ferguson Enterprises LLC Adam Green, LPQ, Home Depot Scott Hartman, LPQ, Brevis Proeliis Consulting, LLC Stephanie Hayes, LPQ, Giant Food Stores Brandon Kinney, LPQ, TJX Ceri McQueen, LPQ, Dyson Melissa Nicholson, LPQ, Home Depot Sofia Rosende, LPQ, ALTO US William Simon, LPQ, Giant Food Stores Craig Strunk, LPQ, Walmart Taryn Weisberg, LPQ, ALTO US Marc Zucaro, LPQ, HelloFresh

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By Garett Seivold, LPM Senior Writer

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September–October 2021

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Willy Barton / Shutterstock.com

RETAIL EVOLUTION AND CITY TRANSFORMATION IN THE

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September–October 2021

FEATURE Retail Evolution and City Transformation

R

Brooks Rainwater

Michael Mandel

etail’s evolution will be reshaped in the years ahead by how stores assess the changing needs and desires of customers, but it will also be a byproduct of the environment in which stores are located. How cities evolve, and the action planners and officials take—or don’t take—to encourage vibrant communities and discourage crime will play an integral role in where stores are, what they look like, what risks they face, and how successful they are.

The futures of cities and stores are intertwined.

“Retail was hit hard by the pandemic. Longtime businesses closed and were not able to reopen—but they’re also opening in more innovative ways,” said Brooks Rainwater, director of the National League of Cities’ (NLC) Center for City Solutions, during the release in June of a new NLC report, The Future of Cities—Reenvisioning Retail. The report examines how city planners can support businesses in the retail sector and facilitate the meaningful evolution of retail.

The NLC project acknowledges that the fates of cities and retailers are connected. Retail forms the foundation for local economies, workforces, and community main streets. As goes retail, so goes our nation’s cities—and vice versa.

For retailers, the report is a call to engage more cooperatively with communities and city planners. As they transition out of the pandemic, cities are starting to confront choices and make decisions that will have significant impact on retail operations both near and long term.

Shaping Retail In the wake of the pandemic, city leaders have an unprecedented opportunity to help shape the retail landscape in ways that benefit the communities they serve.

“We are again at a critical inflection point in the way retail takes shape in our cities,” the report notes.

Much in the report’s findings and analysis will please retailers, including the fact that flexible

RETAIL EVOLUTION

is expected to respond to shifting demands, with localization of retail emerging as a trend. Retail will continue to expand beyond storefronts in business districts and into other parts of the community.

September–October 2021

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LossPreventionMedia.com

land use codes will likely persist postpandemic. Analysts noted that cities were compelled during the pandemic to decrease regulatory hurdles—to allow curbside dining, for example—and that it’s a “genie that will be hard to put back in the bottle.”

“Once retailers can do innovative things, it gets harder to tell them, ‘No,’” said Erin Simmons, senior director at the American Institute of Architects’ Communities by Design. During the pandemic, cities allowed restaurant tables and retail stalls to displace cars, she noted.

“Suddenly, this thing that cities focused on—parking—did not matter. And people loved it, and now they have a taste for what their cities can be.”

Simmons thinks cities are prime to embrace a more “why not” attitude for city spaces and hopes they recognize the need to drive people to public spaces with events, fire pits, play areas, reconfigured parking areas, and other investments to support the retail evolution to regain a foothold in commercial districts.

Given greater rein, experiments in retail could transform entire towns, said analysts. More experiential retailing, out-of-the-box experiences, and themed retail could be winners—and there is no shortage of businesses willing to give it a try. “People are thinking retail is a good area to start a business in,” said Michael Mandel, chief economic strategist at the Progressive Policy Institute.

The NLC’s message to city planners is to not stand in the way. “Retailers need the flexibility to meet the needs of customers—both online and physical—and cities must support them.” A hair salon needs reliable high-speed Internet to facilitate online scheduling, for example.

“Leading cities will enshrine

US Remote Workers’ Preferred Work Arrangement Once Restrictions Are Lifted

Return to Working in Office

Work Remotely Because Prefer To

Work Remotely Because of COVID-19

May 2020

35%

34%

31%

June 2020

33%

36%

31%

July 2020

28%

37%

35%

August 2020

31%

41%

28%

September 2020

35%

35%

30%

October 2020

37%

40%

24%

November 2020

-

-

-

December 2020

37%

44%

-

January 2021

39%

44%

17%

Note: “-” denotes no data Source: Lydia Saad and Adam Hickman, PhD, “Majority of US Workers Continue to Punch in Virtually,” News.Gallup.com, February 21, 2021

outdoor dining, retail, and people-friendly streets into their visions for the long-term success of their communities,” according to the NLC report.

City investments in technology could have important benefits for the retail evolution. For example, cities adopting parking space sensors and digital signage conveying parking availability to retail customers provides a benefit to surrounding business owners.

Additionally, many cities are investing in smart city programs that greatly increase the amount of data cities receive from their communities, and “cities have opportunities to make better use of that information and provide actionable insights to support their retail sector,” according to NLC’s recommendations.

For example, technology‑enabled cities can provide data on counts

of pedestrians or vehicles that pass a storefront each hour, which can help business owners better understand customer flow and adjust store hours accordingly. “Cities can amplify the benefit of [technology] investments through increased data sharing with businesses that could make use of this operational insight.”

City planners should also be more responsive to communities as they attempt to support a vibrant retail environment, says the NLC. “Most communities know what they want and what they need, they can reel off what their community doesn’t have,” said Simmons. “The people that live there have ideas, and you’re starting to see people’s minds expand with what can go into an old big-box store, for example.”

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More than 12,200 major retail chain store locations permanently closed in 2020, translating to 159 million square feet of emptied retail space.

“Now it is up to city leaders to make sure these spaces will continue to meet community needs,” the report concludes.

With a surplus of commercial and retail space, it is a prime opportunity for cites to pursue mixed-use development, meet demands for affordable housing, and make urban centers more walkable, according to Laurie-Anne Sayles, a councilmember in Gaithersburg, Maryland. “This is a prime opportunity for local governments to attract retailers that are going to repurpose empty city spaces in a new way to engage with residents.”

There are indications countrywide of the trend

September–October 2021

Laurie-Anne Sayles

FEATURE Retail Evolution and City Transformation

THERE IS A GAP

postpandemic between what communities need, what consumers want, and how retail is delivered. Aligning those interests requires cities to support retail evolution and to be proactive. toward mixed-use projects. In Miami-Dade County, Florida, commissioners just approved a $1.17 billion lease for a 43-acre mixed-use project of 1,700‑plus homes, retail space, a hotel, and a school. The former Niagara Falls retail shopping center is getting new life as a mixed-use development with retail and tourist attractions.

Locating Retail

“It’s crucial to meet customers where they are,” added Rainwater.

Whether that is online from their homes, or in brick-and-mortar storefronts in their neighborhoods, or in city centers.

Where retailers will locate in cities is unclear, according to Mandel. Little clusters of shops could increasingly dominate but downtown malls may also experience a surge in popularity. Retail will respond to consumer demand, but “It’s not yet entirely clear what people want,” he said. “And is it workfrom-home? Is it going back to the office?”

For some retailers it could be a time of complicated transition, depending on where jobs come back. “Some retailers might find that they are not in the right place,” he said. “But overall, there is more demand for retail than people probably think.”

September–October 2021

While questions remain, it seems clear that the pandemic has caused the division between work, life, shopping, and home to erode.

Communities are likely to evolve to promote a more seamless blend of all these experiences—and that’s a good thing, according to the NLC report. “The colocation of retail, public, and residential space benefits all,” it concludes.

“It’s crucial to meet customers where they are,” added Rainwater. Whether that is online from their homes, or in brick-and-mortar storefronts in their neighborhoods, or in city centers. “The flexibility of shopping from the location most convenient for the customer will remain a primary driver of sales.”

Retail evolution is expected to respond to shifting demands, with localization of retail emerging as a trend. Retail will continue to expand beyond storefronts in business districts and into other parts of the community, according to the report. The success of “buy

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LossPreventionMedia.com

local” movements during the pandemic and an emphasis on hiring local workers will persist as many retailers look to participate more fully in their cities and build strong business communities.

“Decentralized retail and the formation of neighborhood community hubs need to be prioritized,” according to the NLC. “The 15-minute city, in which most residents can meet their needs within a short walk or bike ride from their home, has been gaining traction again.”

There is a post-pandemic gap between what communities need, what consumers want, and how retail is delivered. Aligning those interests requires cities to support retail evolution and to be proactive, according to the NLC. “With continuing changes in the demand for commercial space and the desire for decentralized retail, cities will have to take the lead in developing solutions,” it concludes. For some cities, that will require addressing underutilized office and retail spaces, especially in core business areas.

Given that business travel to many cities remains sluggish to the detriment of related retail services like hotels, restaurants, and car rentals, “these cities must be active in repurposing spaces to serve community needs,” the report reads. “This could mean transitioning commercial office spaces to residential and encouraging residents to move back downtown. In contrast, other cities will have to adapt to assist retail moving into their communities.”

As cities begin to support the filling of empty storefronts or encourage distributed retail areas across the community, they should consider whether

zoning is too restrictive for potential low impact uses of space, the NLC believes.

For example, it thinks that small‑scale or artisan manufacturing can be a good companion to retail evolution, citing the positive experience of Nashville, Tennessee, after it added artisan manufacturing as a permitted land use to its code. Such businesses draw in customers interested in seeing the production process and are quiet, clean neighbors to traditional retail establishments, according to the NLC. Cities that have made it easier to establish pop-up businesses in empty spaces have also seen positive impacts, the group says.

Cities also need to look at diversifying, to help claw back from the pandemic-fueled recession and to create more resilient business development and job growth. “A diverse local retail economy will prove crucial,” the report insists.

Threatening Retail Evolution Crime is a complicating factor in cities’ relationship with retail.

Specifically, lax enforcement can work at cross purposes with efforts to build a vibrant retail environment. The situation in San Francisco underscores the risk of crime hijacking a city’s retail landscape, with shoplifting currently running retailers out of town and altering store hours.

At a May board of supervisors hearing in San Francisco, representatives of Walgreens said thefts at its stores there were four times the chain’s national average and had gotten so bad that it closed seventeen stores because business had become untenable. In July, Target announced that it was cutting store hours because of store theft—both opening later and

closing at 6:00 p.m. instead of 10:00. “With the safety of our guests, team members, and communities as our top priority, we’ve temporarily reduced our operating hours in six San Francisco stores,” a Target spokesperson said.

Such moves run counter to city efforts to attract shoppers and build a strong retail core but are often a consequence of other policies, such as treating the crime of shoplifting more leniently. In a piece in The New York Times, a San Francisco-based reporter said that people brazenly walking out of stores with merchandise is such a common sight that he once asked a Safeway clerk if paying for things had become “optional” in the city.

San Francisco is especially bad, but there are four other cities in the nation where retail theft is worse, data show.

Responding to the move

by Target, Rachel Michelin, president of the California Retailers Association, said she

wasn’t surprised, noting that the problem has been developing over several years. “There comes a point—with what we have shared with the elected leaders of the city—where these types of decisions have to be made,” said Michelin.

“The bottom line is when these employees don’t feel safe coming to work. That’s when they have to take these drastic measures.”

As cities look to revitalize in the wake of the pandemic, they need to account for the pandemic’s impact on crime, suggested a session at the NRF Converge conference in June, “The Quest to Rein in ORC.” While some of fallout was unavoidable, such as the economic hardship it caused, cities are also making unforced errors by allowing the risk-reward ratio to become skewed.

“More than ever the perception is of low risk, high reward—and recidivism seems to be peaking,” said Kevin

Rachel Michelin

Kevin Stone

Jennifer Marino

TO SUPPORT HEALTHY CITIES,

retailers should support the effort of law enforcement and city planners to rebalance the scales in favor of retail crime prevention and enforcement. One way is to highlight the full impact of crime and to expose it as a quality-of-life issue for communities rather than a loss-of-revenue issue for retailers.

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September–October 2021

FEATURE Retail Evolution and City Transformation

ORC

CRIME IS A COMPLICATING FACTOR IN CITIES’

relationship with retail. Specifically, lax enforcement can work at cross purposes with efforts to build a vibrant retail environment.

The situation in San Francisco underscores the risk of crime hijacking a city’s retail landscape, with shoplifting currently running retailers out of town and altering store hours.

John Goldyn

Stone, organized retail crime manager at Columbia Sportswear Company. “There are citations even for habitual offenders, and for those that are forwarded to prosecution, the punishments are minimal if charges aren’t dropped altogether.”

For cities, it seems to be a problem of policies and priorities.

While retailers are shortening hours or closing-up shop, Sergeant Jennifer Marino of the San Francisco Police Department said she is too resource strapped to help them. “I am one of two people doing [ORC] investigations for San Francisco, where it’s a huge problem,” she said. “Some retailers are closing store locations and others are contemplating it. We’re working with them, but it’s a trouble spot with legislation the way it is, and the way cases are adjudicated.”

Because of her office’s limitations, Marino acknowledged that she needs retailers to work together on cases and to bring

September–October 2021

investigations to her department fully baked. “The gift-wrapping of cases is critical because I am just one of two people, so if I can just walk it to the DA office, it can [move forward]. If I have to take it from ground zero, it’s not going to happen.”

It’s a clear mandate for individual retailers to join forces on ORC investigations when they share suspects—and outreach shouldn’t stop there. “We’re involved with the INFORM Consumers Act,” explained John Goldyn, senior director for loss prevention at Ulta Beauty, which would require basic information from online sellers that could disrupt illegal sales on online marketplaces. “We really want to work together as a group,” he said.

More retail friendly legislation on the local level can help those cities and build momentum for crime prevention, suggested Todd Isenhour, LPC, Lowe’s division director for asset

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protection, operations, and safety. “In North Carolina, we have a great ORC bill here that allows for the aggregation of cases into one charge,” he said, noting that local successes can help drive legislation on the state and federal level.

Retailers may also want to counter certain local legislative efforts, such as those that restrict security measures that retailers can employ to protect their associates. In Baltimore, for example, the city council voted in June to approve what would be the most extreme ban by a local jurisdiction on personal and business applications of facial-recognition technology.

To support healthy cities, retailers should support the effort of law enforcement and city planners to rebalance the scales in favor of retail crime prevention and enforcement.

One way is to highlight the full impact of crime and to expose it as a quality-of-life issue for communities rather than a loss-of-revenue issue for retailers. “I have found it easier [to get people interested] when it’s sold as a community problem rather than an individual company issue,” Isenhour said.

The impact on community has revealed itself in San Francisco, Marino acknowledged.

“There is suffering in our city.” Retail evolution and city transformation must work hand in hand to not only serve local communities better but also reduce crime that is negatively impacting both.

Garett Seivold is senior writer for LPM. A trained journalist, he has spent the majority of his career writing about security, risk management, supply chain, and loss prevention topics. He can be reached at GarettS@LPportal.com.

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TECHNOLOGY Tom Meehan, CFI anyaivanova / Shutterstock.com

Meehan is retail technology editor for LPM as well as chief strategy officer and chief information security officer for CONTROLTEK. Previously, Meehan was director of technology and investigations with Bloomingdale’s, where he was responsible for physical security, internal investigations, and systems and data analytics. He currently serves as the chair of the Loss Prevention Research Council’s (LPRC) innovations working group. Meehan recently published his first book titled Evolution of Retail Asset Protection: Protecting Your Profit in a Digital Age. He can be reached at TomM@LPportal.com.

Fake Vaccination Cards Spread as Delta Variant Ramps Up A

The FBI has a stern warning for the public—buying, selling, or using a counterfeit COVID-19 vaccination card is a crime. A punishable one.

s the Delta variant of the coronavirus continues to sweep the nation, thousands of counterfeit COVID-19 vaccine cards have started to flood the country. US Customs and Border Protection agents report they have now seized more than 121 shipments containing more than 3,000 counterfeit COVID-19 vaccine cards. The agency said agents have intercepted the shipments at the port of Memphis, Tennessee, all of them from China and bound for different cities across the nation.

Disguised as paper greeting cards in packs of 20, 51, or 100, the counterfeit cards look like real vaccination certificates, including spaces where the recipient can write their name, birth date, and vaccine information. While they look legitimate, complete with the Centers for Disease Control and Prevention (CDC) logo, the cards are often littered with typos, unfinished words, and even misspelled Spanish words, in some cases.

In addition to the recent surge in these fraudulent online purchases, officials are also combating citizens who are capitalizing on public fear, misinformation, religious beliefs, and strong personal resistance to getting the vaccine. Recently, a licensed pharmacist in Chicago was arrested for allegedly selling

September–October 2021

authentic Covid-19 vaccination cards on eBay, according to the Justice Department.

Falsifying COIVD Vaccination Certifications Is a Crime The FBI has a stern warning for the public—buying, selling, or using a counterfeit COVID-19 vaccination card is a crime. A punishable one.

In a statement, the FBI categorized the unauthorized use of an official government agency’s seal, such as HHS or CDC, as a crime. Citing this as an act that could be “punishable under Title 18 United States Code, Section 1017, and other applicable laws,” and added “do not buy fake vaccine cards, do not make your own vaccine cards, and do not fill-in blank vaccination record cards with false information.” In addition, the FBI has urged the public to not post photos of their vaccine cards to social media websites, citing “personal information could be stolen to commit fraud.”

A Growing Concern among College Officials There is growing concern among many colleges and universities in the US who require proof of COVID-19 vaccination for students to begin in-person instruction, with some universities

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placing a hold on acceptance into the institution until the student’s documents have been verified.

According to The Chronicle of Higher Education, at least 664 colleges and universities now require proof of COVID-19 vaccination.

However, the mandatory requirement has faculty and students concerned about how easy it is for students and their parents to get fake vaccine cards to “cheat the system,” according to a widely shared report by the Associated Press. With just a few clicks, one can search sites like Instagram, Twitter, and TikTiok for users selling “COVID-19 Vaccine Card Certificates,” to purchase illegally online.

One might ask, why would students or parents pay for fake vaccination cards and face expulsion or criminal charges, when they could easily get a free COVID-19 vaccine? Again, misinformation, religious beliefs, and personal choice are often the answer and unfortunately, “the science of good public health has gotten lost in some of the decisions that have been made in some places,” according to Dr. Sarah Van Orman, the chief health officer at the University of Southern California and COVID-19 task force member for the American College Health Association.

Retail Struggles on Consensus to Protect Workers and Customers While the Federal Trade Commission says vaccination cards were “not designed to be long-term proof of Covid vaccinations,” the discovery of fraudulent cards comes as more and more businesses and entertainment venues are requiring proof of vaccination to enter.

Starting in September, New York City will become the first city in the US to require proof of at least one dose of the COVID vaccine to participate in activities ranging from indoor dining, gyms, and performances. However, large-format restaurant chains are taking a variety of approaches.

McDonald’s now requires its workers, as well as customers, to wear masks in identified “high-risk” areas. Walmart, Target, and others are requiring workers to wear masks but only “recommending” that customers do too, in high-risk areas.

Additionally, major nationwide retailers like Gap Inc. and Walgreens are requiring corporate employees to be fully vaccinated as they aim to return to the office. The largest private employer in the nation, Walmart, hopes that requiring vaccination of their corporate staff will convince more retail workers to get the shots.

Larry Lynch, senior vice president of science and industry for the National Restaurant Association, recently stated, “We want to stick with the message that strongly encourages everybody to get vaccinated, but don’t want to create a situation where employees basically have a risk of physical assault, because it happened last year. That’s our biggest fear.”

David French, senior vice president of government relations at the National Retail Federation, echoes this concern and believes vaccine mandates for customers is not the “right step” for retail chains, as they would not be able to enforce such mandates.

Major nationwide retailers like Gap Inc. and Walgreens are requiring corporate employees to be fully vaccinated as they aim to return to the office. The largest private employer in the nation, Walmart, hopes that requiring vaccination of their corporate staff will convince more retail workers to get the shots.

“Store employees are not trained to be security enforcement people,” he said. “What do you do if someone says they’re coming in and not going to show their vaccination status?”

There Is Limited Technology to Assist Retailers As the COVID landscape consistently changes, there are other barriers to vaccine requirements for customers to overcome, aside from safety concerns. Many retail stores “don’t have any experience with requiring things like an ID to come into a store,” French said. The thought here is that it would hurt the quality of customer service by constantly scrutinizing shoppers’ vaccine status.

Unfortunately, limited technology is in place for retailers to easily check customers’ vaccine status nationwide. “There are some real practical problems with requiring vaccination status to enter a retail store,” French said. “It’s something a lot of retailers are scratching their heads at.”

People do have options, although they are somewhat limited. Vaccine passport apps like Clear Health Pass, VeriFLY, CommonPass, and VaccTrack (to name a few) work as a secure, contactless option for those looking to show proof of inoculation. The apps typically require personal identifying information, like biometric data and/or a government ID, to verify information and stop forgeries. The apps utilize security measures like encryption and blockchain technology to protect the health data of users.

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Trendsetting New York state was among the first to have a program in place with its launch of Excelsior Pass. This IBM-powered smartphone app allows users to display confirmed proof of vaccination or a negative test result. The app is free for individuals and businesses and is becoming a widely accepted form of proof of vaccination at venues across the state and has garnered interest for similar programs to roll out in other states throughout the nation.

Public Opinion on Vaccine Mandates Continues to Vary Public attitude toward vaccine mandates for customers remains divided, which is another consideration for businesses. A recent Quinnipiac University poll of 1,290 adults from July 27 to August 2 found that 52 percent support requiring proof of vaccination for airline passengers, 49 percent support vaccine proof for attendees of large sports and entertainment events, and just 37 percent support proof for restaurant customers.

“There are varying opinions on who should be required to prove they have had the vaccine. Yes, on proof of vaccination for those who fly, a toss-up for people attending large events, and a no for people going to restaurants,” said Quinnipiac University polling analyst Tim Malloy.

As the Delta variant continues to shape the global landscape, it is important to remember that everyone is working toward the common goal of providing a safe and secure way for people to return to their daily lives.

September–October 2021

People do have options, although they are somewhat limited. Vaccine passport apps like Clear Health Pass, VeriFLY, CommonPass, and VaccTrack (to name a few) work as a secure, contactless option for those looking to show proof of inoculation.

Larry Lynch

David French

SPONSORED CONTENT

ASK THE EXPERT

GraphicsMaker/ Shutterstock.com

Interview with Brad Campbell Campbell is the CEO at Riot Glass, where he leads a team of accomplished fenestration designers in their ongoing efforts to perfect elegant yet highly effective security glazing systems.

Campbell has been working in the security glazing space for over thirty years and is dedicated to the protection of his clients.

Security Glass Is It Worth It?

One of the newest innovations in the space is a system called access-denial glazing. This is a virtually invisible shield that is placed in front of the existing glass to create an “invisible board up.”

Why aren’t all retailers opting for security glazing?

Asset protection and loss prevention teams can sometimes have an uphill battle when advocating for security glass upgrades on storefronts. It seems that with all the recent looting, rioting, and general pandemic-related and legislative chaos, this would be an obvious security measure every retailer would initiate, but there are some sticky points to unravel.

First, let’s review the most recognized reasons it makes sense to upgrade to security glass. It can: ● Act as a deterrent ● Thwart forced-entry attempts ● Appease the insurance company ● Mitigate disastrous outcomes from unauthorized entry ● Prevent traumatizing key store employees ● Protect against the loss of irreplaceable items ● Guard against costly downtime, store damage, lost merchandise, and unsightly board ups These significant benefits should make security glass upgrades a very easy sell, right? Why would there be any pushback? The answers to these questions are not that simple, so it is important to address the most common concerns surrounding forced-entry glazing upgrades.

Retail stores need to remain “on brand,” so anything that would alter the much-thought-out look of the façade is generally going to be met with stiff internal opposition.

September–October 2021

What features can allow LP to gain the consensus needed to protect vulnerable storefronts?

A typical wish list from retailers entails some key features. Security glass upgrades must be: ● Virtually invisible with no visual “chatter” ● Extremely clear, usually requiring low-iron glass ● Cost effective ● Easily serviceable—low or no maintenance ● Really effective when under intense and prolonged attacks with multiple attackers using heavy tools Sounds impossible, right? Until recently, there were no solutions that met all these criteria, but with the advent of new security glass and framing systems from Riot Glass, the landscape has changed. You can have your cake and eat it, too—in other words, high-level security with no appreciable change to the aesthetic.

What is the typical process for gaining broad adoption within an organization?

Most clients want to see a live demonstration to verify firsthand that the system looks as advertised and works in a real-life situation.

When LP team members get to smash away on a demo, the confidence in that system exudes from them when selling upstream to key stakeholders.

The next step is usually a test store near corporate headquarters where it can be visited after installation for

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final aesthetics sign-off from the C-suite. From there, we usually see the first most-troubled stores being selected in the beginnings of a broader national rollout.

Last, the architectural team will begin to spec the system in new construction. This often requires custom design features to meet the desired look and feel of the current brand theme.

How are these systems value-engineered?

One of the newest innovations in the space is a system called access-denial glazing. This is a virtually invisible shield that is placed in front of the existing glass to create an “invisible board up.”

Typically, in a burglary attempt the security glass, although cracked and pummeled, remains intact to protect the store. Now, instead of replacing expensive security glass, the store need only replace the unbreakable polycarbonate shield at a significantly lower cost. In most break-in attempts, the glass behind the shield is not broken, so no board up is required, and it is business as usual with only small marks where the impacts landed.

Other innovations include unbreakable all-glass doors and frameless glass walls for interior mall and outdoor locations.

If you haven’t explored storefront security glazing lately, you might be surprised to find the solutions you have always wished existed are now available and being used broadly across the US.

JOIN OUR RESEARCH & RESULTS COMMUNITY The Loss Prevention Research Council (LPRC) conducts evidence-based research and provides a collaborative environment to develop crime and loss control solutions to improve the performance of its retail members, solutions partners, and entire retail industry.

Our research and team/individual development tools provide you with the necessary resources to combat theft, fraud, and violence.

CONNECT WITH NEARLY 70 RETAIL CHAINS & MAKE AN IMPACT IN YOUR ORGANIZATION

®

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info@lpresearch.org

The State of US Homelessness, Current Solutions, and Directions for the Future

By Mackenzie Kushner, MS

O

ver half a million Americans are currently homeless. According to a recent report by the Department of Housing and Urban Development, on a single night in 2020, approximately 580,000

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people were homeless in the United States, a 2 percent increase since 2019 and the fourth consecutive annual increase nationwide.

Nearly six out of ten people experiencing unsheltered homelessness in 2020 did so in an urban area, with more than half (53%) of all unsheltered people counted in the Continuums of Care (CoCs) that encompass the nation’s fifty largest cities. CoCs are designed to promote a communitywide commitment to ending homelessness—providing funding for nonprofit efforts and state and local governments to rehouse individuals and families

LossPreventionMedia.com

PLotulitStocker / Shutterstock.com

HOME IS WHERE THE RETAILER IS

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September–October 2021

FEATURE Home Is Where the Retailer Is

Over half a million Americans are currently homeless.

According to a recent report by the Department of Housing and Urban Development, on a single night in 2020, approximately 580,000 people were homeless in the United States, a 2 percent increase since 2019 and the fourth consecutive annual increase nationwide. while minimizing trauma and dislocation and promoting access and use of mainstream programs. There are approximately 400 of these programs covering virtually the entire US in urban, suburban, and rural communities.

Contributing Factors to Homelessness

In addition to personal risk factors, our society has created structural conditions placing those already at risk for homelessness closer to the streets.

The breadth, causes, and consequences faced by these growing homelessness populations turn what many believe to be a nuisance into a major public health concern. Homelessness is closely tied to deteriorated mental and physical health, issues related to substance use, exposure to HIV infection, and other life-threatening illnesses. While some of these issues may appear prior to homelessness, these problems are exacerbated by various factors associated with barriers to health and mental health care, lack of adequate food and shelter, and limited resources and social services. Furthermore,

September–October 2021

many homeless individuals come from a background of maltreatment or victimization, having dealt with substance abuse and mental health issues as well as having been in foster care or incarcerated. Rates of homelessness are also higher among racial minorities and LGBTQ+ individuals.

In addition to personal risk factors, our society has created structural conditions placing those already at risk for homelessness closer to the streets. Since 2012, the US has been facing a rental affordability crisis whereby the number of low-cost units (less than $600 in rent per month) has fallen by 3.1 million, and the number of units renting for $1,000 or more shot up by 5 million. All the while, the federal response to address affordable housing needs has been characterized by funding delays and less-than-adequate subsidies, contributing to the uptick in homelessness. In fact, a recent study commissioned by the Department of Housing and Urban Development (HUD) found the lack of affordable

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housing to be a main driver of unsheltered homelessness—a problem exacerbated by COVID-19 and its associated financial crisis.

And while emergency, temporary shelters serve as a safety net for these individuals, the lack of beds and barriers to entry and services keep individuals on the streets.

According to HUD’s 2020 Annual Homeless Assessment Report, there were 301,589 beds in emergency shelters across the US. In that same year, there were an estimated 550,500 homeless people across the country. Common barriers to access include sobriety restrictions, mandates to participate in treatment, and the exclusion of individuals with criminal records.

Homelessness-Related Crime and Disorder Homelessness is intrinsically related to the built environment—different structures provide temporary shelters for transient individuals as well as place constraints on the activities of homeless people (for example, where they travel and their day-to-day activities). A growing number of homeless people are using commercial retail locations for shelter and personal hygiene.

Further, some beg or intimidate customers and associates for money, causing them to feel annoyed, threatened, or fearful.

Others may shoplift or use that area to buy, sell, or use drugs on the premises, leaving drug paraphernalia behind.

Local retailers, among others, have become more vocal against issues related to homelessness and, while

legislation criminalizing homelessness for vagrancy and loitering has been on the rise, homeless populations continue to pose a problem in commercial areas. These areas tend to appear run down, dirty, and disorganized and have many of the markers of what qualifies as disorder—described by researchers G.L. Kelling and C.M. Coles as “aggressive panhandling, street prostitution, drunkenness and public drinking, menacing behavior, harassment, obstruction of streets and public spaces, vandalism and graffiti, public urination and defecation, unlicensed vending and peddling,” among others. In addition to these “nuisance offenses,” the encampments become hubs of criminal activity, including the buying and selling of drugs, physical and sexual violence, and property offenses.

There are clear consequences of this for the local community and its businesses. Physical disorder and street crime surrounding retail areas, such as the examples mentioned earlier, may deter legitimate shoppers from entering businesses, leading to diminished sales.

Additionally, the heightened risk of criminal offending includes property and violent offenses against retailers and employees. Numerous reports suggest that stores are seeing high rates of petty shoplifting, and in some cases, violent altercations between offenders and employees.

While some locales have begun to initiate antihomeless policies, such as “no sit, no lie” ordinances, anticamping restrictions, and

anti‑food‑sharing policies, these issues persist across the US. So much so that retailers have initiated their own strategies to protect their people, places, and products.

Stores like Walgreens have closed multiple locations in San Francisco due to petty theft, while CVS Pharmacy has asked its employees not to intervene in these cases because thieves often attack them. Other businesses, such as Target, have opted to restrict their hours in high-risk areas to reduce thefts and homeless‑related security issues.

Alternative solutions, however, are possible and may lead to more cost‑effective crime reductions that help businesses safeguard their people and profits and address the underlying issues of homelessness. While more research is needed, following is a brief discussion of current solutions. While many of these solutions have legal underpinnings, these legal,

policy, and structural practices have not necessarily been made with a public health perspective in mind and may neglect many of the underlying issues pressing these communities.

Current Solutions and the Need for Systematic Change Crime Prevention through Environmental Design.

Businesses can protect themselves, their merchandise, and their employees through various environmental and administrative interventions. These include crime prevention through environmental design (CPTED) practices and architectural deterrents, such as enhanced lighting, exposing those on the premises to “uncool” classical music or opera, and “bumproof” outdoor benches that prevent homeless people from getting comfortable; examples include antihomeless spikes, wave‑shaped benches, sloping seats, and benches with

Businesses can protect themselves, their merchandise, and their employees through various environmental and administrative interventions, such as enhanced lighting, exposing those on the premises to “uncool” classical music or opera, and “bum-proof” outdoor benches that prevent homeless people from getting comfortable.

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September–October 2021

Numerous reports suggest that stores are seeing high rates of petty shoplifting, and in some cases, violent altercations between offenders and employees.

FEATURE Home Is Where the Retailer Is

A growing number of homeless people are using commercial retail locations for shelter and personal hygiene.

Businesses may also protect their goods by using a range of product protection solutions, including keeper boxes, associate notification systems, and security tags.

Further, some beg or intimidate customers and associates for money, causing them to feel annoyed, threatened, or fearful. Others may shoplift or use that area to buy, sell, or use drugs on the premises.

central armrests. And while this type of repelling architecture may stop homeless people from getting comfortable, it may be difficult to distinguish between a homeless person and a tired individual looking for a place to rest or read a book. Furthermore, the threatening appearance, level of annoyance, and discomfort created by these mechanisms may leave legitimate shoppers and visitors feeling unsafe and on edge. Finally, the use of these defensive designs do not address the underlying issues pressing the growing homeless community.

Enhancement of Retail Security. Instead of using these defensive and seemingly hostile architecture designs, business owners may push toward active monitoring or patrolling of their stores, parking lots, and vicinity.

For example, they may use armed or unarmed security personnel at store entrances and increased staffing on the store floor.

September–October 2021

Commercial spaces may also benefit from the use of CCTV cameras, although the crime reduction evidence is mixed and may depend on the type of crime. For example, these cameras may not prevent a homeless person from getting into an impulsive violent altercation and may do even less to prevent loitering.

Businesses may also protect their goods by using a range of product protection solutions, including keeper boxes, associate notification systems, and security tags. However, it is not just product protection that is of concern. Rather, business leaders are also worried about the safety and well-being of their associates and customers.

Security tags on goods and alarms being triggered when unpaid merchandise goes through the front door is not going to stop some of these dangerous situations. Instead, guards and professionals trained in handling shoplifting and these forms of homeless-specific

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issues should be utilized to best safeguard people.

Policing Homelessness and Disorder. The general idea of dealing with physical and social disorder to prevent crime has become commonplace across policing strategies, from “order maintenance” and aggressive “broken-windows” practices, whereby police attempt to impose order through strict law enforcement, to “community” and “problem-oriented policing” tactics. In the former, law enforcement is called upon to respond to people living outside, criminalizing homelessness, and to issue citations and arrests for minor “public nuisance” crimes—such as loitering, camping, food sharing, and public urination—that are likely not to be committed if the person had some form of shelter.

In fact, according to the California Policy Lab, people experiencing unsheltered homelessness surveyed between 2015 and 2017 reported an average of twenty-one contacts with police in the preceding six months, which was ten times the number of those living in shelters.

These order-maintenance approaches, such as the Safer Cities Initiative (SCI), can lead to significant reductions in violence, property and nuisance crimes, and disorder with little crime displacement when policing practices are in tune with the local criminal environment.

However, effective interventions that focus on a specific locale will typically only make shortterm differences and provide few benefits on a larger spatial and temporal scale.

A common criticism of these types of policing

strategies is that they do not address the systemic issues of crime, homelessness, and their intersection. In contrast, “problem-oriented policing strategies,” consisting of law enforcement attempting to produce order and reduce crime through cooperation with community members and resources and addressing the underlying crime-generating issues, may be a more promising direction.

Investment in Community Resources. Historically, local laws have penalized activities associated with being homeless, such as sleeping in public and panhandling. These “crimes” are often classified as misdemeanors, resulting in arrests and fines and do not address the underlying issues surrounding homelessness. In addition to being ineffectual in getting homeless people off the street, having a criminal record can be a major obstacle in accessing housing, employment, and mental health or substance-related treatment, while continuing the cycle of people between hospitals and jails and the streets.

Additionally, these stays in jail may disrupt people’s health care and disconnect them from their communities, potentially worsening underlying mental health or substance use issues.

Policy makers must also address whether these small and short-term reductions in homelessness and homelessness-related crime are worth the enhanced law enforcement costs. For example, the SCI consisted of a massive influx of law enforcement resources to Skid Row in downtown Los Angeles. While it appeared

that it may have been effective in clearing the tent cities, open‑air drug markets, and nearby business districts of crime and disorder, it was extremely costly to produce.

The cost of fifty additional officers was estimated at $6 million dollars a year while each arrest was estimated to cost the city of Los Angeles $4,300, totaling out to $118 million spent during the lifetime of the program. Although these costs are not paid directly by local businesses, these services come from community tax dollars and funds that may be better spent on creating additional permanent housing and social services for local homeless populations, and creating long‑term crime reductions related to homelessness in the retail sector. In short, policing disorder and homelessness programs infused with community and

problem-oriented principles, such as focusing on hot spot locations, modifying the underlying conditions that generate crime and disorder in these spaces, and forming strategic partnerships with community-based and social service organizations, seem best positioned to generate more permanent crime control gains and strengthen police‑community relations.

Further, these partnerships would benefit from the involvement of community leaders and local business owners. With multiple parties focused on this issue, there is an opportunity to find common ground and reach common goals while acknowledging the various priorities among the parties.

According to research, effective partnerships between law enforcement, homelessness service providers, community

Homelessness programs infused with community and problem-oriented principles,

such as focusing on hot spot locations, modifying the underlying conditions that generate crime and disorder in these spaces, and forming strategic partnerships with community-based and social service organizations, seem best positioned to generate more permanent crime control gains and strengthen police-community relations.

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September–October 2021

Historically, local laws have penalized activities associated with being homeless, such as sleeping in public and panhandling.

These “crimes” are often classified as misdemeanors, resulting in arrests and fines and do not address the underlying issues surrounding homelessness.

FEATURE Home Is Where the Retailer Is

Loss prevention practitioners and other key players should begin to take a more preventative, rather than reactive, approach

to homelessness by addressing the underlying issues faced by downtrodden and displaced members of their community, and not relying solely on police, who may not have the time or resources to address these situations as they arise.

No single solution will solve homelessness and homelessness-related crime. Rather, communities, business leaders, service providers, and law enforcement should come together to address these issues systematically.

leaders, and impacted business owners can be achieved through the following stages: 1. Develop shared goals, clearly define roles, and engage all critical stakeholders.

2. Use data to understand local needs and assess progress made in addressing these needs.

3. Review and align local laws and ordinances to support the goals of the partnership.

Equip law enforcement officers, homeless service provider systems, store managers, and associates with appropriate protocols and training to provide assistance to homeless individuals.

4. Divert people from the criminal justice system while supporting long-term stabilization.

Concluding Thoughts and Next Steps No single solution will solve homelessness and homelessness-related crime.

Rather, communities, business leaders, service providers, and law enforcement should come

September–October 2021

together to address these issues systematically, for example, using CoCs. Furthermore, loss prevention practitioners and other key players should begin to take a more preventative, rather than reactive, approach to homelessness by addressing the underlying issues faced by downtrodden and displaced members of their community, and not relying solely on police, who may not have the time or resources to address these situations as they arise.

Following are next steps that should be of primary importance to researchers, retailers, and community leaders to best address homelessness. Keep in mind, the solutions are not limited to this list. More research and collaboration are needed if we are to succeed at addressing this public health crisis. To start, collaborative, intersystem teams should take the following steps: ● Understand the scope of homelessness and homelessness-related crime and how it relates to business practices.

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● Benchmark

current practices taken by members of the retail community to address homelessness and homelessness-related issues. ● Train store management and employees on whom to contact regarding homelessness services and to recognize when policing resources are not necessary.

Developing a homelessness “toolkit” is one example. ● Support local practices that address affordable housing shortages, such as Housing First, Assertive Community Treatment (ACT), and trauma-informed care. ● Leverage cross-system partnerships to take stock of common challenges, share innovative practices, and identify areas where future policy guidance and technical assistance would be beneficial. ● Build a robust list of cost-effective, evidencebased practices for retail organizations to address homelessness and homelessness issues within their community.

MACKENZIE KUSHNER, MS, is a research scientist at the Loss Prevention Research Council and doctoral student in the Department of Sociology and Criminology & Law at the University of Florida. Her research focuses on interpersonal violence, as well as developmental and situational crime prevention. She is interested in utilizing this background to initiate and support the development of wholistic, multimodal crime prevention strategies for at-risk individuals. She can be reached at mackenzie@lpresearch.org.

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From CEOs to Directors, Managers to Store Associates and beat cops to Command staff, ETD is for anyone who is dedicated to elevating their mastery in applied interviewing techniques.

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RETAIL COMMUNITY Stefanie Hoover, CFI Sasun Bughdaryan / Shutterstock.com

Hoover is AVP strategic accounts and business development at ALTO USA. She is a member of the ASIS Retail Council and IAI Midwest Chapter Executive Board, and has over twenty years’ experience in retail loss prevention. She can be reached at shoover@alto-us.com.

Battling the Beast of ORC W

It’s not uncommon to see loss prevention leaders and advocates calling for enhanced legislation on organized retail crime (ORC)—sometimes as the only possible solution.

ith over forty years of experience in law enforcement, loss prevention, and as an adjunct professor, one could simply assume Karl Langhorst is passionate about retail crime. After working with him for seven months, I can tell you his passion runs deep. We have had many thoughtful conversations about the state of our industry, and what follows are his thoughts in his own words on a topic we have discussed often. I agree with Langhorst—we can continue to cry “no fair” or we can do something. It’s our choice.

Legislation Can’t Be Treated Like a Silver Bullet

Karl Langhorst

Frustrations are mounting for retailers of all sizes, all across the country. In addition to the quantifiable changes like an uptick in theft and monetary losses, retailers report a rise in the brazen nature and violence of ORC offenders, as well as a lack of accountability to stem the tide of recidivism.

Unfortunately, with continued economic strain in the wake of the COVID-19 pandemic and local laws that deprioritize prosecution

September–October 2021

for shoplifting, this trend is unlikely to turn around on its own.

It’s not uncommon to see loss prevention leaders and advocates calling for enhanced legislation on organized retail crime (ORC)—sometimes as the only possible solution.

Though I agree ORC laws should be reviewed regularly and enhanced as needed, I’ve also been around long enough to know that these efforts have been going on for many years with varied success.

Making the Most of Current Laws Instead of looking at new laws as if they are a silver bullet, it’s time for retailers, law enforcement, and prosecutors to partner and make the most of the protections available under the current statutes.

After all, if foundational issues related to business and law enforcement relationships, law enforcement and prosecution resources, and evidence collection aren’t addressed, no amount of legislation will overcome these problems.

This is called making lemonade from loss prevention lemons, a skill some forward‑thinking asset protection experts have already

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sharpened in some of the country’s most embattled cities.

Getting on the Same Page The first step to improve prosecution outcomes—and, therefore, create safer communities with less recidivism—is to connect with your local prosecutor’s office and law enforcement. In-store staff are under pressure every day, but a communication barrier between equally busy groups can signal a lack of interest to take this issue seriously, inevitably slowing the judicial process and potentially creating animosity.

t’s possible to make an impact in the battle against ORC today using existing laws.

For example, members of the justice system often lament the struggles they have when working with retailers. When building a case, they might receive incomplete incident reports, insufficient data on repeat offenders, or improper witness statements. This isn’t the fault of in-store staff members, they just don’t

have the expertise to know what to do.

That knowledge gap also extends to prosecution.

In some cases, witnesses don’t know how to make themselves available for follow-up statements to aid the investigation. When a case makes it to court, they may not know how to handle subpoenas or may become overwhelmed with the court’s process.

Additionally, calls from law enforcement investigators and prosecutors to retail AP staff can go unanswered, leading to case dismissals. This sends a message to offenders that there are no consequences for their actions.

From the Inside Out To start moving in the right direction, we need to work together on getting the most of the laws we currently have. Retail AP leaders need

to take a very focused look at their internal processes as they relate to reporting criminal activity, then develop a well-defined strategy and staffing model to support law enforcement and prosecutors as they navigate from the initial report to the courtroom.

This might mean reconsidering what AP’s “work” includes. The best solution might be out of your comfort zone—but that’s okay. For some large retailers, it might include tapping your legal department to expand its expertise to criminal law so that the legal department can support cases in areas of the country where prosecution is an uphill battle.

Additional “boots on the ground” AP resources might also be necessary in challenging markets to collect evidence needed for prosecution and to guide cases throughout the investigation and prosecution process.

We should continue to apply pressure on our government officials to take a more proactive approach to crime and ORC legislation.

However, it’s possible to make an impact in the battle against ORC today using existing laws.

These resources would work in addition to and in alignment with the ORC team, on the ground, in each market, developing relationships and responding to each incident.

We should continue to apply pressure on our government officials to take a more proactive approach to crime and ORC legislation. However, it’s possible to make an impact in the battle against ORC today using existing laws. Let’s take a long look in the mirror and ask ourselves how we can better support local officials in holding offenders accountable.

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September–October 2021

Total Retail Loss

Helping Retail Understand its Profit Potential

See the BIG picture when it comes to identifying loss and driving profitability

The Total Retail Loss Certificate Course is Now Available!

The Total Retail Loss concept adopts an inclusive approach to understanding how retail businesses are affected by loss, covering all aspects of the organization, not just shrink. Based upon detailed research with retailers from around the world, Total Retail Loss is increasingly regarded globally as the ‘Gold Standard’ for building a robust and forward-looking retail loss prevention strategy.

The Total Retail Loss Certificate Program is an interactive, e-learning course available to all retail employees, loss prevention professionals, and law enforcement professionals.

Go to www.lpPRO.com and sign up today to take advantage of special introductory pricing for individuals and for corporate licensing!

Total Retail Loss is an LPF-CERTIFIED certificate course developed in collaboration by

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ADT Commercial Loss Prevention and the Bottom Line E

ffective loss prevention methods are increasingly relevant to protect retail’s volatile profit margins, especially as new threats and pressures emerge from the pandemic. The loss prevention pillars of security, shrink, and safety hold true as retailers adopt advanced technologies to combat theft, improve operations, and drive efficiency.

Seamlessly implementing innovative technologies is a complex process made easier by collaborating with a trusted and experienced partner to help evaluate your risks and propose holistic solutions.

This technology can be a powerful tool, not only for detection and deterrence, but also for enforcement and prosecution.

Workforce. Stringent hiring, management, and training practices that include clear communication about repercussions of employee theft can help reduce internal theft. Point of sale (POS) software that requires staff members to log in individually, coupled with video surveillance of cash registers, has also proven effective at helping reduce this costly area of shrink.

a combination of data analysis, cross checking, and reconciliation of orders and clear assignment of roles and responsibilities for in-store staff.

Safety According to the National Retail Federation, an estimated one in four American workers is employed in retail, so the safety and security of employees is a primary concern for retailers that can be enhanced through measures that also improve store efficiency.

Security Professional Monitoring. The backbone of a robust loss prevention program is a professionally installed, 24-hour monitored electronic security system that includes burglar and fire alarm systems, access control, and video surveillance, both inside and outside the facility.

Smart Cameras. Analytic software built into many of the newer security cameras and other devices can detect and document all areas of loss, helping retailers better understand and pinpoint each source of loss so it can be addressed.

Lighting and Physical Barriers.

Perimeter lighting and other physical barriers like roll-downs—similar to garage doors or bolsters that prevent vehicles from ramming through storefronts—offer an added layer of security to a store’s exterior.

Shrink The most prominent areas of shrink—namely, loss from internal theft and external shoplifting—can be addressed, to some degree, by product level protection using security tags or electronic article surveillance (EAS).

Smart Tags. Smart or alarming EAS tags integrated with a store’s video surveillance system can trigger a video recording of a theft event in addition to sending an audible alarm.

Online Returns. The growing trend of buying online and returning in store (BORIS) is putting more pressure on retailers to ramp up visibility and auditing of inventory. Robust POS and security practices are key to reducing incidents of fraud in this area.

Source Tagging. Applying tags at the point of manufacture, or source tagging, can help to ensure merchandise is protected upon arrival to the store, freeing up associates for other necessary tasks and reducing labor costs, while also helping to support vigilant inventory reconciliation.

Software analytics supplemented by video surveillance at critical areas along the supply chain can also be used to pinpoint whether cargo was actually received or not.

Human Error. Combatting nonmalicious loss like administrative error is part of effective, overall store management further addressed by

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Retailers who take the fire, life safety, and security of their stakeholders seriously can build consumer and employee confidence that the store is a safe and welcoming place.

Additionally, their efforts can serve as a deterrent by conveying the message that the store does not tolerate and will prosecute criminal activity.

Retailers faced with changing consumer shopping preferences and evolving threats are turning to innovative new technologies as well as proven methods to bring a holistic approach to their organizations. These safety measures can help protect employees, assets, and profits while building long-term customer loyalty.

For more information, please visit adtcommercial.com.

September–October 2021

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InstaKey 3 Secrets To Improving Your Lock and Key Program T

he daily management of locks and keys is critical for security but can become a formidable challenge operationally. Keys get lost, so locks get changed, which is just a cost of doing business, right? Wrong.

Marcus Young, director of asset protection for United Supermarkets, knows this challenge all too well.

With a regional footprint of close to 100 grocery stores and limited field resources, it became difficult for stores to maintain lock standards efficiently and keep costs down. It also wasn’t easy to get locks changed in a timely or cost-effective way, since many locations are remote and area locksmiths control the timeline and outcome.

“We’ve tried everything from locksmith callouts to electronic cylinders and keys and even layering in some access control.

All of which came with substantial upfront conversion costs and resulted in even higher than expected recurring management costs,” said Young. “There just had to be a better solution available.

We needed to find a manageable, yet simple lock and key program, especially one with controllable recurring costs.”

In early 2019, Young discovered InstaKey’s Key Management program that is specifically designed

to resolve the management challenge of locks and keys while lowering costs.

3 Secrets to Better Key Control Standardize. The first secret is to standardize your lock and key program with “restricted keys,” meaning they cannot be duplicated without your authorization. This makes it easier to keep track of keys in circulation and offers peace of mind that there will be no unauthorized key duplicates.

Look to create an operational culture at store level that tracks who has which of these keys, preferably serialized, and “get the keys back” upon key holder transitions. If the keys are restricted and you get them back, you will not need to change your locks. But if you are using an unrestricted key solution, meaning the keys can be easily copied, are stamped “Do Not Duplicate,” and/ or are available to locksmiths, the odds of maintaining a secure environment are not in your favor.

Technology. This brings us to our second secret—use simple lock change technology that allows for controls at store level. Whether using restricted keyway interchangeable cores or InstaKey’s “user-rekeyable locks,” these solutions allow locks to be changed on site without tools or locksmith assistance. When managed properly, these solutions are efficient and cost effective. No more time spent trying to find a locksmith, waiting for arrival, or paying high callout and/or product replacement fees.

InstaKey’s user-rekeyable locks resolve concern by providing a simple, do-it-yourself lock change process called “rekeying.” The cost of the rekeying lock change is comparable to the cost of a new set of keys and truly is as simple as a single key turn. Not only is it faster and more cost-effective, but it

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can be accomplished by anyone and at any time.

“The biggest selling point for us about InstaKey was the cost-effectiveness in no longer needing locksmith services. Once I saw the projected ROI from rekeying the stores ourselves, it was a no-brainer,” added Young.

Management Software. Our third secret—optimize the lock and key programs through inclusion of cloud‑based technology. Look to include your lock and key program data with other operational and security metrics.

InstaKey’s cloud-based Key Management Software oversees all aspects of any lock and key program.

From initial virtual survey collection through key holder monitoring, this solution provides tracking history for all types of keys, key holders, locations, and locks no matter who supplies it.

It also allows for cloud-based, storelevel key assignments and tracking, recurring automated audit, and data sharing for consumption within your own infrastructure.

“InstaKey’s attentiveness to our team is so refreshing and their new virtual surveying has made the lock collection process easy. Once our locations are rolled out, the whole system comes alive giving us the online tracking and reporting we have been looking for, helping our stores to be more efficient and compliant. We definitely found the program and values we were looking for,” said Young.

For more information, visit InstaKey.com or contact them Sales@InstaKey.com or 800-316-5397.

LossPreventionMedia.com

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March Networks Reducing Retail Shrinkage with Integrated Video, POS Data, and Analytics R

educing shrinkage is a constant battle for today’s retailers.

An easy, cost-effective solution that can help you win the fight is certainly worth consideration.

You’ve likely invested in a point-of-sale (POS) system to help manage many areas of your business. It captures incredibly valuable data that can assist you in making informed decisions about store operations. Incorporating video surveillance with that data adds another layer of intelligence, with visual insights that can reveal a host of new business information.

March Networks Searchlight™ for Retail integrates surveillance video with your POS system data and other business analytics to help increase profitability by reducing losses from theft and fraud, and improving operations, customer service, and marketing.

How It Works Searchlight provides an all-in-one tool for managing your video surveillance. It offers loss prevention and business intelligence benefits with visual insights about all areas of your business.

By integrating video with POS data, this cloud-based system alerts retailers to instances of potential theft and can reduce investigation time from hours to minutes. Furthermore, Searchlight’s business analytics deliver valuable insights on occupancy, speed of service, and customer interest.

Quickly Locate Suspicious Transactions Convenient, exception-based reporting tools let you rapidly search by store location, employee, and transaction type. These reports allow you to review

March Networks Searchlight™ for Retail combines enterprise-class, reliable video management with intelligent software applications to help business owners cut losses from theft, oversee operations, improve service, and drive profitability. Searchlight data is available on your smartphone or tablet via the March Networks Command™ Mobile Plus app.

transactional data integrated with video to quickly investigate instances of potential internal theft, and to evaluate employee behavior at the POS. For example, perhaps you’d like to see all voided transactions. You can easily view this data and click through to see associated surveillance video to verify they were, in fact, legitimate voids and not errors or fraudulent transactions.

You can also review video and transaction data right from your smartphone or tablet via the March Networks Command Mobile Plus smartphone app. From anywhere and at any time, check on your store to see live and recorded video and even review full receipts with associated video for rapid fact verification.

Increase Store Profitability with Business Analytics Searchlight’s wealth of analytics can help to uncover customer trends and key performance indicators based on factors, such as which store turns more shoppers into buyers, the time or day most people are waiting in line and for

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how long (to measure customer service and implement staffing changes), or the success of a particular promotion. There is also the option to export this data to an Excel file to incorporate it into your own charts and reports.

Flexible Payment Options Searchlight for Retail is offered in two convenient payment models: Capex, for businesses that prefer to buy the solution outright, or as a monthly service in the cloud. The latter lets businesses bypass some of the larger capital expenses normally associated with video surveillance and pay monthly for system access, monitoring, and administration.

The information an intelligent video system uncovers can be incredibly valuable, and, in some cases, could save you thousands of dollars. To learn more, visit searchlight.marchnetworks.com.

September–October 2021

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CONTROLTEK Smart Solutions to Support the Digital Transformation in Retail W

ith so many unexpected changes in 2020, we have seen a widespread digital transformation of the retail industry evolve faster than ever.

As the pandemic continues to present new challenges in 2021, it looks like these changes are here to stay. Many retailers have turned to newer technologies to optimize their operations in areas like omnichannel shopping, self-checkout, contactless, and inventory management.

RFID has gained a lot of traction in the retail industry, where businesses use its versatile technology to do everything from supporting a retail loss prevention system to tracking merchandise throughout the entire supply chain.

With almost limitless potential in asset tracking and inventory management, RFID provides retailers with precise stock information and valuable customer insights so they can create a more personalized shopping experience.

Partnering with an experienced RFID solutions provider is essential for retailers to find a solution that fits the unique needs of their business. For more than forty-five years, CONTROLTEK has been working with its clients to solve a wide range of business problems in cutting-edge ways that bridge security and efficiency. Our mission is to help retailers overcome today’s challenges while preparing their businesses for tomorrow.

By focusing on future-ready technology that supports the digital transformation of retail, we provide retailers with customizable solutions for loss prevention, asset tracking, inventory control, and much more.

Rapitag: Bringing E-Commerce to the Retail Store

create a true seamless self-checkout experience. Also, customers can scan an item with their mobile device and complete their purchase online while the security tag unlocks itself for automatic loss prevention.

We have recently partnered with rapitag, the worldwide leading tech provider for secure mobile checkout and unique customer experiences in retail, to offer the world’s first patented anti-theft IoT security tags for one-click-buying.

Powered by the Internet of Things (IoT), rapitag’s smart tag automatically unlocks after an item has been purchased, allowing customers to simply choose the items they want, ring them up at self-checkout or from their mobile device, pay, then leave with their purchases, without the need for a detacher or further store associate assistance.

As more consumers expect a seamless, convenient shopping experience from retailers, automation has become a major part of the digital transformation of retail. In addition to the growing popularity of omnichannel experiences like BOPIS (buy-online, pickup-in-store) and curbside pickup, the next generation of retail gives more control to the customer.

Self-checkout has become a widespread feature in many stores, particularly in big box stores and grocery stores.

Rapitag’s smart retail solutions

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By placing more power in the hands of the customer, retailers can use rapitag to collect valuable insights about the customer experience, bringing the data-driven nature of e-commerce into the physical store.

Rapitag enables retailers to support the future of omnichannel shopping, where the digital and physical worlds of retail are integrated to create a highly personalized shopping experience for consumers.

Rapitag’s smart retail solutions offer automated loss prevention that retailers can start using right away while they prepare to implement the newer digital solutions on the horizon, such as AI-powered inventory management, cashierless stores, and personalized shopping experiences in store and online.

LossPreventionMedia.com

ControlSpan: Robust RFID for Asset Tracking and Inventory Control In the latest expansion of our RFID solutions offering, we released ControlSpan, our RFID software for real-time asset tracking and item-level visibility of the retail store. ControlSpan automates the inventory tracking process to provide retailers with 99 percent accurate, real-time visibility of their entire stock—from production to point of sale, streamlining omnichannel sales and enabling them to sell to the last unit.

Our RFID software combines cloud, mobile, AI, and IoT technologies to bring full visibility of your operations right to your fingertips. ControlSpan brings all the power of RFID into one platform so retailers can easily manage their inventory and track their assets with an intuitive, mobile-first software solution.

By integrating ControlSpan with your existing systems and technologies, retailers can transfer data between systems in real time to get the most accurate overview of your organization. For example, retailers can connect ControlSpan to their current enterprise resource planning (ERP) system to start collecting and analyzing customer data in order to better anticipate shopping trends and changing customer expectations.

By implementing ControlSpan, retailers can future-proof their

businesses with the near-endless potential of RFID technology.

ControlSpan is managed with our highly customizable mobile app that is easy to use for employees across your enterprise, so you can start using it right away. And with our flexible PaaS subscription plans, retailers pay only for what they need, so they can easily scale their RFID operations alongside their company’s growth.

secure merchandise while gaining real-time inventory, asset tracking, and advanced reporting to future-proof their businesses.

InFlight RFID automates inventory management by using Bluetooth to sync with other RFID readers and update stocking information in real time so that retailers have the most accurate view of store inventory.

InFlight RFID: Versatile RFID Hardware Solution

InFlight RFID introduces the next generation of RFID as EAS technology. As the world’s slimmest RFID reader, InFlight RFID can be mounted on a wall or a ceiling to provide virtually unmatched stealth capabilities in a discreet design that doesn’t disrupt the customer experience.

InFlight RFID is the first and only RFID as EAS system that uses LiDAR time-of-flight sensors to collect accurate data about the speed and direction in which a tag is moving. With this state-of-the-art RFID technology, retailers can more easily interpret system alarms and determine if an item is being stolen, which results in virtually no false alarms.

Combining advanced RFID technology with a sleek design, InFlight RFID provides highperforming retail loss prevention with the potential to expand its capabilities even further.

Retailers can use InFlight RFID as part of their loss prevention program to

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Remote diagnostics also result in less downtime for retailers, so they can reduce service costs and easily keep up with routine maintenance to ensure the highest possible performance of their system.

About CONTROLTEK

At CONTROLTEK, we understand the unique challenges that retailers face as the industry shifts toward a new generation of retail. With inventory visibility and the customer experience at the forefront of retail digitization, retailers need customizable solutions from a solutions provider that works with them to prepare for the future. Our range of versatile RFID solutions provides high-performing asset protection, automated asset tracking and inventory management, seamless self-checkout, valuable customer insights, and much more. Contact us at controltekusa.com or call 888-808-6970.

September–October 2021

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Detex Combating Break-in Threats in the Retailer World T

he retail industry poses a special challenge for security professionals. Other types of facilities like hospitals, airports, and middle schools don’t have bullseyes on them quite like electronics stores and shopping malls.

To start, the security needs of retail establishments vary quite a bit from one to the next. Dollar stores are different from home improvement stores, which are different from department stores.

Restaurants, too, have their own unique set of challenges.

Even then, if you put top-of-the-line security hardware on every door, you may still have store managers and employees unwittingly compromising the effectiveness of such measures just in the normal course of doing their jobs.

There are a lot of issues to consider and potential soft spots to protect—loss prevention, access-controlled employee entry, emergency exit control, merchandise deliveries, restricted entrances, trash removal, securing outside gates, and more. You need a comprehensive approach and systems geared for your specific applications.

Some companies, certainly those with stores that are higher risk, will do an assessment of their locations and create special security plans. We would recommend that everybody, regardless of the size of your establishment or the nature of your goods, have an assessment done or do one yourself. Everyone should have a security plan that is suited to their specific circumstances, needs and vulnerabilities.

Get Good Counsel

Ideally, you’d have your supplier and your distributor—or integrator, as we sometimes call them—involved in this assessment process. The distributor deals with many different products from many manufacturers.

They can be instrumental in providing a broad-based solution.

Plus, your distributor will be stocking the right products for you, so he can supply it at a moment’s notice. If a break-in occurs and something needs to be replaced and/or installed immediately (next day), it is frequently the distributor who is going to make that happen, as opposed to waiting on the manufacturer.

Your distributor is an invaluable ally who can recognize vulnerable spots you might not have noticed, or potential issues you haven’t anticipated, to say nothing of helping

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you get the most protection for your security investment.

From a physical security perspective, shoplifting and employee theft are the two big issues that keep a security director up at night. The right security door hardware products can help by preventing someone from exiting through a door they’re not supposed to or keeping a shoplifter from bolting out a side or back door. But sometimes, solutions to prevent one problem can indirectly lead to others.

Security hardware can also help prevent employee mistakes. For example, if you put an alarm on the wall to monitor a door, but then store management—to temporarily take care of a necessary task like taking out the trash—turns the alarm off with their key and leaves it in the off position. Then the money you’ve spent to buy the alarm and have it installed is wasted.

LossPreventionMedia.com

There are solutions that can help retailers with these types of situations.

Detex or another manufacturer of security door hardware can offer things like key retention or key stop, ensuring the alarm is reset when the key is removed. You might have an employee entrance with a card key access from the outside, that has delayed egress (to prevent shoplifting) from the inside. There are products that help you limit the amount of time a back door is open.

You can disarm, but with a time limit.

If the door is propped open maybe you’ve got 4 minutes or 8 minutes or 10 minutes to do what you need to do, and then the alarm resets itself.

It is important to know that these options are available to you to provide as much security as possible where it is needed most. The important thing is to understand the intent of the security systems. Here again, your distributor or integrator can help you determine the ideal solution, rather than just sticking an alarm on the door, especially if said alarm may not be on most of the time.

Smart Money

We had a retail customer wanting to purchase our heavy-duty, break-in prevention hardware for the doors at all of their locations. They just assumed that it was smart to get the very best product and hoped there would be a cost savings if they standardized it for every store.

Then their distributor stepped in. He realized that this retailer had only experienced a small number of break-ins across their entire network. Also, what

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they sold wasn’t high-dollar merchandise—certainly not the kind of products that burglars typically target. Buying a bunch of our most expensive security door hardware was overkill. His counsel to them was, “Why do you need a high-dollar product on every location? Let’s only put the break-in prevention doors where they are really needed.”

He consulted with us, and we came up with a much more cost-appropriate solution that provided the appropriate level of security for that particular business.

Outdoor Needs

Home improvement stores, garden centers, lumberyards, and any stores that include a patio area have the same types of security concerns, plus the wear and tear that comes from exposure to the elements.

You can find access control devices that allow entry from the outside via keypad or card reader. There are hinge side bolts that further secure your outside area by preventing hinge cutting.

Door-prop alarms deliver an audible warning when a gate is held open.

A key thing here is to make sure your outdoor security hardware solutions are built to withstand harsh weather conditions. There are outdoor versions of each one of these products that can stand up to rain, snow, sand, storm winds, and extreme temperatures at either end of the thermometer.

Once again, your distributor or integrator can help you determine precisely what you need for your location and circumstances.

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September–October 2021

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SOLUTIONS SHOWCASE

Sensormatic Solutions Gain Four Levels of Visibility to Counter the Growing Impact of Shrink—Today Gaining insights into shrink at events at every stage—from supply chain to storefront—is an opportunity for retailers today. Here’s why.

T

he concept of shrink isn’t new, but the problem is growing—and so are the obstacles to preventing it. Shrink costs retailers nearly $100 billion USD per year, and according Craig Szklany to the National Retail Federation (NRF), losses outside of traditional stores are becoming more prevalent. In fact, NRF’s pre-pandemic survey found that just under half of shrink incidents (49%) happened in stores, while 26 percent happened online, and 19 percent happened via omnichannel sales.

While the pandemic made in-store shrink more difficult for would-be shoplifters, retailers have rapidly reopened and have experienced expanded areas of shrink. Employee, e-commerce, and returns fraud, meanwhile, is expected to increase as economic pressures put greater strain on workers’ finances.

In other words, retailers need holistic, integrated loss prevention systems that range from the supply chain to storefronts more than ever. That’s exactly what Sensormatic IQ from Sensormatic Solutions offers.

insights on where shrink is really coming from. Is it vendor fraud, employee theft, shoplifting, or organized retail crime?

“The second is identify the loss,” continued Szklany. “In other words, to know which items were taken and understand where to direct mitigation efforts.”

The impact of the loss goes beyond just the theft of an item. It also leads to missed selling opportunities, because the item is no longer on the sales floor or available for fulfilling a BOPIS (buy-online, pick-up-in-store) commitment. When a shopper wants that item, a retailer can’t deliver it because they simply don’t know it’s gone. If they did, they could rapidly restock it and avoid the lost sale.

While COVID-19 might have temporarily reduced traditional shrink, the rapid pivot to omnichannel retail illuminated the need for solutions that deliver complete, enterprise-wide visibility into every aspect of shrink.

Sensormatic IQ: An Intelligent Operating Platform for Retail

To empower retailers with solutions to shrink at every level, Sensormatic Solutions now offers shrink visibility throughout the enterprise via radio frequency identification (RFID) enabled storefront systems and item-level electronic product code (EPC) data combined with Sensormatic IQ predictive analytics and insights. Shrink visibility offers real-time understanding of what items go missing, along with when, where, and how many items are gone. EPC item-level inventory data and loss prevention events are integrated with retailer and partner ecosystem data that leverages advanced cloud‑computing technologies for a clearer view of shrink.

Together, these data points become predictive insights as part of an enterprise-wide shrink view, allowing retailers to forecast and remediate areas of significant shrink at every stage,

The Need for Enterprise-wide Loss Prevention Solutions

“There are two pressing trends in loss prevention today,” explained Craig Szklany, Sensormatic Solutions VP of global solutions management and marketing. “The first is a desire to capture

Sensormatic Solutions’ RFID-based exit solutions enable storefront visibility, providing the item-level insights needed to proactively reduce shrink.

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from source-to-store—and everywhere in between.

“These solutions provide item-level visibility into how many were lost, what was lost, when it was lost, and the value of what was lost,” Szklany explained.

With the availability of smart sensors, IoT infrastructure, and other external applications, retailers have more data at their fingertips than ever before—no matter where they are in the digital transformation process. Sensormatic IQ integrates diverse data streams under a single platform umbrella, making it easy for retailers to act on intelligent, data-driven outcomes and generate the predictive and prescriptive insights needed to fast-forward retail.

Four Levels of Visibility into Shrink

Sensormatic IQ delivers visibility into every layer of shrink throughout the retail enterprise. “Most retailers have some form of EAS at their storefront or the ability to alert when losses happen at the exits,” Szklany said. “But few of these systems are connected to broader, enterprise-wide loss prevention solutions. A lot of systems today can tell you something left the premises without being paid for, but not what that item was, how many items were taken, or how much the loss cost you.” However, he added that RFID-based exit solutions enable “storefront visibility,” providing the item-level insights needed to proactively reduce shrink.

The next level is item-level visibility at the sales floor level, allowing retailers to identify high-theft items, and which zones are more at-risk for shrink events or show vulnerabilities for organized retail crime. “RFID technology enables true item-level visibility, where retailers can really pinpoint where theft is occurring, at the category and zone level, and can take proactive measures to mitigate in high-theft areas,” he said.

Then there’s “transaction visibility,” where RFID is integrated at the point of sale to mitigate employee fraud and “sweethearting.” Scanning RFID-tagged merchandise as part of

Sensormatic Solutions’ RFID Overhead 360° delivers visibility into inventory and shrink level analytics. This overhead solution is a discreet alternative to traditional EAS pedestals while providing wide exit coverage in a smaller footprint.

the checkout process ensures that only the item purchased leaves the store without exit systems alarming.

Lastly, there’s “receiving visibility,” which is the ability to assess whether products that were ordered were accurately received. “That’s where vendor fraud or vendor error can be mitigated,” Szklany explained. “When a supplier ships the wrong product or a different quantity of product than what was ordered, whether intentionally or accidentally, it still has an impact on selling opportunities and the shopper experience.”

It’s clear that an integrated, enterprise-wide loss protection system that delivered visibility into each layer of shrink is needed. But none has existed—until now.

RFID Overhead 360°

With so much at stake—and with so much visibility needed—Sensormatic Solutions has introduced RFID Overhead 360°, an RFID-powered storefront solution that delivers visibility into inventory and shrink-level analytics. It’s a discreet alternative to traditional EAS pedestals while providing wide exit coverage in a smaller footprint.

“Because RFID is an enabling technology in our exit systems at the storefront, it provides a level of detail that most retailers don’t have when they think about shrink,” said Szklany. “They know they have losses, but they often don’t know the item-level details for losses.

Sensormatic IQ, along with RFID-enabled exit systems at the storefront, can do exactly that. And our RFID Overhead

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360° is the latest solution in our portfolio.”

RFID Overhead 360° is a fully scalable system capable of providing traditional loss prevention as well as EPC item-level inventory intelligence.

When combined with TrueVUE Inventory Intelligence and RFID tags—both of which leverage the power of RFID and the cloud to deliver a single, connected view of item-level shrink across the enterprise—RFID Overhead 360° and the entire suite of solutions powered by Sensormatic IQ give retailers the holistic visibility they need to monitor and mitigate shrink at every level.

The History—and Future—of Loss Prevention Solutions

“Our over 50-year legacy of loss prevention and store performance solutions provide optimal protection and deliver valuable insights to help solve retail’s biggest challenges,” Szklany said.

“We’ve built our leadership reputation by consistently delivering innovative, high-quality solutions designed to better manage shrink, inventories, shopper activity, and staffing to improve operations and boost profitability.”

And while that may be the essential backstory, what Szklany has in mind is the future. “The Sensormatic IQ flexible and open operating platform can incorporate insights from edge devices, such as POS, sensors, EAS, RFID, computer vision, and more—capable of delivering AI predictive and prescriptive models to help retailers find an enterprise-wide shrink view,” he said.

Szklany added, “It’s not just for one store or one region. It’s genuinely enterprise-wide shrink intelligence that drives predictive, shrink-related business directives at the category, brand, and store level. It’s truly the future of loss prevention. And the future is here today.”

September–October 2021

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SOLUTIONS SHOWCASE

ThinkLP What Is Your Single Source of Truth?

N

ow, more than ever, retail loss prevention teams need to leverage all data available to them.

Each day, they receive this data from internal reporting systems and outside solution providers. The more information brought into one central place, the more informed strategic decisions can be made.

Your Business Intelligence Platform

At ThinkLP, our platform allows our clients to gather data from everywhere. It starts with our

For example, several of our clients have leveraged this in gathering health screening data during this pandemic.

We at ThinkLP understand that every client is different, and there are many segments of retail and nonretail. Each client may or may not be involved in various sales mediums, such as e-commerce, BOPIS, or curbside pickup. Each LP department may have different responsibilities, such as safety, compliance, operations, HR, ORC, or brand protection. Every client

needs to be asked, at this location, or what is the correct amount of X for this location. No more having to check multiple locations and systems to answer these questions. The intelligent platform can also provide the history of each question for that location. For questions deemed not in compliance, you have the option to type in an action plan or pull up one you have already generated for that question.

Sometimes, we may focus on the word “audit” and lose sight of how effective this tool can be.

Any type of checklist or review can

is different and needs a unique business intelligence platform.

be conducted within the ThinkLP Audit platform. You may have specific high‑risk merchandise that gets checked multiple times a day.

Locations may be required to conduct opening and closing checklists.

Stores may have any number of selfassessments they conduct. In addition, field personnel outside of LP may conduct assessments in their stores, distribution centers, or warehouses.

Loss prevention departments typically have many responsibilities related to compliance. ThinkLP affords our clients the ability to stay up to date on all compliance-related tasks by automating most of these functions.

store portal system that allows our clients to use existing templates or customize their own. These forms can be filled out by personnel within the stores or locations on any device, including mobile.

These incident forms may include theft reports, employee injuries, customer accidents, etc. You, the client, decide what information you want to capture.

Intelligent Audit Working for You

Another way to gather actionable data is through the Intelligent Audit Platform at ThinkLP, which is truly just that—intelligent. Based on the location profiles created, the system will “automagicaly” know if this question

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Audits could even be used for vehicles to address driver safety. All of these examples allows for the capture of more data, which can be leveraged to make data-driven decisions.

Customized Dashboards

All dashboards should be based on the specific position and span of control for each individual. Also, when any field representative enters a store location,

Overcoming Challenges Together

Recently, we participated in a solution‑provider summit for a prospective client. This summit let the retailer hear from its solution providers about new technology to assist in the retailer’s efforts. In addition, the purpose was to learn from each other how we could help the client by working together and

Unlimited Possibilities

This article only scratches the surface of ThinkLP’s capabilities. We have not even touched on workflow automation, team and task management, alert rule builder, or auto AI data discovery, to name a few. Also, our clients continue to find creative ways to leverage our platform, which was on full display during our recent user forum. From linking the ThinkLP portal directly to their

With the amount of data that’s available, it is more important than ever to have it all in one place for that “single source of truth.”

This then converts the data into actionable intelligence or information with a purpose, which is needed to make strategic decisions.

the person should have all available data for that store and in a dynamic dashboard. By looking at the entire store’s or location’s metrics and then drilling into those outliers, you ensure they are focused on the right metrics in that specific location. This allows more time to address these opportunities, get to the cause, and develop plans to address them.

Compliance Is No Longer a Pain Point

Loss prevention departments typically have many responsibilities related to compliance. ThinkLP affords our clients the ability to stay up to date on all compliance-related tasks by automating most of these functions.

A great example of this is our OSHA integration, which has helped our clients remain compliant while also increasing productivity. The more we can automate and streamline business practices, the more effective our clients can be.

integrating solutions. As solution providers we may compete in some spaces, but we all want what is best for our clients. The more we can work together to tackle challenges, the better we all become. Working together has certainly been challenging during this pandemic, so we look forward to more in-person client interactions and trade shows where we can collaborate on further innovation in the LP space.

At ThinkLP, we already integrate with many solution providers and are in discussions with others.

This, again, allows our clients to see all their data at one time. A perfect example of this is our big data analytics platform—we have our own but integrate with several others to ensure our clients have options. The more data we can bring into the ThinkLP platform, the more our clients can dramatically impact their total retail loss efforts.

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main website for direct customer data input, to conducting ORC tactical store visits within the ThinkLP Intelligence Platform, there are no limits to what ThinkLP can help you accomplish.

With the amount of data that’s available, it is more important than ever to have it all in one place for that “single source of truth.” This then converts the data into actionable intelligence or information with a purpose, which is needed to make strategic decisions.

Come take a look at ThinkLP’s award-winning software for yourself.

Reach out at ThinkLP.com/contact-us to schedule a free consultation and demonstration of what ThinkLP has to offer and why we are leading the industry in innovative LP software.

September–October 2021

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PEOPLE ON THE MOVE To stay up-to-date on the latest career moves as they happen, visit the Professional Development page on the LPM website LossPreventionMedia.com.

To inform us of a promotion or new hire, email us at peopleonthemove@LPportal.com.

Professionals Advancing Their Careers Ryan Crumpton was promoted to LP market manager at Academy Sports + Outdoors.

Edward Lipsey and Nathan Raines, CORCI, CECI are now regional AP managers at Advance Auto Parts.

Mohamed Samir, MBA is now LP manager at Alshaya Group (Egypt).

Amazon announced the following changes: Rossy Qureshi, Mike Watson, James Warmbrod, LPC, Armon Brenae Holcomb, Mike Murphy, Eric Stone, CFI, LPC, Jeff Gauldin, and Dale Hatfield, CPP, FCPP, CPTEDP, SAS-AP are now regional LP managers; Kenny McCarty is now an interim regional LP manager; Eman Hassan (Egypt), Samir Dermoune (UK), and Gary Parkes (UK) are now cluster LP managers; Matthew Mckenzie, Trent Steward, Michelle Roopchan, and John Bradley, LPC, CFI are now multi-site LP site leads. The following were promoted: Bonny Johnson to data center physical security manager; Roger Zlotolow to business data analyst; Tiffany Hernandez to strategic investigative solutions, logistics investigations specialist, the Americas; and Ram Menon to senior regional manager for aviation security EU (Germany).

Bobby Haskins was promoted to VP of retail partnerships at Auror.

Heather Watson is now senior investigator, distribution and logistics at AT&T. Matthew Workman is now a regional LP manager at AutoZone.

Emmett Donovan is now a regional risk manager at Banfield Pet Hospital.

Charlette Coleman is now a LP market manager at Barnes & Noble.

Tim Ruggiero was promoted to director of LP at Barnes & Noble College.

Neven Zunic, CFI was promoted to regional LP manager at Bed Bath & Beyond / buybuyBABY. Paula Wilson was promoted to stored value card investigator at Best Buy. Jeff McAvoy is now a regional AP manager at BJ’s Wholesale Club.

Miguel Salveron is now a regional LP manager at Brandbank Group (Australia).

Tayton Fain is now director of asset and revenue management at Caleres.

Bill Gallo is now manager of supply chain analytics at BRIX Holdings.

Sandro Righi is now chief risk officer at Building Something New at the Dock (Brazil).

Natália Guedes was promoted to LP coordinator at Americanas (Brazil).

Patrick Strahan and Alana Theis are now district AP managers at Burlington Stores.

Mike Collopy was promoted to new product security, Apple TV+ at Apple.

Elias Serrano was promoted to LP inspector at C&A (Brazil).

Jocelio Bezerra Rodrigues was promoted to regional head of LP at Assaí Wholesaler (Brazil).

Jordan Shelest is now a regional AP manager for Canada / Alaska at Cabela’s (Canada).

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Adriano Araujo was promoted to risk management coordinator at Carrefour (Brazil).

Ray Fritz, CCII is now a regional LP manager at Carters.

Gabriel Montes is now director of security and property protection at Casa Ley S.A. de C.V. (Mexico).

Allan Valeriano was promoted to LP coordinator at Cencosud S.A. (Brazil).

Lorena Calderon is now corporate food safety consultant at Chick-fil-A Corporate Support Center.

Tyler Skiba was promoted to manager, security operations center and digital fraud at Chico’s.

Christian Soto Silva is now LP supervisor metropolitan region at Chilexpress (Chile).

Greg Mitchell was promoted to manager, security and LP at Circle K (Canada).

Ryan Dzwigalski, CFI, LPC is now director of LP at Cookies Retail.

Stuart Forsyth is now project lead target hardening at Coles (Australia).

Seonhyun (Michael Kang) kang is now a regional security manager at Coupang Fulfillment Services (South Korea).

Derek Keefe is now manager of LP at Cracker Barrel.

Matt Connor, CFI is now director of LP, commerce, and operations at David Yurman.

Moises Rosario, MA, Tim Judy, and Erin Walker-DeCastro, LPC are now

Tommy Nelson is now director of security, and Howard Weisel is now corporate manager of security at Mohamed Abdelaziz is now regional GXO Logistics.

Dan Butler was promoted to governance, risk, and compliance regional LP manager at Harbor manager–MENA at Delivery Freight Tools.

Hero (Egypt). regional AP managers, and Eva Shkurti is now a district AP leader at CVS Health.

Ron Pacchioli Jr. is now a district LP manager, and Joshua A. Foster IV is now a multi-unit AP manager at DICK’S Sporting Goods.

Alvar Orellana Mc Bride, CPP was promoted to director of corporate security at DiDi (Chile).

Dan Fullerton is now manager of AP, and Lori Guzman, CFI is now a regional LP manager at Dollar Tree Stores.

Nick Niehaus is now corporate safety and security manager at Everything But the House.

Ruben Roye is now LP coach privacy coordinator at The Fashion Society (Belgium).

Heidi L was promoted to group retail LP data manager at Frasers Group (UK).

Matt Brenner was promoted to senior director, head of global security at Gap.

William Connors was promoted to divisional LP manager at Giant Eagle.

Ruben Castillo and Michael Cavallo, LPQ are now regional LP managers at Gopuff.

Bud Homeyer is now executive VP, enterprise solutions at Interface Security Solutions.

Antonio de Jesús González Gaytán is now a regional security leader at GP Logistics (Mexico).

Raul Esquivias is now a regional security manager at Gucci.

Brooke Cash was promoted to regional safety manager at Harris Teeter.

Nicola Williams was promoted to senior LP analyst, and Mark Dobson is now LP operations manager (UK) at Hermes.

Home Depot announced the following promotions: Debra Lussier to senior manager of supply chain AP for the rapid liquidation and reverse logistics centers; Tony Rengel to senior manager of supply chain AP for the Downstream Operations–East Coast; James Spargo to regional AP manager; and Steven Mathis to district investigator. The following are other changes: Michael Merritt is now chief security officer; Sam Alvarado, LPC is now senior manager of supply chain AP for the West Coast for upstream platforms; Greg Thomas is now senior manager of supply chain AP for the Northeast Coast for upstream platforms; Jeremy Fincher is now senior manager of supply chain AP for the Southern upstream platforms including Crown Bolt facilities; Peter Melas is now senior manager of supply chain AP for the transportation security program and international transload facilities; Ryan Wagers is now senior manager of supply chain AP for the downstream operations West Coast; Robert Pope is now supply chain AP senior manager of governance and accuracy for supply chain, reverse logistics, and transload facilities; Kameron Miller is now supply chain AP manager of governance and accuracy for upstream and transload operations; Priya Devarajan is now supply chain AP manager of governance and accuracy for downstream and RLC operations; Ron Horn, CFI, LPC, and Paul Chu are now supply chain AP managers, with oversight for the regional fulfillment centers and

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adjoining home delivery facilities; Joshua Harvey, Nick Balamaci, and Joanna Wilkes, LPQ are now supply chain AP managers; Anthony Virgillo, Robert Crist, Sabine Engelby, and Louis Covin are now supply chain AP supervisors; Ben Siems is now senior analyst, SC governance, audit and accuracy; and Joel Cirbo, Michelle Reil, and Robert Hurd are now multi-store AP managers at Home Depot.

Claudia Joya, LPC was promoted to district LP manager at HomeGoods–TJX Companies.

Gregory Keeley was promoted to director of LP at HS Brands Global.

Sheila Tyree is now manager of risk management at J Crew.

Kevon Abshier was promoted to senior manager of supply chain AP at JCPenney.

Antone Crawford was promoted to area profit protection manager, and Gavin Hill was promoted to security operations center manager at JD Sports Fashion (UK).

Alan Costello is now a profit protection area manager at John Lewis & Partners (UK).

Walt Kaminski is now a district LP manager at Kohl’s.

Adam Hertel is now a district AP specialist at Kroger.

Mourad Ababa is now an international area LP specialist at LC Waikiki (Morocco).

James Stark with Prosegur Security has been named to the board of directors with the International Supply Chain Protection Organization (ISCPO).

Hector David Gil Bustos is now manager of services and security at Libertad (Argentina).

Roberto Zeoli is now head of security at Loro Piano (Italy).

September–October 2021

PEOPLE ON THE MOVE Yazmine Ramos is now president, and Yarimel Viera Medina, MBA is now VP with the LP Organization of the Caribbean.

Justin Hill was promoted to area AP manager, and Arthur To is now an AP specialist (Canada) at Louis Vuitton.

Todd Isenhour, LPC was promoted to director of investigations and fraud mitigation, and Joel Tejada was promoted to district AP manager at Lowe’s.

Paul Haughton was promoted to stock and systems specialist at Morrisons (UK).

Brian Rogalski is now a district LP manager at NAPA Auto Parts.

Fernando Paz and Daniel Rodriguez are now area LP managers at The RealReal.

Varun Iyer is now an area LP officer at Reliance Retail (India).

Jason Shepard, ARM, CFE is now director of risk management at Top Golf.

Justin Kemp, LPQ was promoted to VP of operations at LPM Media Group.

Millie Kresevich, LPC and Kimberly Willey, CFI were promoted to senior directors of AP at Luxottica.

Jessica (Bello) McCulloch is now a senior investigator at Macy’s.

Eduardo Luarte Vega is now LP planning manager at Mercado Libre (Chile).

Fabiano Canuto is now a regional LP manager, and Fernando Cruz, Rauania Ribeiro, and Débora Felix are now senior LP analysts at Mercado Livre (Brazil).

Prabhakar Sajja is now a district safety and LP manager at Metro Cash & Carry (India).

Maurice Cloutier is now district operations/AP manager; Michael Hopson and Bryan Wiles, CFI are now district AP managers; Kevin Ward and Marcel Ashford are now area AP managers; Corey Hilton was promoted to district AP manager of supply chain; Josue Chavez is now a market investigator; and Claudia Melano, LPQ was promoted to regional investigator at Nordstrom.

Adam Rutkowski, LPQ, CFI is now an AP area manager at Nordstrom Rack.

Dominik Tim Vanicek, CPO is now co‑chairman, Germany at the Overseas Security Advisory Council (Germany).

Lee Faill is now head of security and health & safety Benelux and Nordics at Richemont (Netherlands).

Scarlet Bloyd is now a regional AP leader at Rite Aid. Sam Amini and Page Level are now area LP managers at Ross Stores.

Michelle Jaffe Gallay was promoted to VP of operations and LP at Saint Laurent.

Cem Colpan is now security and LP manager–Americas at Saint Laurent.

Target announced the following promotions: Adam Mendoza to AP director; Tina Bakken to manager of RedCard fraud prevention; Alan Quinones and Cassandra Perry to AP business partners; and Matthew Logan, LPC is now AP strategic coordinator.

Alan Wu, CFE is now a security expert at Tesla (China).

Gabriel Figueroa is now field investigations manager for the Southeast; Christina Nolin, CFI, LPC, Sarah Hartman, CFI, LPQ, and Rob Street are now district LP managers; and Megan Smith, LPC was promoted to market LP manager at TJX. Jesse Charo is now a LP specialist at TravelCenters of America.

Mehmet Teoman Tanriverdi is now LP manager at Trendyol Express (Turkey).

James Roberts was promoted to risk manager–Australia and NZ at Valiram (Australia).

Matt Braun is now director of anti-corruption; Lauren Jackson is now supervisor of investigative analytics; and Forest Joel is now an investigator at Victoria’s Secret.

Tracy Simonetti was promoted to lead director, AP solutions at Walgreens.

Patrick McEvoy was promoted to VP of risk and fraud at Saks Off 5TH.

Royce Polasek is now a regional operations and LP manager at Sears Authorized Hometown Stores.

Barry Markowitz is now a multi-store LP investigator at Sephora.

Justina Reading, CFE, CFI is now a regional LP manager at SPARC Group.

Rob Beastall is now VP of field operations and AP (Canada); Arturo Villegas Medina, CFE was promoted to global investigator III (Mexico); and Jon Pollard, LPC was promoted to market AP operations lead at Walmart.

Mike Limauro, LPC was promoted to VP of AP at Whole Foods Market.

Jay Ganal, CFI, CORCI is now a field AP manager at T-Mobile.

Ehab Zahran, CFI was promoted to VP enterprise AP and safety at Party City.

Richard Moore was promoted to VP of LP at Talbots.

Marcelo Lopez is now a regional LP manager at Michael Kors (Canada).

Daniel Romero Taccetti is now a LP coordinator at Total Express (Brazil).

Deane Benedetti is now a regional LP manager at Windsor Fashions

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Ivan Aguilar Gonzalez is now a LP supervisor at Zebrands (Mexico).

LossPreventionMedia.com

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Resource Guide

For companies who would like to showcase their solutions in this section, please contact LPM’s Media Strategist Ben Skidmore at 972-587-9064 or via email at BenS@LPportal.com.

Resource Guide to Products and Services

This section provides readers with information on select products and services from retail asset protection solution providers. If your company is considering new technology or programs, please check with these vendors as well as the other advertisers throughout the magazine.

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Advertisers ADT Commercial...................................31 adtcommercial.com AFA...................................................... 78, 79 afap.com APG Cash Drawer................................ 79 cashdrawer.com Bosch.........................................................35 bit.ly/retailsolutionsfrombosch Checkpoint..............................................33 checkpointsystems.com ClickIt........................................................21 clickitinc.com CONTROLTEK........................................... 1 controltekusa.com Cyber Security Summit......................25 cybersecuritysummit.com Elite Training Days...............................59 certifiedinterviewer.com/events IDENTIV....................................................... 5 go.identiv.com/velocityvision InstaKey...................................................19 instakey.com Loss Prevention Foundation... 37, 47 losspreventionfoundation.org Loss Prevention Research Council..............................51 lpresearch.org LP Portal App........................................ 79 Google Play or Apple App Store LPjobs....................................................... 77 lpjobs.com LPM Media Group.................................81 lpmmediagroup.com NuTech.....................................................39 nutechnational.com Protos Security..................................... 83 info.protossecurity.com/why-protos Riot Glass...................................................2 riotglass.com Securitech.................................................7 securitech.com/lossprevention Sensormatic Solutions..................... 84 losspreventionmedia.com/ sensormatic-self-checkout siffron........................................................17 siffron.com SPARK Publications.............................61 sparkpublications.com/books ThinkLP.................................................... 78 thinklp.com Total Retail Loss Certificate........... 62 lppro.com Verkada...................................................... 3 verkada.com/lpm

Calendar Due to the many event cancellations and postponements because of the COVID-19 pandemic, we are not listing industry events here. Please go to the magazine website Events page to get the most up-to-date calendar listings.

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You must answer both questions to receive LPM. 1. What is your company’s primary business? (Check one only) Retail (A) Department store/mass merchandiser (B) Discount/wholesale club/ outlet/off-price (C) Specialty apparel/footwear/ gifts/jewelry/sporting goods (D) Home center/hardware/ appliances/furniture (E) Drug store/pharmacy/vitamins (F) Office supplies/electronics/ videos/music/books ❍ (G) Grocery/supermarket/ convenience store ❍ (H) Restaurant/hospitality/ entertainment Other retailer_________________________________________________

o o o o o o o o

Non-Retail (N) Consulting/integrator (P) Product manufacturer (R) Services/outsourcing (S) Law enforcement/ government/military ❍ (T) Education/library/media ❍ (Z) Other non-retail ___________________________

o o o o o o

September–October 2021

2. What is the primary focus of your job? (Check one only) Retail Loss Prevention/Security ❍ (10) Corporate/regional/ district manager ❍ (11) Store LP manger/ investigator/associate ❍ (12) DC/logistics/ supply chain manager (19) Other LP manager

o o o o

Other Retail ___________________________________________________ (20) C orporate operations/ store manager (21) Finance/HR/legal/IT/ training manager (29) Other

retail manager _____________________________________________________

❍ o o o

Non-Retail (30) Vendor executive/ owner/manager ❍ (31) Consultant ❍ (32) S ales/marketing manager (33) Police officer/active military ❍ (34) Educator/student/librarian ❍ (39) Other

non-retail manager ___________________________________________________________

❍o

o o o o o

Fax to 714-226-9733

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PARTING WORDS

Jim Lee, LPC Executive Editor

Reflecting on the Past 20 Years H

ere at the magazine, we’re celebrating our twentieth birthday this September. During that time, I have written over 100 Parting Words articles.

Some were good, others pretty average, and maybe a few just bad. Notwithstanding, I have some favorites that I keep posted in my office.

Perhaps you liked them as well. As a reminder, here are some excerpts.

“Thinking about Things I’ve Been Thinking About” from July 2016

“See you later, and don’t work too hard.” I always take that as a positive that someone thinks I am working hard and trying to be successful; I hope so. So to all of you, “Don’t work too hard.”

Been thinking that there is really only one real objective in loss prevention—protecting the company brand. Would not every C-level executive be happy if everything that was done protected the brand and did not cause any embarrassment? That goes for the vendor world as well. People lose their jobs for failing to deal with an exposure or creating a mess. Rightfully so, executives react quickly to this and make a change.

What is not right is when they get it wrong, and C-level arrogance makes an emotional change. Been thinking about those mid- and top-level executives who have been

September–October 2021

victims of such naive decision making. Good that these people have the fortitude and resiliency to get back in the saddle; we need them in the industry.

Been thinking about the little things that the best in this business seem to have in common. They start each day by believing it is going to be a great day. They don’t waste their time on negative people who can bring them down. When you shake their hand, they smile and exude enthusiasm. As bad as a situation might be, they respond to it in the positive.

Been thinking that I need to work on my attitude. It should be a work in progress not a completed work. I need to admit that when things don’t always go well, it may be my fault. I need to say why I like things, not why I don’t. I have to be more willing to help others without expectations. Being cynical is a trait you learn in this business, but don’t bring it home.

Also, all of us need to count our blessings.

Been thinking about how many times I have heard someone say to me, “See you later, and don’t work too hard.”

I always take that as a positive that someone thinks I am working hard and trying to be

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successful; I hope so. So to all of you, “Don’t work too hard.”

“Half in the Bag” from July 2012 “One piece of advice that I believe will contribute more to making you a better leader, will provide you with greater happiness and self-esteem, and at the same time advance your career more than any other advice I can provide to you. And it doesn’t call for any certain chemistry. Any one of you can do it. And that advice is that you must care.” That quote is from US Army General Melvin Zais, who was highly decorated in WWII and Vietnam. He was the commanding general of the 101st Airborne at the battle of Hill 937 in Vietnam, more commonly referred to it as “Hamburger Hill.”

My brother was there for the two-week battle and survived.

Yogi Berra Yogi Berra was known for his interesting quotes. I’ve used several throughout the years.

Here are a couple I enjoy the most: “When you come to the fork in the road, just take it.” And “I knew I was going to take the wrong turn, so I left early.” They may not make sense to you, but they do to me.

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