Spring 2020 High Performance Retailing

High Performance Retailing Brought to You by Hardware Retailing and The Farnsworth Group

SPRING 2020 V2 | H1

Prime Position

Give Online Shoppers What They Need Page H4

Digital Unity

ERP System Brings Operations Insight Page H10

The Comfort Conundrum

Challenge Yourself to Meet the Needs of Underserved Customers

Page H6

ONLINE

Connect With Us Website HPRmag.com

CONTENTS

SPRING 2020 | VOLUME 2 | ISSUE 1

Features H6

STRATEGY

High Performance Retailing is a collaboration between the North American Retail Hardware Association and The Farnsworth Group. Both organizations are committed to helping the home improvement industry prosper with relevant, informative and timely data.

The New Normal

As customer demographics shift across the nation, new data from Kantar highlights how retailers can boost sales by exploring previously untapped customer bases. J. Walker Smith, chief knowledge off icer with Kantar, explains how being uncomfortable might be the best growth strategy of the new decade.

Executive Vice President and Executive Editor, NRHA Dan Tratensek, dant@nrha.org Senior Partner, The Farnsworth Group Jim Robisch, jrobisch@thefarnsworthgroup.com Market Research Analyst, The Farnsworth Group Amy Theophilus, atheophilus@thefarnsworthgroup.com

Editorial, Design + Production H10 OPERATIONS

The Invisible Manager

Enterprise resource planning (ERP) systems are becoming more popular for high performance retailers. Discover how Friedman’s Home Improvement’s five California locations implemented an ERP system to streamline service and unite employees.

Departments H3 Foundations Understanding High Performance H4 In Conversation Q&A With Jim Robisch, The Farnsworth Group H15 Springboard Video Marketing Insight H16 Between the Lines Organized Crime Targets Retail

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Online Exclusive Friedman’s Home Improvement president and CEO Barry Friedman says the company’s new ERP system is not only modernizing the business’s inf rastructure, it’s also bringing new opportunities for employees to lead teams to success. Get the full story now at HPRmag.com/friedmans-culture.

High Performance Retailing Spring 2020

Managing Editor Melanie Moul, mmoul@nrha.org Project Editor Todd Taber, ttaber@nrha.org Copy Editors Kate Klein Hans Cummings Director of Communications Whitney Daulton Production Manager Nancy Vondersaar

Sponsorship Opportunities

Vice President of Sales and Publisher Kevin Hohman, khohman@nrha.org 317-275-9430 Northern Region Sales Director Brad Lyons, blyons@nrha.org 317-275-9424 Business Development Representative Matt Caruso, mcaruso@nrha.org 317-275-9409 Southern Region Sales Director Scott Gilcrest, sgilcrest@nrha.org 317-275-9414 Business Development Representative Jordan Rice, jriceo@nrha.org 317-275-9443

LET’S TALK

Connect With Dan Email dant@nrha.org LinkedIn Dan Tratensek

FOUNDATIONS

What Is High Performance?

If you read our magazine enough, (and look at the cover of this supplement) you will see the term “high performance” retailing thrown around a lot. But have you ever really wondered what we mean by “high performance?”

On one hand, I will admit it is one of those blatant marketing terms that is used to make our readers feel like they are in some kind of a special club. You know, like magazines or blogs that say they are “for the stylish male” or connecting with an audience of “leading-edge influencers.”

So, just by nature of the fact that you read the blog or subscribe to the magazine, you must be stylish or an influencer.

So, congratulations, if you are reading this supplement you are part of the high performance retailer club. (Your badge and decoder ring are coming in the mail.) But aside from this pure marketing allure, what is it that makes some retailers high performance and others, well, just average?

For starters, it’s the numbers. In the North American Retail Hardware Association’s annual Cost of Doing Business Study, we actually have a definition of what we mean by high performance. In the study, high performance retailers are the operators whose net operating profits fall within the top 25 percent of all respondents.

A pretty simple definition.

While this description is adequate when we are comparing cold hard data, it doesn’t necessarily work in a more holistic sense. There are plenty of retailers out there who are focused on

growth, actively trying new things in their businesses and constantly crunching numbers who might not have hit their desired performance marks just quite yet. Does this mean they aren’t high performance?

With this thought in mind, I recently heard someone reference an old business axiom that asks, “Are you working in your business or on your business?” To me, this adage may be one of the best lines to describe what I would call a high performance retailer. It is someone who isn’t content to just open the doors to their store every day and go about the business of running a retail operation.

A high performance retailer, like the ones you will read about in this issue, is someone who ensures that all basic retail tasks get done but who is also constantly looking for ways to reach the next level.

While you await your membership card in the high performance retailer club, I hope you can take a few minutes to browse through this issue and take some inspiration from the other club members who are working on making their businesses even better. Oh, and look for the code to decipher in the next issue.

A high performance retailer ... is constantly looking for ways to reach the next level.

Dan M. Tratensek Executive Editor, NRHA

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IN CONVERSATION

Jim Robisch is senior partner at market research firm The Farnsworth Group.

Based in Indianapolis, the organization has studied trends in the home improvement and building materials market for more than 30 years, delivering insights throughout the channel. For more information, visit thefarnsworthgroup.com.

Doing the Research Your Web Presence Can Make or Break Sales

U

nderstanding how home improvement customers research products online and ultimately make their purchases is critical. As customers begin to expect more online interaction from the businesses they shop, discover how you can position your website for ongoing success.

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High Performance Retailing Spring 2020

The 2019 research report “Communicating With Hardware and Home Improvement Customers” from The Farnsworth Group sheds light on how customers access and interpret retailers’ websites. The report tracks the opinions of 1,200 home improvement customers from diverse backgrounds. While shoppers research and shop for home improvement products online more regularly, Robisch tells High Performance Retailer that the data reveals brick-and-mortar home improvement stores are more relevant than ever. Read more of his thoughts here.

Why do you purchase in-store?

86% On average, 72% of consumers’ home improvement shopping was done in brick-and-mortar stores.

Why is it important for home improvement retailers to track customers’ online behavior? The Farnsworth Group is committed to bringing operational insight to all of our clients, many of whom are home improvement retailers. When we conduct advertising studies, clients always want to know how best to communicate with pros and DIY consumers. Retailers are struggling to understand how to best serve their customers, and digital outreach is a huge part of that equation.

What are the main motivations for customers shopping online, specifically in the home improvement vertical? Convenience is the main driver. No matter where you are, you can look around and usually see someone shopping on their mobile devices. Beyond convenience, I think price transparency is a big factor for increasing online shopping.

People can compare products and prices quickly, in their kitchens or at a ball game. Many people say the main motivation for customers to shop online is lower prices—and that’s definitely part of it—but above all, online shopping provides convenience.

Is home improvement insulated from online competition from the likes of Amazon and other e-commerce players? Home improvement is not insulated from online competition, but it is resistant. The nature of the

Need it immediately

products plays a big role. Customers need home improvement products immediately, which causes them to visit brick-and-mortar locations in person when they need products.

Customers might be willing to wait to receive housewares and decorative products, but if you need nails or key plumbing parts, the chances of waiting to receive them is slim.

How can independent retailers build their websites to best meet customers’ needs? People are starved for time. Hands down, customers want to be able to visit your website and see what you have in stock and if you have competitive prices. When you offer that information quickly, it motivates online browsers to visit your store.

What were some of your biggest takeaways from the report? The data reveals just how important having a web presence is. Beyond that, offering e-commerce—or at least an overview of the products you carry and their prices—is increasingly important. The data also shows just how many touchpoints there are before a customer makes a purchase.

These are chances to engage customers, and digital tools enable you to leverage those opportunities.

Ultimately, you should research your market and see which advertising methods—print, TV, digital, some combination—appeal to your specific customer base.

35% Ability to return

Why do you purchase online?

75% Free shipping

49% Ability to ship to store for free

Put It to Use: Even if you don’t yet offer e-commerce, ensure your website includes subpages for your key departments with general pricing information.

Spring 2020 High Performance Retailing

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AUTHOR

Todd Taber Assistant Editor

STRATEGY

ttaber@nrha.org

Discomfort Is Your Next Great Growth Strategy 5 Uncomfortable Retail Realities Bringing New Opportunities

Y

ou’ve felt the winds of change. In this new decade, retail realities that once seemed like figments of the imagination are now commonplace. Robots work alongside humans in big boxes, and customers can have an entire shopping experience on the same device they use to order a pizza and videochat with relatives.

As retail trends move faster and with more impact, adhering to business as usual can be a costly mistake for independent home improvement retailers.

J. Walker Smith serves as chief knowledge officer for brand and marketing at Kantar, a research and consulting firm. Smith and his team search for macro

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High Performance Retailing Spring 2020

shifts in consumer behavior and interpret how those changes will affect retail and commerce at large, including independent home improvement businesses.

He was instrumental in the development of Kantar’s Uncomfortable States of Opportunity report, a panoramic survey of economic and consumer trends that highlights how certain demographic segments are neglected when companies stick to standard protocol.

On the following pages, Smith discusses five key takeaways from Kantar’s report. Discover how Smith says retail is changing, and doing business as usual is no longer an option in an increasingly interconnected marketplace.

ONLINE

Build Better Social Media Learn more about how to power up your business’s social media reach at HPRmag.com/social-skills.

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Growth opportunities are found in niches.

Kantar’s research finds that from 1980 to 2016, the average income for the world’s poor grew by 94 percent, the middle class’s income grew by 43 percent and the world’s top earners grew their income by 70 percent.

Smith says with income growth strongest at the top and bottom of the economic spectrum, the most powerful growth opportunities are outside the traditionally targeted middle class.

While the report notes the idea of an hourglass economy is not new, many brands have struggled to find new ways to reach new customers as middle class income shrinks.

Smith says this splintering of the economy is creating fragmented niches, preventing companies from relying on “the straightforward efficiencies of mass production and mass marketing.”

“I think most companies can spot niches in their customer base,” Smith says. “I think business operators are aware of these niches, but these niches tend to reflect specific subgroups, which might have different tastes or require special products. Retailers have to find new ways to reach these customers.”

Smith points to companies that have flourished by finding new ways to make sales and meet consumer needs. Specifically, subscription services like Dollar Shave Club or HelloFresh have made inroads with budget-conscious consumers looking to add convenience to their lives.

“Most companies have zeroed in on a certain way of doing business,” he says. “It’s the smaller players who are finding new ways to break down barriers and reach new customers by exploring their niches.”

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“Brick and mortar has an opportunity around human touch.”

J. Walker Smith, Chief Knowledge Officer, Kantar

4| 2|

Consumers are seeking personal connections to brands.

Smith says research shows the public’s trust in government, media, businesses and organizations has declined recently.

“People don’t trust big institutions as much as they used to; it’s a fundamental social shift,” Smith says. “Trust hasn’t vanished, but it has shifted to smaller, more intimate networks.”

He says the impetus is on brands to find authentic ways to connect with customers in these smaller spaces, and they must venture outside their comfort zones to do so.

“Authority is no longer concentrated at the top,” Smith says.

“Trust and influence are now bottom-up and found in smaller, more intimate worlds. If brands can authentically join these spaces, big opportunities will be found.”

3|

The future is digital— and analog.

Brands put themselves at a disadvantage when they rely too heavily on digital possibilities, Walker says.

“We’ve lived through about 15 years of increasing digital immersion,” Smith says. “There’s now an ongoing pushback against sterile digital, and people want a balance. Fostering human connections will be pivotal in the years ahead.”

Brick-and-mortar retailers may have an advantage in finding the balance between digital efficiency and human touchpoints.

Embracing the shop-local movement is one key way of adding personal connections to your business, Smith says.

“Brick and mortar has an opportunity around human touch,” he says. “If retailers think of ways to improve the customer experience and deliver value for the time consumers spend in their stores, they’ll discover adding human interaction alongside digital connections will work to their advantage.”

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High Performance Retailing Spring 2020

Consumers value unique experiences.

Consumer spending on services is growing. They account for 77 percent of all spending in the U.S., meaning retailers should find ways to add or enhance services to their offerings.

“The broader takeaway is that growth isn’t just found in traditional experience purchases like dining or travel; people are looking for a benefit to their lives,” Smith says. “This change suggests people want an intangible, experientially based benefit in their lifestyle and spending.”

Smith advises retailers to add value to the traditional shopping experience without commanding too much of a shopper’s time.

“The consumer mindset these days is less about accumulation of products and more about experiences. That’s where retailers should put their strategic focus,” he says.

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Entice customers to opt in.

Smith points to a 1956 review of scientific experiments which determined the average human could remember about seven facts at a time in their short-term memory. As time has passed, the amount of data humans receive each day has grown exponentially. Kantar now estimates humans encounter about 74 gigabytes of information each day, about the size of 25 episodes of your favorite Netflix series. Retail must break through the noise.

“For a long time, brands fought against people opting out of their online offerings, but the focus is changing. These days, retailers must encourage people to opt in—to deliver products and services that encourage engagement,” he says.

Smith says this notion has direct effects on marketing.

“Retailers understand that their marketing has to be simple and direct,” he says. “Our tendency is to try to overcontrol the retail experience, but instead, we should be requiring less from customers and making our systems more efficient.”

Smith says Amazon has found ways to leverage simplicity and encourage customers to opt in to new products and services.

“Each day, Amazon asks how they can make their customers’ shopping experience easier and less time-consuming,” he says.

“It’s all about a seamless retail experience that we’ve lost sight of.

We tend to overcomplicate customer outreach, but in this case, less is more.”

Facing Uncomfortable Truths As part of the Uncomfortable States of Opportunity report, Kantar has identified several consumer profiles that are gaining new retail power. Explore a few of these emerging customer demographics below, and learn more by visiting kantar.com.

No Kids Zone Households with children, once at the forefront of marketing, are shrinking. Kantar says many businesses still target nuclear families, often overlooking couples without children. Many young households are buying homes without ever expecting children, and retailers should know these customers often have heavy spending power.

Percent of households with at least one family member under 20 54% 50%

44% 40%

36% 1960

Singletown Worldwide, single-person households are the fastestgrowing type, forcing businesses to shift their marketing focus from the traditional images of families in order to connect with a growing customer base. Home improvement operators can best serve single-person households by emphasizing products that add convenience and safety to these customers’ lives.

The Urban Influence Kantar notes that as cities grow, they begin to have more in common with other large urban areas, not with the states or provinces in which they’re located. Simply stated, successful marketing tactics and products in one urban marketplace often work in another. Retailers can best meet urban customers’ needs by offering storage solutions and bundling materials for popular projects together for extra convenience.

39%

1970

1980

1990

2000

480

1.9%

277

Source: Euromonitor International

153

2011

1996

2018 (est.)

2030 (est.)

Urban vs. Rural Global Population

By 2050

, nearly 7 billion people are projected to live in urban areas, more than double the number of rural citizens.

4B

2B

Growth of single-person households over the next decade is projected at

CAGR—the fastest growing of all household types.

360

3B

Sources: United Nations Household Size and Composition 2019, and U.S. Census Bureau, Current Population Survey

2010

Number of single-person households worldwide (in millions)

60%

In 2016, of U.S. adults aged 25-34 had no children living in their household. In 1967, the same figure was just above 20%.

Rural

Urban Source: Our World in Data, Urbanization Study

1B 1970

1980

1990 2000 2007 2017

Spring 2020 High Performance Retailing

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AUTHOR

Todd Taber Assistant Editor

OPERATIONS

ttaber@nrha.org

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Friedman's Home Improvement president and CEO Barry Friedman and vice president of technology Richard Marano say a new ERP system modernizes infrastructure and provides a foundation for the future.

The Guiding Force How Friedman’s Home Improvement used a new ERP system to gain deep operational insight and enrich its company culture.

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The new ERP system will standardize processes across the business, giving teams access to realtime inventory information and enabling employees to focus on their department's success.

How can an ERP system improve your operation?

Every company will have different goals for its ERP system, but there are a few common benefits most businesses seek when they implement or upgrade their ERP system.

Real-time access to data.

Modern ERP systems enable employees from all corners of a business to access a single data set to make decisions and provide customers with information.

Improved collaboration.

With a functioning ERP system, employees benefit by being able to see the big picture of any business’s operations.

Separate departments can anticipate each other’s needs and act accordingly to ensure a smooth retail experience.

Greater customer service.

Most ERP systems come complete with a customer relationship management (CRM) tool to help organize key information of your top customers. This database can grow with time, giving your team insight into customers’ contact information, purchasing history and other key details to serve them best.

F

or more than 70 years, Friedman’s Home Improvement has sought new ways to serve its California customers. With four locations and a

diverse customer base that includes weekend DIYers, professional builders and every trade in between, the Friedman’s team is committed to finding new ways to meet the challenges of modern retail.

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95% of companies improve their processes following ERP implementation.

In December, the company implemented a new enterprise resource planning (ERP) system, which standardizes processes across the company and modernizes its infrastructure.

Friedman’s Home Improvement president and CEO Barry Friedman and Richard Marano, vice president of technology, say implementing the new ERP system provided a foundation for the future of the business.

Source: 2018 Panorama Consulting Solutions

ERP systems promote teamwork and specialization.

ERP systems refer to a suite of integrated business applications companies can use to manage core activities, from point-of-sale interactions to warehouse management and accounting. They can be tailored to fit a business’s individual needs, prioritizing certain tasks and collecting data from each corner of a company while providing real-time information to employees.

“The new ERP system enables Friedman’s employees to fulfill one of our core values: to connect,” Marano says. “Our mission is to deliver the human side of home improvement, and we knew we needed to do that for this project.”

Under Friedman’s former system, a salesperson would write an order, then complete a purchase order and follow up with it. As time passed, the delivery would arrive at the store and then the salesperson would contact the customer to arrange delivery or pick up. In this workflow, employees had to constantly monitor the progress of their activities, hoping nothing fell through the cracks and customers received what they ordered when they needed it.

With the new system, employees are running a relay race; always focused on their department and their core activities.

The ERP system oversees individual processes, allowing employees to specialize in a single line of work and thereby improve their contributions to customer service.

“At Friedman’s, everyone has always been a part of the same team, but we didn’t need each other to win,” Friedman says. “We’ve been evolving to a more specialized system of work, which makes individual contributions critical to the success of the entire organization.”

Consider what your business needs from an ERP system.

Friedman and Marano agree finding the right system for your specific business needs is critical. When the former ERP system turned 20, the team decided it was time for a replacement.

“Knowing retail is moving so quickly, we wanted to choose a system that would be continuously improving. We didn’t

want to get painted into a corner, we wanted to evolve at a more rapid pace than we had over the last 73 years,” Friedman says.

Roughly five years ago, Friedman sent a team of employees to the National Retail Federation’s Big Show, a retail conference, and charged them with learning more about ERP providers.

After considering multiple options, Friedman’s ultimately chose Microsoft D365 as its ERP solution. Friedman says employees were already familiar with Microsoft’s programs.

Microsoft D365 also relies on cloud computing technology, which provides extra security and convenience for the team.

“Friedman’s isn’t just a lumberyard, and it’s not just a hardware store,” Friedman says. “We’re a hybrid, and there was no system that fit our needs right out of the box. Microsoft allows us to be a little bit of both industries.”

Marano says choosing Microsoft also positioned the company to benefit from a host of other products and services.

“The beauty of the Microsoft platform is that it allows people who specialize in your industry to extend the functionality of your particular system,” he says. “Microsoft has modernized the D365 product for years and stands behind all the infrastructure pieces, meaning we can go to one partner and get every solution we need.”

Implementation partners are critical.

Marano joined the company roughly 18 months ago to oversee ERP implementation and other tasks. He brought years of home improvement retail insight and direct ERP implementation experience, motivating team members to call him “the rudder” of the project.

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ONLINE

How an ERP System Influences Company Culture Friedman’s Home Improvement leaders say the new ERP system is a key component in preserving the company’s commitment to teamwide unity. Learn more about the emphasis on positive culture at HPRmag.com/friedmans-culture.

Companies implement ERP systems to...

64%

Improve business performance

57%

Reinforce company growth

57%

Reduce working capital

54%

Improve customer service Source: 2018 Panorama Consulting Solutions

He says one of the key aspects of successful ERP implementation is finding both a software provider to deliver a reliable product and collaborating with an implementation partner to ensure that system fits your company’s needs.

“When you’re talking about so many areas of the company that require functionality, that affects how this company does or wants to do business, your implementation partner is key,” Marano says. “Properly vetting your ERP system and your implementation partner ensures that both the tech side and the business side of the company know where we’re going.”

Friedman’s chose Sunrise Technologies as its implementation partner, specifically because it understood home improvement retail and could make key alterations to the new ERP platform.

“Sunrise understood some of the key functions of our ERP system, especially around job site locations and specific contractor needs,” Marano says. “They also understood how pricing needs to be competitive for contractors.

They are very retail-focused, and that was hugely important in the decision.”

ERP systems reveal hidden facets of your company.

Both Friedman and Marano agree the process of researching and implementing a new

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ERP system requires everyone involved to learn more about their company.

Friedman says a major component of implementing the new system was understanding specific workflows from different departments and identifying how they connect with one another. His team began reviewing each corner of the business, recording processes across departments to standardize them within D365.

“We didn’t have those processes written down before,” he says. “Now, we can teach those processes and share them with new team members. It’s brought more standardization to the company.”

Marano says these written processes were critical in implementing the ERP system.

“When departments had clear SOPs, we were able to provide ERP training that addressed those procedures concretely,” he says. “They were a huge benefit to the company.”

Friedman says that legwork was valuable not just in the ERP implementation, but in understanding the company he guides.

“Before taking on a tech project, you have to understand your team,” Friedman says. “Technology doesn’t solve the process problems, but it does give you the tools to solve them.”

ONLINE

Video Marketing Tools Ready to take the plunge into using video to promote your business? Visit HPRmag.com/video-strategy to learn how short, simple videos can propel your brand.

SPRINGBOARD

Lights, Camera, Sales Understanding the Power of Video as a Marketing Tool As social media use grew in the past decade, so did the reach of online marketing videos, according to a recent report from marketing firm Wyzowl. Data from nearly 700 marketers and consumers reveals some of the powerful reasons video has become one of the key ways for business owners to share company information, quick DIY tips and personal insights about their teams.

Video's marketing potential is growing: 92 percent of marketers say it's an important part of their strategy and 20 percent of marketers used video for the first time in 2019.

- MARKETING SIDE 80%

of video marketers say video has directly helped increase sales for their companies.

43%

of video marketers say video has decreased the amount of support calls they field.

95%

of marketers plan to increase or maintain their video spend in 2020.

Nearly half of all marketers say they started using video because it became more affordable. Of the marketers who used video for the first time in 2019, 47 percent say it’s becoming less time-consuming to create video content.

While YouTube remains the most popular platform to post videos, marketers are expanding their reach, Wyzowl reports. After YouTube, the most popular places to post videos are Facebook, LinkedIn and Instagram. New social media platform TikTok is still relatively unexplored, but 66 percent of marketers who have used it report success.

- CONSUMER SIDE 96%

of customers have watched a video to learn about a product or service.

16 hours

is the average time consumers spend watching online videos each week.

Customers are

2x more likely to

share video content than other media.

Source: The State of Video Marketing 2020, Wyzowl

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ONLINE

Have Your Say Is your business seeing an uptick in organized retail crime?

How is your team combating it? Share your experience online at nrha.org/retailer-forum.

BETWEEN THE LINES

Retail at Risk New Data Highlights Costly Impact of Organized Retail Crime Throughout retail industries, the financial toll of organized combatting retail crime is more of a priority now than in the retail crime is growing. The National Retail Federation (NRF) past five years and is driving operational strategy at their recently compiled data on retail theft, shedding light on businesses. Roughly half of the retailers NRF surveyed say one of the industry’s most pressing problems. they are allocating additional technology resources and A staggering 97 percent of retailers say they’ve been increasing their budgets to address the rising risk. victims of organized retail crime, including cargo theft, In recent years, cities and states have raised the return scams and large-scale shoplifting. dollar threshold on stolen merchandise for prosecuting The problem seems poised to rise. More felonies. However, the NRF than two-thirds of the retailers NRF says these policies have had surveyed say they’ve seen a rise in an unintended consequence retailers store thefts in the past year. as retail thieves can steal have been victims of cargo The NRF estimates increasing amounts of theft in the past 12 months. for every $1 billion of merchandise without risking Source: The National Retail Federation merchandise sold, a felony conviction. More organized retail than 70 percent of retail crime costs retailers respondents say new laws to more than $703,000. combat organized retail crime About 65 percent say need to be established.

Over 7 in 10

Retailers Take Action As the costs associated with retail theft rise, many operators are considering new tactics to safeguard their stores.

Changing Policies 30%

8%

59%

33%

30%

En route from the DC to a store

At the DC

En route from one store to another store

24%

22%

2%

At the store

En route from the manufacturer to the DC

Other

Return Policy

16%

21%

Point-of-Sale Policy

16%

11%

Employee Screening Policy

16%

8%

Trespass Policy

Have changed

Where Retail Theft Occurs

Plan to change

Source: NRF’s 2019 Organized Retail Crime Report

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