Published: Oct. 28, 2003 Professor William M. Lewis Jr. of the University of Colorado at Boulder will lecture Nov. 12 on a controversy involving the Endangered Species Act that has received coast-to-coast attention. “Science, Policy and Politics in the Klamath Basin” will begin at 7 p.m. in the Chautauqua Community House at 900 Baseline Road in Boulder. The talk is part of the 2003-04 Chancellor’s Community Lecture Series and is free and open to the public. Protection of three fish species in Oregon’s Klamath River basin under the Endangered Species Act became a heated topic in 2001 when it caused the U.S. Bureau of Reclamation to withhold water from 220,000 acres of irrigated farmland. Irrigators and others concerned about the negative economic effects questioned the reasoning behind the closure, Lewis said. On the other hand, Indian tribes and environmental interests supported the federal action as appropriate and necessary to protect the species. Lewis’ talk will highlight the strengths and weaknesses of the Endangered Species Act through this case study and draw lessons for the future. Lewis is a professor of ecology and evolutionary biology and director of the Center for Limnology in the Cooperative Institute for Research in Environmental Sciences. The event is one of nine public lectures presented by CU-Boulder faculty in 2003-04 on the theme “Healing the West.” The series is sponsored by the CU-Boulder Chancellor’s Office, the CU-Boulder Center of the American West and the Colorado Chautauqua Association. The series will continue through May on the first Wednesday of every month, except for the lectures on Nov. 12, Jan. 14 and Feb. 18. For more information call the CU-Boulder Office of Community Affairs at (303) 492-7084. Share Share via TwitterShare via FacebookShare via LinkedInShare via E-mail
Football and a colourful parade marked the opening of the seven-week Thai Hotels Association Eastern Region sports competition last week.Pattaya Deputy Mayor Ronakit Ekasingh and THA Eastern President Sanphet Suphabuansathien officially kicked off the annual competition between employees of 20 Pattaya-area hotels on Sept. 15.The Sept. 9-Oct. 31 athletic meet is co-sponsored by the Pattaya Hotels Front Desk Managers Club, Pattaya Professional Food and Beverage Club, Chef Association of Pattaya and Eastern Seaboard, and HR Networking Club.Dr. Weerawat Khakhai, deputy mayor of Pattaya and Sanpech Supabwornsathian, president of the THA Eastern Chapter, join Pattaya City councilors and representatives from participating hotels for a group photo at the opening of the 7 week long inter-hotel sports tournament. For the opening ceremony, “VIP” teams from association members and Pattaya City hall squared off in football, with the City Hall team winning 2-0.The day also saw prizes awarded for floats in the opening ceremony parade. First place went to The Bay View Hotel & Spa with the Long Beach Garden Hotel & Spa taking second, Centara Grand Mirage Beach Resort third, and the Discovery Beach Hotel fourth.Twenty hotels are participating in the competition, including the Royal Cliff Hotels Group, Centara Grand Mirage Beach Resort, Horseshoe Point, Hilton Pattaya, Hard Rock Hotel, Dusit Thani Hotel and more.Representatives from the 20 participating hotels put on a colourful traditional costume parade as part of the opening ceremony on Sept. 15.Competitions include a 20-team football tournament, the winner of which will represent the eastern region at the THA national games. The matches are staged at Pattaya School No. 7.Fifteen men’s and women’s teams are also competing in volleyball matches at the Asia Hotel Pattaya and twenty teams in a snooker competition at the Asia Hotel and petanque hosted at School No. 7.
Pittsburgh Steelers head coach Mike Tomlin, left, walks off the field with quarterback Ben Roethlisberger (7) following a 20-12 win over the Kansas City Chiefs in an NFL football game in Pittsburgh, Sunday, Dec. 21, 2014. (AP Photo/Don Wright)Maybe, but Pittsburgh looked closer than in consecutive 8-8 seasons in 2012 and 2013. Rebuilding is nearly complete, at least on offense. The Steelers set franchise records for points and yards behind Roethlisberger, All-Pro running back Le’Veon Bell and All-Pro wide receiver Antonio Brown. Press Rooney on if this means the franchise’s identity has shifted away from its roots on the other side of the ball and he politely disagrees.“I’d say we still strive for a team with a strong defense and that’s something we’ll always try to have,” he said while adding the offense was “fun to watch.”The goal is to make it just as enjoyable when the defense takes the field. That part might be tricky. The Steelers finished 18th in yards allowed, their worst performance since 1991. Hall of Fame defensive coordinator Dick LeBeau resigned earlier this month and the status of longtime fixtures Brett Keisel, Ike Taylor, Troy Polamalu and James Harrison is uncertain. Rooney said it will be a few weeks before any decision is made on who to bring back and who to let walk. Keisel and Polamalu both have a year remaining on their current deals while Taylor and Harrison are free agents, though Harrison didn’t rule out one more season after occasionally brilliant play at age 36.Whoever returns out of that group would be short-term investments at best, and likely a relatively inexpensive one. That’s not the case with free agent linebacker Jason Worilds. The team placed the transition tag on Worilds last spring, and he responded with 7.5 sacks. With little established depth at outside linebacker – where former first-round pick Jarvis Jones has struggled to stay out of the training room – Worilds provides some stability.To retain him, the Steelers will need to pay him like he’s one of the elite at his position even if Worilds has yet to make a Pro Bowl. Rooney declined to put Worilds in any particular category, saying only the team would like to have him return in part because his specialty happens to be the current group’s biggest weakness.“We’ve got to get more sacks and put more pressure on the quarterback and I think in the games we were successful, we were able to do that,” Rooney said. “That’s a key piece of the puzzle that we have to look at as we build this defense going into next year.”While Rooney doesn’t believe new defensive coordinator Keith Butler – promoted after more than a decade as an assistant – will make drastic changes from the 3-4 scheme favored by LeBeau, he does expect Butler to offer more than tweaks. Finding new and creative ways to become disruptive in the backfield is a must.“It is a challenge now for a defensive coordinator to keep up with these high-powered offenses,” Rooney said.And it will be Butler’s responsibility to build around a core that includes defensive end Cam Heyward and linebacker Lawrence Timmons. There is a significant need for help in the secondary, especially if Taylor and Polamalu do not return. Rooney lauded the play of converted special teamers like Antwon Blake but understands defensive back will be a major need when the draft comes. The Steelers haven’t taken a cornerback in the first round since Chad Scott in 1997.That may have to change if Pittsburgh wants to get serious about returning to league’s upper echelon. Rooney anticipates having a bit of money to spend in free agency, though the team rarely splurges on high-priced veterans.“If there’s an opportunity to sign somebody like that, we’ll look at it,” he said. “I wouldn’t rule that out at this point but it kind of depends on what’s available to us and what we’re able to do at that point in time.”___AP NFL website: www.pro32.ap.org and www.twitter.com/AP_NFL Newly acquired Pittsburgh Steelers safety Mike Mitchell, right, stands with team president Arthur J. Rooney II, left, before a news conference at the NFL football teams headquarters in Pittsburgh on Thursday, March 13, 2014. Mitchell signed a five-year deal with the Steelers. (AP Photo/Keith Srakocic)PITTSBURGH (AP) – The Pittsburgh Steelers took a calculated risk last spring when they opted not to re-sign quarterback Ben Roethlisberger with two years remaining on his current deal, opting instead to focus on bolstering the roster elsewhere.It’s going to cost them, and president Art Rooney II knows it. Then again, there are worse positions than negotiating with a player coming off the best statistical season of an already remarkable career.“I’ll take that problem,” Rooney said with a laugh Wednesday.It may be one of the easiest ones to solve over the next few months for the AFC North champions. Pittsburgh returned to the playoffs in 2014 after a two-year absence, going 11-5 and riding a dynamic offense and a perfect December to its first division title since 2010. While Rooney called it a “good” season with “a lot of positives” the Steelers’ last Super Bowl appearance is becoming an ever smaller speck in the rearview mirror.“Obviously we didn’t achieve our ultimate goal,” Rooney said.
Pittsburgh’s Steel Curtain totally shut down Minnesota’s offense to hand the Vikings their third Super Bowl defeat.In beating Oakland for the AFC title, Pittsburgh held the Raiders to 29 yards rushing. The Vikings didn’t reach that total. On 21 rushing plays, Minnesota managed a net of 17 yards.Yet, Minnesota trailed only 2-0 at the half, the result of a safety when Vikings quarterback Fran Tarkenton botched a pitchout deep in his territory. Tarkenton fell on the ball in the end zone and was pounced upon by Steelers defensive end Dwight White.The Steelers got another break at the start of the second half when Vikings running back Bill Brown muffed the kickoff and Pittsburgh’s Marv Kellum recovered on the Vikings 30. Four plays later, Franco Harris scored from 12 yards and Pittsburgh led 9-0.Minnesota narrowed the margin to three points at 4:27 of the fourth quarter when Matt Blair blocked Bobby Walden’s punt and Terry Brown recovered in the end zone. But the Steelers came right back on a 66-yard march culminating in a 4-yard pass from Terry Bradshaw to Larry Brown.Harris, the game’s MVP, set a Super Bowl rushing record with 158 yards on 34 carries and led the Steelers’ offense that outgained Minnesota 333-119.___Online:AP NFL website: www.pro32.ap.org and http://twitter.com/AP_NFL,SUPER BOWL 9Jan. 12, 1975At New Orleans_80,997Pittsburgh 0..2..7..7_16 Minnesota 0..0..0..6_6 In this Jan. 12, 1975, file photo, Pittsburgh Steelers’ Franco Harris runs into the end zone to score early in third quarter action of NFL football’s Super Bowl IX against the Minnesota Vikings at Tulane Stadium in New Orleans. Pursuing Harris is Jackie Wallace (25) of the Vikings. (AP Photo/File) Pittsburgh’s Steel Curtain totally shut down Minnesota’s offense to hand the Vikings their third Super Bowl defeat.In beating Oakland for the AFC title, Pittsburgh held the Raiders to 29 yards rushing. The Vikings didn’t reach that total. On 21 rushing plays, Minnesota managed a net of 17 yards.Yet, Minnesota trailed only 2-0 at the half, the result of a safety when Vikings quarterback Fran Tarkenton botched a pitchout deep in his territory. Tarkenton fell on the ball in the end zone and was pounced upon by Steelers defensive end Dwight White.The Steelers got another break at the start of the second half when Vikings running back Bill Brown muffed the kickoff and Pittsburgh’s Marv Kellum recovered on the Vikings 30. Four plays later, Franco Harris scored from 12 yards and Pittsburgh led 9-0.Minnesota narrowed the margin to three points at 4:27 of the fourth quarter when Matt Blair blocked Bobby Walden’s punt and Terry Brown recovered in the end zone. But the Steelers came right back on a 66-yard march culminating in a 4-yard pass from Terry Bradshaw to Larry Brown.Harris, the game’s MVP, set a Super Bowl rushing record with 158 yards on 34 carries and led the Steelers’ offense that outgained Minnesota 333-119.___Online:AP NFL website: www.pro32.ap.org and http://twitter.com/AP_NFL SUPER BOWL 9Jan. 12, 1975At New Orleans_80,997Pittsburgh 0..2..7..7_16 Minnesota 0..0..0..6_6
…seeking M in damagesThe dismissal of a public servant by the coalition Government has provoked legal action, with a former Permanent Secretary (PS) of the Public Health Ministry mounting a legal challenge against the state more than two years after he was dismissed.Former PS, Leslie CadoganThrough his attorney, former Legal Affairs Minister Anil Nandlall, Leslie Cadogan, who served as Permanent Secretary in the Ministry of Health before he was dismissed with effect from September 1, 2015, is seeking compensation in excess of $36 million.According to court documents seen by this publication, Attorney General Basil Williams has been named as the respondent.The writ sets out that Cadogan is seeking a declaration that he was wrongfully and unlawfully dismissed by the Defendant; and damages in excess of $18 million for unlawful dismissal.Attorney General Basil WilliamsThe former PS is also seeking damages in excess of $18 million for breach of contract; exemplary damages, costs of the court proceedings, and “interest pursuant to Section 12 of the Law Reform (Miscellaneous Provisions) Act Chap 6:02, at the rate of six per cent (6 per cent) per annum from the date of filing to the date of judgment, and thereafter at the rate of four per cent (4%) per until fully paid.”According to the writ, Cadogan was contracted to perform the functions of PS from November 7, 2014 until December 11, 2017 at a monthly salary of $566,480. His other emoluments included paid electricity, cellular and residential telephone service, as well as 24 hr security at his official place of residence.The writ notes that “if the person engaged shall be compelled by reason of ill-health (not caused by his own misconduct) to resign from ofﬁce, or if at any time it shall be certiﬁed by a duly qualiﬁed medical ofﬁcer employed by the Government that he is incapable by reason of inﬁrmity of mind or body, of rendering further efficient service in Guyana, the Government shall pay him/her salary up to the date of such a certiﬁcate, but he/she shall have no further claims on the Government.”It adds that if the contracted PS had neglected or refused to comply with any order for any cause other than ill health, and became unable to perform any of his duties; or shall disclose any information respecting the affairs of the Government to any unauthorized person; or in any manner misconduct himself,” the Government could terminate the contract.According to Nandlall in the writ, the defendant has been denied over $15 million in salary from September 2015 to December 2017, as well as emoluments such as gratuity and vacation allowance.
A male shoplifting suspect has been coming into Store 153 three times a week for as long as anybody can remember. Store management has even attributed this guy as a major cause of the store’s shrink woes that have put them on the corporation’s “target store” list for the last two inventory cycles. As the store’s loss prevention agent, you have tried to stop him in the past, but it seems like you have always been just one step behind him and unable to make the shoplifter apprehension.“Today is going to be different,” you say to yourself.You can feel it. Today he is finally going to get what’s coming to him, and, more importantly, your apprehension dry spell is going to end. No more excuses needed for the boss. Today you are going to be stopping the shoplifter that nobody else has been able to get.- Sponsor – You have spent the last ten minutes following the suspect through the store, tracking him carefully from the moment he entered. You know and understand the steps of the apprehension process. You have observed him approach, select, and conceal multiple computer accessories that you estimate to be worth over $200.“Just maintain constant surveillance.”You never lose sight of him. He definitely still has the merchandise as he passes all of the open and operating registers, failing to declare the merchandise in his coat.“He’s heading for the door…”Decision TimeAt this point, most seasoned loss prevention agents (LPA) begin to experience a rush of adrenaline and a stream of internal dialogue:Am I sure that he is attempting to steal this merchandise? “Yes, I am sure.”Is there any possibility that the merchandise could have been paid for by the suspect or anyone else? “No.”Can I handle this shoplifter apprehension on my own? “He looks pretty manageable. I’ve dealt with bigger and scarier shoplifters, and come out okay.”Could he have a gun on him? “Oh, good question. It is a pretty big coat, but I’ve been doing this a long time and have never seen a gun.”What about a knife? “Nah, I’ve got this.”Needle in his pocket? “Okay, enough with the questions and second-guessing. Today is the day for this guy!”You decide that your pre-stop requirements have been met and cautiously follow the suspect out to the sidewalk in front of the store. You approach him and say: “Good afternoon, sir. I am an LP agent with this store, and I need to speak with you privately back in store, please.”What happens now? How have you presented yourself? Did you run up and grab his shoulder? Did you walk past him to approach him from the front? Were you professional, yet firm? Were you nervous and unsure, or perhaps a bit aggressive and confrontational? Does the shoplifter run? Does he swing at you? Does the shoplifter return to the LP office willingly? Does he produce unpaid merchandise when asked?The safety of the LP agent, customers, and the shoplifter, as well as thousands or even millions of dollars in potential litigation, are all at risk and dependent upon the answers to these questions during an apprehension scenario. If any portion of this scenario is handled incorrectly, even just slightly, the results could be inconvenient, expensive, or even tragic. Even if everything was handled correctly, was it worth the risks?Is Stopping the Shoplifter Worth the Risk?Anyone who has worked in the LP industry for more than ten years has probably seen some significant changes in loss prevention processes and technology. We have seen evolutions from analog “still” CCTV cameras to digital PTZs to facial recognition security cameras, from dusty VCRs to DVRs with remote access, and from padlocks to RFID to sensor fusion. In addition, exception-based reporting programs and advanced prescriptive analytics have evolved into enterprise-wide data-mining systems that are helping to diagnose shrink issues throughout the store.But one aspect of the industry has not evolved over the years. One process that remains essentially unchanged over the years is the shoplifter apprehension. Regardless of the new technology or technique used to get to the point of detention, once LP agents get outside the store and are face to face with the suspect, the process is about the same as it has always been. They are unarmed, unequipped, and often alone. Their job then requires them to confront an unknown suspect about a crime that has just been committed. These facts have remained the same since the first shoplifter was detained many decades ago.For years, we have hired entry-level LP professionals and, in most cases, provided them with rigorous training dedicated to the apprehension of external theft candidates. We have embedded in their heads the necessity to ensure that they observe some form of the following steps prior to making an apprehension:ApproachSelectionConcealmentConstant surveillancePassing all points of saleExiting (in most companies)We have gone to great lengths to warn the trainee about the danger of the non-productive detainment (bad stop) and the potential for dangers that can occur when engaging physically with a shoplifter. But there is a push for results. A constant pressure upon LP agents every time they speak with their supervisor, send in weekly productivity reports, talk with their competitive peers, or even when talking with the associates that work in the store—”Say, when are you going to catch that shoplifter who keeps stealing all of our Beats headphones?”So emphasized is the need for productivity that some companies still base loss prevention associate reviews and performance metrics, if not entirely, at least in part, on apprehension statistics. Raises, promotions, and even continued employment are often contingent upon agents’ ability to produce stops and apprehend shoplifters.The typical metric of performance assessment involves “quota” demands, though that term is often avoided strongly. Instead, a more politically correct description is used—hours per apprehension (HPA), that is, hours worked divided by number of apprehensions made during the week, month, or year. Some companies go so far as to mention specific “goal” numbers, which are usually around 17 or 18, meaning one apprehension for every 17 or 18 hours worked.So, rather than using the actual LP program report card—the shrink number—some store-level LP teams, as well as many LP field managers, are still judged by their “body count.” Could this constant feeling of pressure lead to mistakes or poor decision making? Could this pressure also lead to the associate displaying increased anxiety, excitement, or adrenaline-fueled behavior during the apprehension process? “Yes,” said Jason Scheel, LPQ, former director at Compass Loss Prevention. “I have seen the unfortunate side effects of some LP agents feeling too much pressure to make shoplifter apprehensions, resulting in non-apprehension approaches [bad stops] or fights. I still see too many of them, or at least more than I’d like to see.”Shoplifter Apprehensions Turning ViolentAside from mistakes by the LPA that lead to a conflict with a shoplifting suspect, there may also be unknown variables in play pertaining to the suspect. Even if the approach and confrontation by the LPA is “textbook” and professional, any of these variables could result in a “simple” shoplifter apprehension escalating to something much more serious. For example, the subject could have an active arrest warrant, could be in possession or under the influence of a foreign substance, or could be experiencing a feeling of desperation with nothing to lose.A significant number of the LP professionals interviewed for this article believe that violence in shoplifter apprehensions for whatever reason is increasing, leading to more injuries and even deaths of, not only, LP personnel, but customers and shoplifters as well.In 2012, the National Retail Federation released results of a survey of their members that found shoplifting incidents turn violent 13 percent of the time. You can still find examples of apprehension-related violence in our Breaking News posts on a regular basis.Changing TimesSenior loss prevention professionals have lived through changing times. “If you stay in this career long enough, you are going to have a violent encounter,” said Brian Harless, an LP supervisor with a major discount retailer, “but the difference between when I first started and now? Take the weapons, for example. When I first worked in LP in the 1990s, there were maybe a handful of knives that we would take off shoplifters. Now, however, I have a small shoebox full.”Many LP departments were forced to drastically cut payroll with the economic downturn. This may have been a contributing factor to apprehension-related violence. In many retailers, departmental cuts led to only one LP agent working at a time. It has reduced options for the LPA in acquiring help from the store teams.One former LP manager for a big-box retailer explained it this way: “When I first started in LP, I had about 448 hours of coverage per week for each of our superstores. The team was making shoplifter apprehensions with three people outside and one in the camera room. It was rare that someone would run, and even rarer for them to fight. Now it’s a different story. The teams are running at 80 to 100 hours per week, and people are making shoplifter stops on their own. We started the whole ‘no-contact’ thing a few years back, and it seems to be helping a bit. But it’s still a scary thing to be out there by yourself.”Being alone, the scary feelings, the rush of adrenaline–all of those factors contribute to poor decision making and potentially disregard of no-contact or non-apprehension policies.Consider the scenario presented at the beginning of this post. The LP agent actually watches a crime unfold, and then approaches the shoplifter alone immediately after the fact, when the suspect’s emotions and adrenaline are probably running at their highest. Anyone with any foresight would probably agree that this is creating a situation fraught with potential disaster.Even police officers rarely have the opportunity to see a crime through from occurrence to detainment, at least not with the same frequency that LP agents do. Police officers typically arrive after the crime has taken place and are well equipped with batons, handcuffs, pepper spray, actual arrest powers, side arms, and plenty of backup. The LPA intervenes during the crime and often has nothing more than a walkie-talkie or cell phone for backup.Value of Shoplifter ApprehensionsTraditionally, loss prevention programs were built on the foundation of shoplifter apprehension. This function was leveraged as one of shrink reduction, not one of crime prevention or punishment. It is the very job function that led to our industry’s creation. In an earlier time, when we didn’t have strong operational knowledge, data analysis, or predictive modeling capabilities, spending our time and resources on this function may have made sense. But does it make sense now? Does stopping shoplifters have the kind of impact on shrink that we once thought? Again, the answer is no.The impact of shoplifting and the apprehension of offenders on shrink is still an open question and often a topic of heated discussion. Ask twenty different members of the LP industry what percentage of their shrink issues can be attributed to shoplifters, and you will likely get twenty different answers.In a 2012 poll, more than 70 percent of participants placed shoplifting at less than a quarter of their yearly shrink. Most of these professionals agree that shoplifter concerns vary with different retail models, but that regardless, the actual impact is a small fraction of yearly shrink when compared to other causes. Add to this that we are probably only actually apprehending a small fraction of that small fraction, and questions can be raised about the necessity to focus on shoplifting at all.According to recent retail theft statistics, retailers show a figure of approximately $48.9 billion in shrink for 2016, with an external theft apprehension recovery figure of just over $120 million. This comes out to less than 1 percent of total shrink. One percent! If this is accurate, this is a staggering statistic. Even when a substantial margin of error is factored in, this data does not support the philosophy of any loss prevention program that spends the bulk of their time and capital investing in the apprehension of shoplifters. And when the high control risks for injury, death, and litigation are thrown into the equation, it makes even less sense.In analyzing a 2012 report developed by Merchant Analytic Solutions, if we credit shoplifting (external) as roughly 24 percent of yearly shrink, consider all of the control risk that is associated. Now look at the 76 percent of other losses. These represent the bulk of our concerns and have the lowest risks associated with mitigation. As an industry, we allocate 70 to 80 percent of our budgetary distribution toward the high control risk, low-impact factor of external theft. How does this make sense?Why This Approach?“Shoplifting is an easy scapegoat for the shrink woes of some stores, districts, or retailers as a whole,” says one former vice president of LP at a major specialty retailer. “Shoplifting is that one consistent, universal, uncontrollable evil that exists in all of retail, and is often used as an accessible and believable excuse.”There is some truth in that quote. Shoplifting is an easy-to-identify, easy-to-blame occurrence that happens in every retailer. The gut feeling for many in retail, especially operators, is that shoplifters are the primary cause of shrink. Even though we have multiple data with colorful pie charts that say otherwise, shoplifters still somehow get top billing. Perhaps then, just showing the pie chart isn’t enough.Think about your last visit with the store manager in one of your high-shrink locations. Assuming that you discussed shrink strategy, what was the first thing the manager blamed? Typically, it’s shoplifters. How often have you heard something to the effect of, “There’s one guy that comes in every other day and wipes out my batteries and deodorant. When are you guys going to catch him?”More often than not, something along this line is the default answer, and often through no fault of the store manager. They may know that internal theft (“My employees won’t steal from me.”), administrative errors, and vendor issues contribute to shrink, but not to what extent. Perhaps they also have not been trained on how to actually diagnose and fix the other 76 percent of their losses. So what they are left with is what is happening right in front of them—shoplifting.How Do We Evolve?Wouldn’t it be nice if the next time you ask that store manager about shrink, they answered in the following way? “We had to rush through our seasonal change over after Christmas, and, as a result, our price-change processes and overall pricing integrity has gone by the wayside a bit. This has led to a tremendous influx of SRAs at the front registers, manifesting themselves as line voids, price modifications, and generic SKU entries. This could have led to hundreds, if not thousands of dollars in deteriorated margin and shrink across multiple SKUs in a number of categories and departments. But my LP associate caught it, and now we are working together to ensure that the issue is corrected.” This would be a welcome change, no?A companywide shift in LP culture and focus can help get you to that point. Moving the focus away from external theft and more onto the controllable elements of shrink can help:Reduce shrinkImprove gross marginIncrease net profitIncrease stock valueDecrease the pressures associated with the “need” to apprehend shopliftersThese decreased pressures result in a decreased risk of injury, death, and/or litigation in shoplifter apprehensions.Some retailers are at the forefront of this evolution in LP culture. Consider the results of a Fortune 25 specialty retail chain that began undergoing a shift in culture in 2002 with excellent results. The company focus–not just LP–was shifted from an apprehension-driven external-theft mindset to one of operational knowledge and holistic vision. The program was centered on the mitigation of SRA (sales reducing activities) and their operational causes.This retailer did not forbid external apprehensions completely, giving the option to the store management team, but only if they felt they had no alternative. The company adopted and enforced a no-touch, no-contact policy, as well as a stringent product-protection, theft-prevention program. They reviewed their LP team based on a combination of overall shrink numbers, SRA mitigation, and company performance.As a result of these changes, over the next five years, this retailer saw a 94 percent improvement in shrink (over $800 million), 11 percent improvement in gross margin, and an impressive 85 percent bump in net profit. The shift in LP focus had a tremendous effect.Similar culture changes are being tested in other forward-thinking retailers worldwide. Access to data across the entire business enterprise, as well as our ever-improving abilities to analyze and interpret it is giving us a much more holistic view of loss prevention’s ability to control shrink. Maybe this is leading us toward having more influence on the 76 percent of shrink that is controllable, rather than having to place quite as much risk, emphasis, effort, and expense in trying to manage the uncontrollable 24 percent.To Stop or Not to StopYour department and company need to consider how much impact shoplifting is actually having on profits–and then react accordingly. There are other aspects of shrink occurring in your buildings that contribute to the bulk of your shrink woes. These aspects are more controllable and much safer to address.However, if your company has decided that shoplifting apprehensions are a necessary part of your shrink strategy, consider implementing or revisiting the following measures:Us shoplifter apprehension as a last resort.Institute and enforce a zero-tolerance no-chase, no-touch policy for all employees.Anytime labor reductions necessitate a cut in LP payroll, revisit and revise safety practices with the remaining team members.Encourage a “buddy system”—could be manager, floor associate, uniformed security—to avoid LP agents making shoplifter apprehensions alone.Hire LPAs with good business acumen and the ability to learn company operations as well as theft mitigation.Ensure that new hires are aware of the differences between working in law enforcement and working in loss prevention.Ensure that they are capable of always making decisions that are in the best interest of safety, shrink mitigation, and the overall company brand.Expose LPAs to category, department, and/or SKU-related shrink results, and ensure that their focus is prioritized appropriately.Encourage the practice and recognize the success of prevention technique recoveries as a part of the LPA job description.Train and require continued training on all facets of the business operation, including perpetual inventory process, price changes, markdowns, seasonal changeovers, DSD and receiving processes, POS system operation, SRA analysis and mitigation, and others.Use shrink results as the LP report card. Review and promote LPAs on their ability to impact shrink through productivity and a combination of these measures. Their success and the shrink success of their stores or spans of control should go hand in hand.On this subject, the bottom line does not refer to company profits. Be safe. And remember that nothing in your store is worth your life or anyone else’s.This article was originally published in 2012 and was updated July 18, 2018. You’ve just read one of LPM’s most popular articles. Discover more high-quality industry content from LP Magazine with a digital or print subscription. [Start my FREE subscription today.] Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
AIIM coined the term Enterprise Content Management in 2000. Over the last eight years the scope of ECM has grown. ECM has grown so big that no one company does every category of ECM well and companies like IBM and Oracle are on a buying binge to secure as many category checks as they can.It’s gotten so bad that Interwoven vice president James Murray says that ECM is so broad that, as a term or category of software, it has become useless. “ECM is poorly understood and our [part of it] is poorly understood — it’s time for ECM to be blown apart into its constituent parts because it’s confusing for customers,” Murray argued.It’s interesting that the Content Group has recently set up a group of panelists to help determine standards and best practices around ECM.They are working closely with BSI British Standards. The groups has industry members from EMC Documentum, Vignette and AIIM.Industry analyst Alan Pelz-Sharpe of CMS watch has also signed up.The Content Group will have their work cut out for them. Just picking their battles will be tough since the landscape is so huge.
Admitting that his pairing with Sania Mirz a in the mixed doubles category would have been the best bet for India in the London Olympics, Mahesh Bhupathi today said that the Indian star player was used without even being consulted.”Absolutely! We have good record. Recently we won the French Open together,” said Bhupathi when asked if he would have liked to play along side Sania in the mixed doubles during the London Games.”She was used without even being consulted as to what her best options are. But I think let her cut it all,” Bhupathi told ‘a news channel’.Sania , after getting a wildcard for the London Olympics on Tuesday, hit out at AITA for treating her as a ‘bait’ in the selection row. She was also critical of Bhupathi and Leander Paes.But Bhupathi said he could completely understand her outburst and stood by her.”Obviously, she issued a very emotional statement and I totally understand where it is coming from and what transpired into the whole thing.”As far as I am concerned, I stand by Sania and think we are the best mixed doubles pair,” insisted Bhupathi.Sania had earlier said that Bhupathi had “sacrificed” his commitment to play with her at the Olympics after their French Open title early this month.”Mahesh Bhupathi has firmly stood by his commitment to play together with his men’s doubles partner, Rohan Bopanna as he genuinely believed it was good for India. However, in the process, he sacrificed the commitment he made to me to try and win an Olympic medal together for India,” Sania had said in her statement yesterday.Sania, however, made it clear that although she preferred Bhupathi, she is ready to partner Paes in the larger interest of the country.Bhupathi, meanwhile, said that he and all his country mates were trying to put behind the controversies and concentrate on the ongoing Wimbledon, which is also the venue for the upcoming Games.”For us, we are actually trying our best to put everything behind us and try to focus on the Wimbledon,” said Bhupathi.advertisement
Lip Sticking – Marketing to Women Online Small Business Trends SEOBook – Did you know that 1/2 of the small businesses in the US are businesses that sell to other businesses? Brian Carroll talks about how to leverage the web to generate leads for the complex b2b sale. – 5 great female marketers blogging about how to market to women. If you market your product or service to women, you should quickly add these marketing gurus to your feedreader. – John Jansch wrote the book on online marketing for small businesses on a budget. He’s built a mini-online-media empire serving small businesses with simple, yet solid, what we like to call “inbound” marketing tips and techniques. He specializes in helping small businesses generate referral business. Since the internet is the greatest word of mouth accelerator ever invented, you should probably tune into to learn how to leverage the web to increase your business’s most important marketing channel. Web Ink Now Blog Examples – If there’s one thing we pound into our clients head, it’s “content, content, content”. To win on the internet, you need to produce it regularly and it needs to be good. CopyBlogger blogs about how content is critical to succeed at leveraging social media to grow your blog’s readership… and your business’s revenue. ProBlogger – GroundSwell is a new book by genius Forrester analysts, Charlene Li and Josh Bernoff. Through Forrester, they have access to the data about how people are using social media sites. As we learned from the amazing attendance at this week’s social media webinar, a lot of people are trying to figure out how to engage in social media to promote their businesses. Social media sites are where your next customer is hanging out. And your next one. And your next one. You should be there too. Originally published Apr 15, 2008 11:10:00 AM, updated October 20 2016 Topics: PR Squared CopyBlogger Seth Godin – Aaron Wall charges a minimum of $20k/month for his search engine optimization consulting services. A lot different than HubSpot’s $3,000/year fee. I don’t know… maybe he knows a little more than we teach our clients. He did “write the book” on SEO. But, I can’t imagine paying that much to anyone just for access to their brain. Especially, when his blog is free. You should read it. If you extrapolated the hours he puts into it, you’re probably getting $100k worth of free advice every month. – Darren Rowse writes about how to be a “pro blogger” or make money/generate income from blogging. I don’t really read it for that. I read it because he’s also a master at leveraging blogs to drive traffic, something all businesses should be doing, no matter what they’re “pros” at. Marketing Pilgrim – Simple no-nonsense advice for small business owners and marketing professionals from accomplished internet entrepreneur and small business owner, Anita Campbell. Court’s Internet Marketing School – You call yourself an online marketer and you don’t read Seth Godin’s blog? What’s wrong with you? Seth literally birthed permission marketing, and coined “being remarkable” as a marketing term – which really paved the way for the way we think about “inbound marketing”. GroundSwell Duct Tape Marketing Common Craft – Of all the people I know, Noah is probably the deepest marketing/branding thinker who also really gets [and does] online marketing, online advertising, blogging, social media, etc. Big brands really pay attention to him too. If you aspire to be successful online, you should read Noah. Leave your suggestions with a link and ‘why we should be reading them’ in the comments. ever made. Lee and Sachi are poster children for how to leverage unintended viral marketing to start and build a very good lifestyle business. – If you’re trying to figure out how to use video to communicate to your market, you should probably hire Lee & Sachi LeFever to help you. If you can’t afford them, you should learn by reading from their blog. If you’re not using a feedreader to read blogs yet, you have to watch probably the Noah Brier – Todd Defren invented the Social Media Press Release. If you’re doing Public Relations and want to bring your PR skills into the NOW, you should probably read Todd’s blog. – Courtney Tuttle knows his stuff. So does Mark Butler, a contributor. They have a knack for breaking down fairly complex online marketing topics and explaining them pretty simply. And they do what they preach. Everything they’re talking about comes from experience. What other online marketing blogs should we all be reading? – David Meerman Scott’s blog. David authored “The New Rules of PR & Marketing”. His take on marketing is best said in his wikipedia entry: “He says that the rules of marketing and PR on the Web are completely different. Instead of buying or begging your way in, Scott says anybody can ‘publish their way in’ using the tools of social media such as, blogs, podcasts, online news releases, online video, viral marketing, and online media.” most viral how to video B2B Lead Generation Blog – Andy Beal covers industry news about online reputation management, SEO, SEM and “blogging for business”. Following the news makers in the online marketing industry can be completely addictive. There’s a lot of news and you could literally spend all day keeping track of it. Andy brings the stuff that’s important while providing analysis of marketing trends. Don’t forget to share this post! 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