Take a Bite out of Shoplifting – Literally

May 29, 2015 by Leave a Comment

shoplifting5Shoplifters are great. Well, not great for business, but great for laughs sometimes. Most of the times, shoplifting incidents are pretty serious business. You’re confronting someone who has just committed a crime. You don’t know their state of mind and you definitely don’t know what they are capable of. I’ve personally been pepper sprayed by a shoplifter as they tried to escape, along with seeing countless managers suffer the same fate. Often suspects immediately want to become physical and more simply will flee the store. Every now and then karma and a little luck is on your side.

I was training a new LP agent last summer in a very active market. It was day four of our training and she had already thrown a half dozen folks in jail. So far, no problems, this particular agent was an attractive young female who didn’t take lip from ANYONE! It was amazing how many shoplifters hit on her… but we’ll save those stories for another time. The clock was ticking away and it was just about time to call it a night when one of our frequent flyers entered the store. I had busted this guy on no less than three previous thefts and he was definitely a runner. I had my new agent begin observation while I contacted the police. At the very least, I was going to charge him with trespassing. 

About 15 minutes goes by and like always, the shoplifter starts loading his pants up with electronics. About this time, the police were arriving, so I went outside to inform them of the situation and wait for the thief and my agent to exit the store. Well, she didn’t disappoint. Our thief exits, but completely ignores the agent and takes off running. The next thing I know he’s gone. He’s hiding around the vehicles in the parking lot, but we can’t seem to find him. The officer gets on his loudspeaker and announces that he’s going to let the K-9 unit loose if he doesn’t turn himself in. No answer. 

Standing a full 3.5 feet tall and weighing in at about 120 pounds, K-9 Officer Scout is ready for action. This is a game for the pooch and I can tell he’s ready to play. Within seconds of jumping out of the patrol car, he and his handler are on the scent. Like a scene from a movie, out of nowhere, the shoplifter emerges. Only… he doesn’t surrender. In true idiot fashion, he starts sprinting across the parking lot. I don’t care how fast you think you are; you will never outrun a German shepherd whose sole purpose in life is to take you down. And take him down he did. When the handler finally reached the scene the shoplifter had a knife he was trying to stab the K-9 officer with. Not only did this shoplifter go to jail with some pretty serious bite wounds, he also got to feel what 100,000 volts of electricity from a Taser felt like. 

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Background Checks Should be Standard Operating Procedure

April 29, 2015 by Leave a Comment

theft (13)It’s not every day that I bring someone new to my team. I’m a regional Loss Prevention Manager and I manage a very small, but highly motivated and productive team. I need someone to work independently, make good business decisions and get results all with very minimal supervision. I also need someone that is of good moral character and has integrity above all else. Normally, when I have an open position, it will take me weeks to fill. I’m extremely selective and always go with the person that I know will fit into my team the best. So running a background check is one of the first things I do when I have a potential candidate, and it should be something you do as well.

It wasn’t all that long ago when I was looking for a market investigator. The position had been posted for a few weeks and I had already interviewed a group of candidates. I had narrowed it down to three and had to make a hiring decision. They all had tons of experience working investigations, retail operations or law enforcement. I knew who I wanted and made a job offer, which was contingent on the successful completion of a background check. We shook hands and he assured me that his record was clean.

A few days later, my background check company sent the results back to me. I was completely taken back. What seemed like a very qualified, motivated person was a complete fraud. His rap sheet was ¼ mile long and he was recently convicted of several counts of fraud. There was absolutely no way I could bring this person onto my team. Had it not been for a solid background check, this person could have potentially cost me and my company thousands of dollars and untold hours of frustration and heartache. This should be a lesson to any owner out there. It doesn’t matter how clean someone appears to be, how well the interview, or even how great their resume may look, there’s always the potential for skeletons to be hiding just below the surface. Do yourself, and your business a favor and always run a background check on new employees. 

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The Truth About Internal Theft

April 29, 2015 by Leave a Comment

theft (2)Do you know what small business owners and Loss Prevention professionals have in common? In my career, I have found that there is no other business unit in a retail company more concerned about the financial health of the company than the LP department. Our life goal is to SAVE money, all while finding ways to increase sales and profitability, improve margins and assist in improving operational efficiency. Doesn’t that sound like a savvy business owner to you? Reversely, as a small business owner, you’re plagued by theft. You may also find yourself asking, where is that theft coming from?

If you do some online research, you’ll probably find a ton of sites and quotes that all say internal theft causes more financial damage than external. Well, that’s not entirely true. External theft has steadily been on the rise and causes millions of dollars in loss every year. The same also holds true for internal theft. What these statistics do though, is misrepresent internal theft. Yes, your employees sometimes steal from you, but that doesn’t mean 1 out of every 3 are. What that means is those employees who do engage in theft, are taking you for a LOT more than an average shoplifter. Last year alone, personally, I managed over 650 cases. 540 were shoplifters. The dollar amounts associated with those cases were almost the same in both the internal/external category. 

Take this for example. Last year, I was contacted by some inventory control guys regarding a specific electronic device at a store location. We looked at a store inventory report and it showed that this one sku was showing a negative 600 on hand at this location. By investigating transaction records, we found these units had been refunded to the store over a period of time. Further investigation showed that a single cashier had conducted nearly 600 refunds of this particular sku and was able to pocket nearly $65,000 in cash from ghost refunds. It would take a lot of shoplifters to equal that dollar amount, but this was only ONE employee.

What I want owners and managers to understand is the reality of the internal theft problem. Understand that not all of your employees are thieves, but that 1% that will steal from you, will steal over and over again. As an owner, you should have internal control measures in place that limit your exposure to losses, and at the very least, a descent CCTV to review those losses when they are uncovered. While shrink will always be a part of life in retail, you have the power and the tools to make that financial impact as less as humanly possible.  

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The 80/20 Rule

January 5, 2015 by Leave a Comment

shoplifting2The 80/ 20 rule for retail is actually a series of rules, or guidelines to how and where your inventory shrink comes from. Once you drill down to see what is actually driving your shrink, you have the ability to implement much more efficient anti theft and anti shrink strategies.

The first part of evaluating the 80/ 20 rule is to determine a generalization of how your store is incurring losses. There are three main areas of shrink loss that all shrink can be categorized as. They are Internal, External and Operational shrink. As a rule of thumb, internal shrink is explained as asset losses intentionally carried out by an employee of the store. Employees who are stealing merchandise drive internal shrink.

Operational shrink, on the other hand, is merchandise losses carried out by an employee unintentionally. These are the store’s operational errors that end up causing losses. Did an employee accidentally miss an item when they checked a customer out? Did an employee pull some glass cleaner from the shelf to clean their workstation, but not record it on a store use log? Did an employee break an item of merchandise beyond repair and threw it in the trash without letting anyone know?

These are all everyday examples of how an employee can unintentionally cause losses. These are not theft related actions that we would arrest and prosecute and employee for, but the end result is still the same. We are now showing missing merchandise and our bottom line has suffered from the shrink loss. Unidentified items missing from freight shipments also fall into this category.

External shrink losses are created by anyone outside of the company. These are non-employees who steal our products- the shoplifters. The average shoplifter steals much less per incident than an employee does. Even if you have a higher frequency of shoplifters in your store, employee theft will still outweigh the losses caused by shoplifters over time.

While it is really up to you to determine the actual breakdown in your store, most retailers average about 40% of their losses from internal theft, 40% from operational errors, leaving only 20% to external theft. Obviously these numbers can change based upon your location, kinds of goods sold, and staffing sizes. Overall, these numbers equate to about 80% of your shrink is derived in house (by your employees), and 20% comes form external sources.

Next you want to drill down even further into your losses by looking at departments, and the individual items that are being stolen. Ideally you want to have an inventory system that allows you SKU level accuracy. By drilling down to the actual item number that is shrinking out, you can create an action plan suited specifically to that item. At the very least, you should know which departments and product assortments are the highest losses.

Once you determine your highest shrink items, you should know the quantity and/ or dollar amount lost. You can then put your efforts into where the biggest losses are. You might be loosing 100 packs of gum that cost $1.00 each, or you could loose one handbag worth $200. Frequency versus actual dollar amount lost might dictate a closer eye on your handbags, than the multiple losses in packs of gum.

By taking a look at the highest dollar losses, you should see that about 80% of your total shrink losses are coming from only about the top 20% of your shrink items. This drill down approach further streamlines your anti shrink strategies. Now, instead of focusing on every little loss that occurs in your store, you can focus on only the top items. By creating feasible reduction strategies on only those items, you can create a significant reduction in your store’s overall shrink losses.

 

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Court Room Drama

November 6, 2014 by Leave a Comment

law-3If you have never been in court before, it can be a very eye opening experience. There are similarities between TV courtroom proceedings and real life, but the overall experience is very different. If you are planning on prosecuting shoplifters or employees for theft, it is important to understand this step in the process.

Working within the court system is essential to ensure the employee or shoplifter has an official record of their wrongdoing. This criminal prosecution provides concrete evidence against an employee or shoplifter of their alleged acts. This record makes it easier for potential employers to understand an applicants past history, an indicator of their future reliability.

Here is how the process generally works. At the time of a shoplifter’s apprehension, or the completion of an employee theft interview, local law enforcement will be called in. This could be the city police, county police, or even the local sheriff’s department based on your individual store’s location and jurisdiction. If you have multiple locations, understand the jurisdiction might be different for each one. Specifically knowing which department to call ahead of time will simplify the process during an actual incident.

The responding law enforcement will ask a few questions from you. They will take a statement from both sides, and usually ask to see any video available. This is the initial opportunity to present your evidence against the suspect. This is not a time to hold back actual evidence you may have, or give unsubstantiated opinions as evidence.

Law enforcement will take the suspect into custody (if applicable) and file a police report. You may need to go down to their station to fill out additional paperwork depending upon the local protocol. From there papers will be filed with the court system. You should receive a subpoena stating the time, date and place of the court case for your suspect. Understand that it might take a few weeks to several months for this to happen. It is all based upon your local court’s current caseload.

During this downtime, you should ensure that you have created a case report with statements explaining each step of the shoplifting incident, any statements made by the suspect, any paper evidence, a detailed listing of merchandise stolen (size, style, UPC or SKU, color, quantity) photos taken of the suspect, their ID or the merchandise, employee ID, and any video evidence. This case report needs to be kept in a private, locked file cabinet or other place that eliminates contact or access by other employees. Any deviation may allow the defendant’s attorney to question the integrity of the chain of evidence and speculate that it has been tampered with.

When you are set to go to court on the specific time and date given, make sure you show up early and bring your case report with you. Law enforcement may have requested copies at the time of the arrest, but it is better for you to not rely on law enforcement to bring it with them. They have so many cases on a daily basis; they may not remember months later what they were given. It is your responsibility to prove the suspect guilty based upon your evidence. If you show up with nothing, the suspect may be found innocent. Bring the report and file with you.

When you show up, find the prosecuting attorney. They are the ones presenting the case on your behalf. Show them your file, your video, and answer their questions. They are not trying to pick your case apart; they just need to have a full understanding of what they can present to the defense attorney and the judge. Arriving early allows you enough time to best prepare your case with the attorney and have better end results.

While you cannot dictate that a suspect is charged with a specific crime (felony theft vs. misdemeanor theft) you are allowed to let the attorney know that the suspect is not to return to any of your store locations. If so, they will be charged with trespassing.

At this point the attorney will confer with the defense attorney. They will try to work out a plea bargain, which the suspect hopefully will take. They may not stick with the original charges, but a plea bargain will save you countless hours and trips back and forth to the courthouse for an actual trial.

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What You Should Be Auditing

November 5, 2014 by Leave a Comment

theft (11)When you work for yourself, you often spend a lot of time inventing the wheel. There is no corporate policy already in place for your stores to adapt. No one is there looking over your shoulder and telling you what records to keep and for how long. Sure, you probably have an accountant somewhere helping you with some record retention requirements. There are other IRS and tax records that you keep for a certain period of time. Overall, it is up to you to make these decisions and have a standard in place.

One area that can be difficult to make your own standard is having an internal audit. While it is a chore to come up with the questions and audit points, the payoff of having a better standardization and in store accountability will far exceed the trouble you put into to establish an audit.

One of the best places to start is by researching Sarbanes- Oxley. The Sarbanes- Oxley act of 2002 is a set of legal requirements that all organizations, regardless of size, must comply with. It basically regulates financial practices, after several companies were found guilty of falsifying their own financial records. The company’s biggest fallout was that they ended up devastating thousands of their own employees financially.

The ultimate point of the act is that companies are required to provide accurate and truthful information as to the company’s financial status. Over inflating sales, inventory, amongst other practices, to give a deceitful impression of a company’s success is now illegal. Companies must retain records of their financial status to ensure accuracy at all levels.

The easiest way to do this is to perform self-audits in key areas. These audits should be done daily, weekly, monthly and yearly, depending upon the task. Hiring a consultant can provide you with the legal specifics to keep your company on the up and up. Understanding the basics ahead of time can help you decrease those consultation costs, as you will already have some practices in place.

The first place to start is with your inventory. Understanding a cradle to grave approach to your product will not only help you with accuracy in your auditing, but keeping a closer eye on your product will help you decrease your shrink over the long term. Your starting point is with your receipt of goods.

Each shipment of inventory you receive should be documented and a bill of lading retained and filed by month. On each BOL should be the signature of who received the items, the date and time received, and a check mark or tally of what was received- either by piece, box or pallet.

Next, you should maintain listings and reports of items that are taken out of your inventory for a specific reason. If they are damaged and thrown out, sent back to a vendor for credit, used in the store, stolen, etc. There needs to be a paper trail attached to where these items have gone and why. A signature, or employee ID or who reallocated the products disposition should be included with these document (also retained and filed by month).

If you are still using paper sales receipts, including paper journal tapes, those records need to be filed by date, and then month. This is your listing of what merchandise has left your stores and is your proof that these sales actually happened and were not fraudulently contrived. If you have an electronic sales tracking system, you still need to have paper documentation of these sales retained somewhere in case of a computer glitch, etc.

Finally, all returns must be retained and spot-checked for accuracy. Since returns are another way for inventory to come back into the store, it is an important process to verify that these returns are accurate. Look for multiple transactions of the same item, or significantly larger dollar transactions. These are the returns that are most likely to have been done in error (over inflating your actual inventory) or can point to an employee’s dishonest activities.

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Shrinking Margins? Internal Controls Can Help

September 18, 2014 by Leave a Comment

shoplifting4Occupational fraud is a problem for most businesses, both large and small. Fraud is committed when an employee, through a deliberate and usually illegal process, misuses or misappropriates the resources or assets of a business for their own benefit. It’s willful and deliberate worker misconduct, which causes the business to suffer financially due to theft of time, services, inventory or money.

This type of fraud is such a widespread and injurious problem that approximately 1/3 of small businesses close due to it, mostly because it goes undetected. This is a regrettable situation, because it’s largely preventable if properly monitored internal controls are in place. It’s usually uncovered only by accident or through a whistleblower.

Actively managed internal controls can prevent or detect most types of misappropriation of assets and fraudulent financial reporting. They’re processes created to track and achieve goals in specific categories (i.e. operations, time keeping, inventory, financial reporting and compliance with applicable laws and regulations). While most of these processes are universal, specific ones may need to be added to address unusual situations or particular fraud concerns.

These controls should include operations and finances. They’re designed to create a system which protects assets through prevention and timely detection of unauthorized or illegal employee behavior. Some of these processes include: monitoring the flow of paperwork; reading, understanding and acting on financial reports; noticing and acting on the behaviors and attitudes of employees; listening to and acting on employee tips and hints about problems.

To start creating internal control measures a business can review past and current procedures, events and concerns – the company’s strengths and weaknesses, investigate and evaluate employee complaints, acknowledge and list all of the problems/symptoms, etc. This is done in a methodical timely way. It’s important to note that the controls are fluid and will need to be reviewed and changed over time.

Well managed, easy to use and structured internal controls are considered to be one of the most effective deterrents to occupational fraud. However, these controls are only paper work if management doesn’t take action. No program, by itself, will keep employees from stealing. Supervisors must be responsible and take action if it’s to be effective.

Opportunity (lack of controls) and ineffective or no consequences are 2 of the main reasons employees commit fraud. It’s unreasonable and naïve for mangers to expect their workers to be atypical. Yet they do, only to be taken advantage of. Unfortunately, many have learned this lesson the hard way.

Nicole Abbott – writer, educator and psycho-therapist

 

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Security and Operational Compliance

September 9, 2014 by Leave a Comment

theft (4)According to the most recent articles from Loss Prevention Magazine, the three major areas where the management or owners have to be vigilant about are internal theft, external theft and operational compliance. These three security areas have to be implemented correctly and to adhere to procedures the management or security team have dictated to be successful. For more information about this and other topics follow the links below.

Security Breaches Trigger Retail’s Big Players to Call for Major Tech Changes

The possible credit card breach at Home Depot Inc. prompted the retailer to speed up its implementation of chip-reading credit card terminals. Major credit card companies, too, have announced they will accelerate efforts to bolster electronic payments security and protect sensitive customer data. These moves could have a large impact on consumer confidence, which has suffered as a spate of cyberattacks hit major companies. But for retailers especially, the implementation of the new systems will take time, and are not a panacea for a company’s security risks.

Home Depot CEO Frank Blake told investors Thursday that the retailer would activate chip-reading technology on its new credit-card terminals by the end of this year. He said the company is “working around the clock” to find a breach linked to stolen credit and debit cards,” the WSJ’s Shelly Banjo writes, but stopped short of confirming an actual breach occurred.

Building A New Defense Team

As technology draws us deeper into a new age of business enterprise, we are continuously bombarded with waves of challenges and opportunities involving those with malicious intentions. These attacks come at us from every direction as the ingenuity of these criminal minds seek new and creative ways to infiltrate our information resources and engage in cyber warfare against our businesses.

In order to survive these reprehensible intrusions, retailers must fight back. We have to defend our ground and take the necessary steps to combat the threat. This requires that we build and recruit the resources that will help us win the battles. We must become cyber warriors in our own right; defending our computer and information systems against those seeking to seize and exploit the lifeline of our business.

Operational Compliance: Inspecting What You Expect (Part 1)

The evolution of the loss prevention profession has required a change in the way that we view what we do and the way that we approach the retail environment.  First and foremost, we have come to recognize that shrink is a much more complicated problem than merely looking at the theft of merchandise.  Shrink is a very complex issue that must take in to consideration a variety of different issues that can lead to losses.  Shrink reduction is clearly seen as a vehicle of profit enhancement, and an integral part of the retail model.  Additionally, we have perspective on how we can influence company profitability in other ways as well, which has allowed us to set our sights on the bigger retail picture.  As a result our shrink management strategies require a multifaceted and broad-based approach in order to successfully design and administer the process.

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If They Steal $1,000 That’s All I Lost….. Right?

July 30, 2014 by Leave a Comment

theft (13)Whether it involves employee theft, shoplifting or some other real loss, you actually lost a lot more than $1,000. And I mean real money. One of the advantages I have as the former Senior Loss Prevention Executive for several major companies, is that I bring a larger scope of experience to you, the small and medium business owner or manager.

Okay, so the thief got away with $1,000 of your merchandise but that ​​is ​​not all you lost. That merchandise had to be purchased, paid for, shipped, handled by your staff and made available for sale to your legitimate customers. In many cases we do not factor these tasks and the ever tighter profit margins we work with into the loss equation.

As an example, let’s say that your profit margin after taxes, labor and other expenses like rent, electricity, gas…. is 1.5%. Actually this is an average for most US retailers. Some have a higher profit margin others like grocery stores average less than 0.5%.

So take your loss, in this case $1,000 and divide by your margin, again in ​​this case 1.5% (.015). The result is $66,666.67. That is your actual loss. You are going to have to sell another $ 66,666.67 simply to BREAK EVEN on a $1,000 loss! How many more merchandise items will ​​you have to purchase and sell to do this? And remember that is only to break even on the $1000 loss NOT to make a profit.

Oh wait a minute – you have insurance. Few policies cover this kind of loss. If they do, try putting in for several of these cl​aims. You will probably find yourself looking for a new insurance carrier after they drop you or raise your rates through the roof.

There is only one way to do this and be profitable: prevention. You must stop losses before they occur. In addition your loss prevention efforts cannot consume all of your time or resources. Otherwise you lose focus on your sales. But the LP effort has to be a part of your standard operating environment, not on and off. You would not turn off the power to your sign every other day to save money. Why would you do that with loss prevention?

The really great news is that a solid loss prevention program is neither expensive nor difficult for the small to medium retailer. You should loo​k at loss prevention in three areas that are all working together at the same time.

First is Training & Awareness – have you set the standard right from the very beginning with your employees? Do they know what is expected of them and their performance including their responsibilities to protect your assets? Do ​​they understand you do not tolerate any theft by them or their friends regardless of size?

Second – do you have an operational audit or review of your operations? Do people actually know and believe that you look in depth into your operations and losses. Are you ACTUALLY holding them responsible for their performance?

Last is investigation. You must look into and understand why a loss has occurred. Then take action to keep it from occurring that way again. Thinking that it will go away or even worse fix it by itself is ridiculous. IT WILL ONLY GET WORSE.

All of then feeds back into Training and Awareness. Once you start this cycle if will feed on itself. You will ​​even find that your core employees will pick it up and go with it. I have other techniques to this process that you may find helpful. Give ​​ me a call at 770.426.7593 x101 if you would like to discuss this or any other loss prevention issues. Again, remember shoplifting and employee theft losses can be controlled!

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Start Before It Becomes An Issue

July 30, 2014 by Leave a Comment

theft (2)Employee theft can and will happen to every small business at some point in time. The question of how you handle it, and what you can do about it relies on the protections you have in place before an incident occurs. Without these protections in place setting precedence, you might find your hands are tied in regards to the specific incident currently in front of you

The best place to start is in having anti theft verbiage in your employee handbook. That of course, means you need to have an employee handbook in place to standardize all of your business policies. If you do not have a handbook, you need to develop and implement one as soon as possible.

Within your handbook you need to be clear and broad all at the same time. A sentence stating that employee theft of any kind will under no circumstances be tolerated. Theft is defined as possessing or removing any company asset or another employee’s possessions without prior authorization from management.

You can further elaborate on the different types of company assets, or you can leave it open to all assets from pens and paper to merchandise and cash. Next you may want to include that the company will prosecute all cases of employee theft.

After having a written record of the company’s intentions, the policy should be verbally covered in employee on boarding and training. This way there is no confusion as to what the expectation is. Some businesses even have the employees sign a paper (to be retained in their employee file) that they are aware of this policy.

By clarifying up front, most employees will take heed to this warning. For those that do not, it is much easier to prosecute the employees for their theft, or misappropriation of company assets, when there is proof that the employee was aware of the consequences ahead of time.

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