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Challenges continued from page 123


ability to deter criminals, but re- tailers discovered it could erode the legitimate customer’s experi- ence when tags were not removed properly. As a result, LP’s trade- off has been to use EAS as more of a deterrent to amateur thieves than a shoplifting checkpoint. 2) Give LP a seat at the


table. It is critical that LP profes- sionals have a seat at the table any time a new store technology is planned for implementation. LP can see the technology in the lab and beta environments, collecting valuable insight into the possible losses that may be triggered. It also gives them a chance to un- derstand the processes that will need to be created to mitigate risks and losses, as well as metrics that must be monitored to determine if losses are stemming from the new technology. Self checkout is an example of a technology that many retailers have deployed to enhance customer experience and effi ciency, but also introduces risks associated with loss. LP should be involved early during the proof of concept phase. 3) Don’t forget to track. It


can take months or even years to understand the impact of a new technology on shrink and to fully evaluate the ROI. LP must collect data and monitor key metrics over time to effectively reduce shrink. They must also evaluate other fac- tors such as how these technologies impact the customer experience. Retailers will continue to imple-


ment and evaluate technologies along the way, adopting some for the long haul and discarding others over time. The best advice for LP pro-


fessionals is to be proactive and keep a fi nger on the pulse of what’s going on. Be sure you are invited to the conversation and share your valuable insight as to the overall impact a new tech- nology can have on shrink and business operations. ■ Andrew Wren serves as CEO


of Wren Solutions, a loss-preven- tion technology provider helping LP professionals reduce loss, in- crease profi ts and rise as heroes in their companies.


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March 2012 125


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